Ch 1-7, Mental Models - slideshow Flashcards
Definitions (125 cards)
1
Q
mental model
A
Deeply ingrained assumptions, inferences, ideas, etc. that make up how a person sees the world
2
Q
ladder of inference
A
Metaphor that shows how quickly we can leap to knee-jerk conclusions with little data and no intermediate thought process
3
Q
three ways to implement the ladder of inference
A
Reflection (on your own beliefs), advocacy (for your beliefs), and inquiry (about others beliefs)
4
Q
what we say
A
espoused theories
5
Q
what we do
A
theories-in-use
6
Q
using the left-hand column
A
Articulating what we normally do not say
7
Q
left-hand column
A
A technique to “see” how our mental models operate in particular situations
8
Q
What does the left-hand column do?
A
Reveals ways we manipulate situations to avoid dealing with how we really think and feel
9
Q
What is the point of mental models?
A
Balance inquiry and advocacy, slow down for self-reflection
10
Q
organizational behavior
A
Academic discipline focused on understanding and managing people at work
11
Q
Three levels of OB
A
Individual, group/team, organizational
12
Q
contingency perspective
A
- The belief that there is no one best way to manage people, teams or organizations
- The best/ most effective course of action depends on the situation
13
Q
ethical dilemma
A
Situations with two choices, neither of which resolves the situation in an ethically acceptable manner and no clear ethical resolution arises
14
Q
person factors
A
Characteristics that give individuals their unique identities
15
Q
situation factors
A
Elements outside us that influence what we do, the way we do it, and the ultimate results of our actions
16
Q
the three parts of the organizing framework for understanding and applying OB
A
- Input, processes, and outcomes.
- Inputs to processes. Outcomes separate, with arrows to both inputs and processes.
17
Q
the inputs of the organizing framework of understanding and applying OB
A
Personal factors and situation factors
18
Q
the levels of the processes and outcomes of the organizing framework of understanding and applying OB
A
Individual level, group/ team level, and organizational level
19
Q
values
A
Abstract ideals that guide one’s thinking and behavior across all situations, relatively stable
20
Q
personal attitudes
A
Representations of our feelings or opinions about people, places, and objects, and range from positive to negative
21
Q
the three things attitudes are comprised of
A
ABC model:
- Affective (“I feel…”)
- Behavioral (“I intend…”)
- Cognitive (“I believe…”)
22
Q
cognitive dissonance
A
The psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions
23
Q
Ajzen’s Theory of
Planned Behavior
A
[ Attitude toward the behavior ⇔ Subjective norm ⇔ Perceived behavioral control (⟹ Behavior) ] ⟹ Intention ⟹ Behavior
24
Q
the four key workplace attitudes
A
Organizational commitment, employee engagement, perceived organizational support, job satisfaction
25
organizational commitment
The extent to which an employee identifies with an organization and is committed to its goals
26
employee engagement
The extent to which employees give it their all to their work roles, "in the zone"
27
perceived organizational support
The extent to which employees believe that the organization values their contributions and genuinely cares about their well-being
28
job satisfaction
The extent to which an individual likes his or her job, an affective or emotional response toward various aspects of one’s job
29
counterproductive workplace behaviors (CWBs)
Behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
30
relative stability of individual differences (most stable to most malleable)
- Intelligence
- Cognitive abilities
- Personality
- Core self-evaluations (self-efficacy, self-esteem, locus of control, emotional stability)
- Attitudes
- Emotions
31
individual differences
A broad category used to collectively describe the vast number of attributes like traits and behaviors that describe a person
32
personality
The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities
33
core self-evaluations (CSEs)
A broad personality trait comprised of four narrow and positive individual traits:
self-efficacy, self esteem, locus of control, emotional stability
34
self-efficacy
A person’s belief about his or her chances of successfully accomplishing a specific task
35
self-esteem
A general belief about your self-worth
36
locus of control
Relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior and its consequences
37
emotional stability
Stable (tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure) or neurotic (prone to anxiety and tend to view the world negatively).
38
emotional intelligence
The ability to monitor one’s own emotions and those of others, to discriminate among them, and to use this information to guide one’s thinking and actions
39
emotions
Complex, relatively brief responses aimed at a particular person, information, experience, or event
40
anger
"Backward-looking” or retrospective
41
fear
"Forward looking" or prospective
42
perception
A cognitive process that enables us to interpret and understand
our surroundings
43
intentions
how personal attitudes affect behavior
44
the three characteristics perceptions are based on
The perceiver, the target, and the situation
45
stage 1 of the Model of Perception
Selective attention/ comprehension
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stage 2 of the Model of Perception
Encoding and simplification
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stage 3 of the Model of Perception
Storage and retention
48
stage 4 of the Model of Perception
Retrieval and response
49
the three characteristics of personal perception
Characteristics of the target, characteristics of the perceiver, characteristics of the situation
50
stereotype
An individual's set of beliefs about the characteristics or attributes of a group, may or may not be accurate
51
the four steps in which stereotypes form?
1. Categorization
2. Inferences
3. Expectations
4. Maintenance
52
causal attributions
Suspected or inferred causes of behavior
53
Kelley’s model of attribution says that behavior can be attributed either to
________ factors or ________ factors?
Internal (within a person, such as ability),
external (within the environment, such as a difficult task)
54
the three dimensions of behavior that are used to make causal attributions (Kelly's model)
Consensus, distinctiveness, consistency
55
consensus
Compares an individual’s behavior with that of peers
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distinctiveness
Compares a person’s behavior on one task with their behavior on other tasks
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consistency
Compares an individual’s performance on a given task over time
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What are attributional tendencies?
Errors or biases in one’s judgement concerning causal attribution
59
fundamental attribution bias
A tendency to attribute another person’s behavior to his or her personal characteristics, as opposed to situational factors
60
self-serving bias
One’s tendency to take more personal responsibility for success than for failure
61
diversity
The multitude of individual differences and similarities that exist among people
62
demographics
The statistical measurements of populations and their qualities over time
63
the four layers of diversity
Personality, internal dimensions, external dimensions, organizational dimensions
64
the internal dimensions of diversity?
Age, gender, sexual orientation, physical ability, ethnicity, race
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the external dimensions of diversity
Income, personal habits, recreational habits, religion, educational background, work experience, appearance, parental status, marital status, geographic location
66
the organizational dimensions of diversity
Functional level/ classification, work content/ field, division/ department/ unit/ group, seniority, work location, union affiliation, management status
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discrimination
When employment decisions about an individual are due to reasons not associated with performance or are not related to the job
68
the glass ceiling
An invisible but absolute barrier or solid roadblock that prevents women (and other minority groups) from advancing to higher-level positions
69
ethnocentrism
The feeling that our cultural rules and norms are superior to or more appropriate than the rules and norms of another culture
70
motivation
The psychological processes “that underlie the direction, intensity, and persistence of behavior or thought," it is either intrinsic or extrinsic
71
intrinsic motivation
When an individual is inspired by the positive internal feelings that are generated by doing well
72
extrinsic motivation
The potential or actual receipt of external
rewards such as recognition, money, or a promotion
73
content theories
Identify internal factors such as needs and satisfaction that energize employee motivation
74
process theories
Explain the process by which internal factors and situational factors influence employee motivation
75
McGregor's Theory X
Pessimistic view of employees
76
McGregor's Theory Y
Positive and modern set of assumptions about employees
77
Maslow's hierarchy of needs
5. self-actualization
4. esteem
3. love
2. safety
1. physiological needs
78
Alderfer’s ERG Theory needs
(E)xistence, (R)elatedness, (G)rowth
79
McClellan's Acquired Needs theory needs
Achievement, Affiliation, Power
80
Self-determination theory needs
Autonomy, competency, relatedness
81
factors of Herzberg's Motivator -Hygiene Theory
motivating factors (No Satisfaction - Satisfaction) and hygiene factors (No dissatisfaction - Dissatisfaction)
82
Herzberg's Motivator -Hygiene Theory motivators
type of work (content)
83
Herzberg's Motivator -Hygiene Theory hygiene factors
where the work is done (context)
84
Adam's Equity Theory
people strive for fairness and justice in social exchanges or give-and-take relationships
85
elements of equity theory
outputs, inputs, and how the ratio between them (O/I) compares to relevant others' ratios
86
Organizational justice/ Justice Theory
The extent to which people perceive that they are treated fairly at work
87
the three types of justice
distributive, procedural, interactional
88
Expectancy theory
People are motivated to behave in ways that produce desired combinations of expected outcomes
89
job design
Alteration of specific or interdependent systems of jobs or intent of improving the quality of employee job experience and on-the-job productivity
90
examples of top-down job designs
job enlargement, job enrichment, scientific management, job rotation
91
example of bottom-up job design
job crafting
92
job crafting
employees’ attempts to proactively shape their work characteristics
93
idiosyncratic deals (i-deals)
the employment deals individuals negotiate for themselves, top-down bottom-up job design
94
performance management (PM)
A set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations
95
the three primary functions of PM processes
- Make employee-related decisions
- Guide employee development
- Signal desired employee behavior
96
the steps of the effective PM system
1. Define performance
2. Monitor & evaluate performance
3. Review performance
4. Provide consequences
97
the two types of goals
learning and performance goals
98
SMART goals
Specific, measurable, attainable, results oriented, and time bound goals
99
the goal implementing process
A - set a SMART goal
B - promote goal attainment
C - provide support and feedback
D - create action plans
100
task/ project goals
Goals for jobs that are dynamic, but in which nearer-term activities and milestones can be defined
101
objective goals
goals for jobs that are dynamic, but in which nearer-term activities and milestones can be defined
102
halo effect
Forming an overall impression about a person and using that to help evaluate their performance
103
leniency
Consistently evaluating other people in an extremely positive fashion while evaluating performance
104
central tendency
Avoiding all extreme judgements and rating people averagely while evaluating performance
105
regency effect
Over-relying on the most recent information to evaluate performance
106
contrast effect
Evaluating people by comparing them with characteristics of recently observed people when evaluating performance
107
feedback
Information about individual or collective performance shared with those in a position to improve the situation
108
coaching
A customized process between two or more people with the intent of enhancing learning and motivating change
109
key factors in organizational rewards
1. Types of rewards
2. Distribution criteria
3. Desired outcomes
110
extrinsic rewards
rewards that come from the environment
111
intrinsic rewards
self-granted rewards
112
pay for performance
Pay for performance is a system that involves monetary incentives linking at least some portion of one’s pay directly to results or accomplishments.
113
Thorndike's Law of Effect
favorable behavior is repeated and unfavorable behavior is not because of the consequences of each
114
Skinner's theory
respondent behavior - automatic reactions to stimuli, and operant behavior - learned behavior when we "operate" on the environment to get desired outcomes
115
positive OB (POB)
POB involves the study and application of positively oriented human resource strengths and the psychological capacities that can be measured, developed, and effectively managed for improvement performance in today’s workplace
116
the structure of the framework of POB
(Positive emotions. Mindfulness. Psychological capital and signature strengths) ⟹ Positivity from person factors ⟹ Positive outcomes
Organizational culture and climate ⟹ Positivity from situational factors ⟹ Positive outcomes
117
the benefits of POB
Positive deviance and conscious capitalism
118
psychological capital (PsyCap)
Hope (H), efficacy (E), resilience (R), optimism (O)
119
hope?
Having a goal and the determination to achieve it (willpower), and seeing one or more alternative paths to achieve the goal, even when faced with adversity (waypower)
120
What is resilience?
The capacity to consistently bounce back from adversity and to sustain oneself when confronted with challenges
121
What is optimism?
Optimism is when people view successes as due to their personal, permanent, and pervasive causes, and negative events as due to external, temporary, and situation - specific ones
122
What is virtuousness?
What individuals and organizations aspire to be when they are at their very best
123
What five elements is well-being comprised of (PERMA)?
P - Positive emotions
E - Engagement
R - Relationships
M – Meaningfulness
A - Achievement
124
What is flourishing?
The extent to which our lives contain PERMA
125
