content Flashcards
(110 cards)
1
Q
Self and authenticity - demographics?
A
Underlying differences in people such as age, ethnicity, nationality, etc
2
Q
Self and authenticity - personality traits and what does OCEAN stand for
A
O - openness to experience C - conscientiousness E - extraversion A - agreeableness N - neuroticism
Personality is a spectrum, changes with context, how people interact with their world
3
Q
Self and authenticity - - locus of control
A
Internal and external - what is it
4
Q
Self and authenticity - - narcissism
A
Tendency to be arrogant, entitlement, self-centred, can cause friction
5
Q
Self and authenticity - - machiavellianism
A
Where people manipulate others for personal gain
6
Q
Self and authenticity - - type A and B personality
A
Type A:
- impatient
- always working
- multitask
- obsessed with data and numbers
- fast pace
- productive
Type B
- relaxed
- no urgency
- can relax without guilt
7
Q
Self and authenticity - - pillars of authentic self
A
HAVSI (halfsie)
- humility
- accountability
- vulnerability
- security
- integrity
8
Q
Emotional intelligence - EQ (3 dot points)
A
1 - understand emotions
2- perceive emotions
3 - manage and use emotions
9
Q
Emotional intelligence - affective events theory
A
- how employees react differently/emotionally to things that happen at work compared to at home
- emotional reactions influence their job performance and satisfactoin
- so happier at work, better at job
10
Q
Emotional intelligence - emotional labour
A
- when we put on a show of emotions during work for the sake of work (pretending to be happy in front of customers)
11
Q
Emotional intelligence - burnout and emotional exhausation
A
- gradual increase of distress - reduced productivity, alienation and emotional exhaustion. In a spectrum
12
Q
Positive psychology and happiness - optimal experience of flow
A
- whole being is involved, being completely involved in an activity for its own sake - positive emotions will spill over into other aspects of life like work
conditions:
- deep concentration of task
- using your strengths
- challenging task that requires skill
- clear goals and immediate feedback
13
Q
Positive psychology and happiness - mindfulnss
A
Definition?
Benefits?
How to apply at work
14
Q
Positive psychology and happiness - meaning and achievement
A
definition and across contexts (eg. different countries)
15
Q
Positive psychology and happiness - calling to work
A
more committed to career if they have a strong sense of purpose/meaning wrt their job
16
Q
Positive psychology and happiness - job satisfaction
A
general attitude towards your job
key sources of this:
- work
- pay and advancement
- supervision
- coworkers
17
Q
Positive psychology and happiness - organisaitonal citizenship behaviour
A
voluntary, informal behaviours that contribute to organisational effectiveness but are not rewarded or detected by formal performance systems (eg. when someone goes above and beyond)
examples:
- altruism
- courtesy
- sportsmanship
- conscientiousness
- civic virtue
18
Q
Positive psychology and happiness - organisational commitment 3 types
A
employee identifies with a particular organisation and its goals and wishes to maintain membership in the organisation
affective commitment - employees genuine emotional connection with the organisation
normative commitment - obligation employee feels to stay with an org
continuance commitment - calculated that it is in their best interest to stay compared to leaving
19
Q
Judgment and decision making - perception
A
reality > perception > reaction
bias is from the perceiver
20
Q
Judgment and decision making - what are the 3 dimensions to the attribution process (DCC)
A
When we observe an event/behaviour, we want to know if it was caused from internal or external factors
distinctiveness - does the individual act the same across different situations?
consensus - do they act the same way to other people?
consistency - does the person act the same way over time?
21
Q
Judgment and decision making - what is fundamental attribution error
A
aka correspondence bias
- error experienced when you explain other people’s behaviour - would attribute more internal things than external (blame person ont circumstance) but when we talk about ourselves we thinkk about it externally
22
Q
Judgment and decision making - judgment and decn making bias
A
goes against human nature not to be bias, to be impartial
23
Q
Judgment and decision making - overconfidence 4 types
A
over-precision
- too certain that we are correct and accurate
illusion of control
planning fallacy - over-estimate speed which we complete tasks, not thinking about contingencies and the unexpected
over-placement - tend to believe we are better than others in ways when we are not (not knowing our weaknesses)
24
Q
Judgment and decision making - overconfidence 4 types
A
over-precision
- too certain that we are correct and accurate
illusion of control
planning fallacy - over-estimate speed which we complete tasks, not thinking about contingencies and the unexpected
over-placement - tend to believe we are better than others in ways when we are not (not knowing our weaknesses)
25
Judgment and decision making - availability heuristic
how vivid is information?
- assess frequency, probability or likely causes of an event by the degree which instances of that event are available in the memory (the more recently/strong the memory was, the most likely we will make judgments ande decns based on this) - so use short term memory when really, long term memory is more appropriate
26
Judgment and decision making - representiveness heuristic
When making judgment about an individual or event, people look for characteristics the indivual or event may have in common with previously formed thoughts such as stereotypes
27
Judgment and decision making - framing heuristc
scenarios can be framed in different ways, presentedd in different ways but have same meaning
28
Judgment and decision making - anchoring bias
develop estimates starting with initial anchor that is based on whatever info is provided (eg. $18,999 instead of $19,000)
29
Judgment and decision making - self-serving bias in judment
make judgments in ways that benefit us
endowment effect: tend to perceive that our own belongings are more valuable than other's same belongings
30
Judgment and decision making - escalation of commitment
sunk costs - keep going b/c you have already spent so much time and effort but you keep going b/c ego and self-justification
solution: focus on good decisions instead, get someone external to make decn since they will do what is best without bias
31
Judgment and decision making - hindsight bias
overestimate what we knew beforehand based on what we later learned
32
Judgment and decision making - curse of knowledge
when we assess other's decn or behaviour, we tend to ignore the fact that they might not know what we know - need to share our info
33
Judgment and decision making - winner's curse
suspect we overbid after we won a deal/auction
34
Judgment and decision making - unconscious decn-making
we can only think 7 things at the same time consciously
unconscious mind can process more things
35
Will power and motivation - definition
intensity, direction, persistence of effort a person shows when reaching a goal
direction - where effort is channeled
intensity - how hard a person tries
persistence - how long effort is maintained
36
Will power and motivation - definition
intensity, direction, persistence of effort a person shows when reaching a goal
direction - where effort is channeled
intensity - how hard a person tries
persistence - how long effort is maintained
37
Will power and motivation - theory x and theory y
theory x
- employee dislikes work and attempts to avoid it
- employee must be coerced, punished, controlled nad threatented to perform
theory y
- likes to work and are creative, seek responsibility
- can exercise self-direction and self-control
- high motivation
38
Will power and motivation - self-regulation hot and cool system
cool - cognitive, emotionally neutral, strategic
hot - emotional, passion, impulsive, reflextive
self regulation is about balancing both
39
Will power and motivation - ego-depletion
our ability to self-regulate
40
Will power and motivation - 2 types of regulatory focus
promotion
- emphasis on growth and opportunity,
- goals, aspirations
- wants positive outcomes
- gain = success, non-gain = failure
- more competitive
prevent
- safety and security, minimise negative outcomes and loss
- conservative
- focus on duties and obligations
- does not want errors
41
Will power and motivation - goal setting theory
specific and difficult goals with fedback = better performance
42
Will power and motivation - SMART goals
```
specific
measurable
attianable
results orientated
time bound
```
43
Will power and motivation - self-efficacy
belief that they are capable of performing a task, confidence in this
how to increase:
- mastery
- watching someone else
- someone convinceds you
- when you feel challenged
44
Will power and motivation - expectancy theory
motivation to engage in a task depends on:
- expectance (effort = performance)
- instrumentality - performing at level = reward
- valcen = extent that rewards will satisfy needs and wants
45
Will power and motivation - equity theory
when employees compares their inputs and outcomes compared to other co-workers
me: high effort, low pay
them: less effort, more pay
think unfair
46
Will power and motivation - self-determination theory
intrinsic and extrinsic
47
Will power and motivation - job design
actual nature of job they are doing
48
Will power and motivation - job design - job characteristic model's 5 dimensions
skill varierty
task identity
task signifance
autonomy
feedback
49
Networking, power and politics - types of powers (5) CLERIR
CLERIR
```
Coercive
Legitimate
Expert
Referent
Information
Reward
```
50
Networking, power and politics - how to gain power
Improve competency (negotiation, leadeship, skills)
Cultivate network (good employer, allies, network)
51
Networking, power and politics - what is social network
social structure that consists of a group of social parties, set of ties and other social exchanges
52
Networking, power and politics - what are networking strategies
- socialising
- maintaining contacts
- community activities
- increasing internal visibility
- professional acivities
53
Networking, power and politics - what are some interpersonal influence strategies?
- Reciprocity
- Scarcity (more scarce your expertise, more powerful)
- authority
- consistency
- consensus
- liking
54
Networking, power and politics - what is social network centrality
Extent which one person is valuable and central in a social network
- more network centrality, more social capital and power
55
Networking, power and politics - three dimensions to social network centrality
- degree - number of connections
- closeness - strength of ties
- betweeness - how much one is located b/w other clusters of notes, more likely to be the broker b/w groups
56
Networking, power and politics - what is employee empowerment
increasing the freedom and ability of employees to make decns and commitments
57
Networking, power and politics - two types of how employees can be empowered
- job content - tasks necesary for carrying out a job
| - job context - setting which job is done such as structure, culture, reward
58
Networking, power and politics - political behaviours
- backstabbing
- using others and taking credit
- forming coalitions
- controlling information
59
Group and team dybnamics - definition of team
type of group - all members share challenges and try to obtain common goal
60
Group and team dybnamics - types of teams (4)
- problem solving
- self-managed
- cross functional
- virtual teams
61
Group and team dybnamics - team tasks - 3
additive - sum of all individuals
disjunctive - team performance is based onstrongest group member's performance
conjunctive - team's performance is based on weakest link
62
Group and team dybnamics - optimal team size
optimal is 8, too many will decrease functionality
63
Group and team dybnamics - team development stages - 4
1. forming - dependency and inclusion
2. storming - counterdependency and fight
3. norming - trust and structure
4. performing - coordinating and working
64
Group and team dybnamics - team roles
```
expectations
conflict
ambiguity
overload - too much expected of someone
underload
```
65
Group and team dybnamics - 4 types of cultural intelligence forms
drive - interest and confidence in functioning in culturally diverse situations
knowledge -
action
strategy
66
Group and team dybnamics - social conformity
inclination for social conformity, behave how they think will be approved by the group
67
Group and team dybnamics - social loafing
free riding
- withhold effort when performing task, most likely due to big group size
how to reduce:
- small groups, specialise tasks, measure individual performance, incresae motivation of all
68
Group and team dybnamics - social facilitation
people's tendency to work harder in other's presence
69
Group and team dybnamics - main group decision methods
- authority withot discussion
- expert member
- average of member's opinions
- decn by authority after decn
- minotirty control
- majority vote
- consensus
70
Group and team dybnamics - group polarisation
tendency of a group to reach a collective decn that is more extreme than initial positions of indv members
71
Group and team dybnamics - groupthink
no one wants to rock the boat, think that the in-group is correct, uniformity
72
Group and team dybnamics - intergroup behaviour
when two group encounter - could be hostility agaist the other group, us vs them, think that the in group is better
73
Group and team dybnamics - intergroup contact theory
posiitve contact with member of anothere group - more contact, less prejudice towards the whole group
74
Leadership - traits and attributes of a leader
```
distal traits
- perosnality
- mptives and values
-cognitive abiities
proximal attributes
- social appraisal skills
-problem solving skills
-expertise/tacit knowledge
```
75
leadership - behavoiurs associated with being a leader
- exercising influence over subordinates
- wanting one's way re: issues
- asking subordinates to work harder
- talking to subordinates frequently
76
leadership - social identity theory of leadership - what is group prototype and what are benefits of resembling a group prototype?
the impresion of individuals most representative of group values and behaviours.
this can benefit a leader b/c the employees are more likely to be promoted as leaders, perceived as more effective, suitable, charismatic and pursuasive, blamed less when the organistaion is ineffective
77
leadership - managerial grid: balance two aspects of leadership
concern for relaitoship - emphasises interpersonal relarionships
concern for task: emphasises the technical aspects of the job
78
leadership - situational theory of leadership
a leader should be able to use the appropriate approach based on the subordinate's readiness to complete a task:
- depending on how able and willing the subordinate is, the leadership style will change accordingly (telling, selling, participating, delegating)
79
leadership - leader-membre exchange
leadership occurs when leaders and followers are able to develop effective relarionships/partners with effective influence and resource benefits.
Followers who experience high LMX tend to:
- receive higher performance rating from the leader
- experience higher satisfaction with the leader
- exhibit higher commitment to org
- higher role clarity, less conflict
- less turnover intentions and behaviour
80
leadership - transformational leadership
- idealised influence
- inspirational motivation
- intellectual stimulation
- individual consideration
81
leadership - servant leadership
focus on making positive impacts on follower's growth and wellbeing - focus on followers not organisation
- altruism
- authenticity
- intimacy
- morality
- spirituality
- transformation
82
leadership - ethicl leadership
ethical dimension of leading - right vs wrong, moral vs immoral
a moral manager will communicate messages on ethics and values, be role model, manage ethical behaviour at work
83
leadership - destructive leadership
systematic and repeated leader behviours that:
- work against organisation's interests
- undermines org's goals, tasks and resources
- sabotage subordinates' effectiveness, motivation and wellbeing
84
leadership - consequences of destrctive leadership
- counter-productive behaviour
- more turnover
- less justice or perception of it
- more resistance toward leader
- less trust in leader
- more stress and negative emotions in followers
85
leadership - narcissistic lreardership
their actions motivated by their own needs and beliefs, prioritising it over the organisation and followers that they lead
86
leadership - abusive supervision
extent to which supervisors engage in hostile verbal and nonverbal behaviours excluding physical contact
87
leadership - effects of abusive supervision on followers
- voluntary turnover
- low job satisfsaction and life satisfactoin
- low normative and affective commitment
- higher continuence commitment
- lower OCB
88
ethics - what is ethics
social value relating to how humans cooperate with one another in furthering human welfare and how they adjusticate conflicts among individual interest
- moral systems of interlocking sets of valuess, virtues, norms, etc that work together to suppress or regulate selfishness and make cooperative social life possible
89
ethics - wht is a moral dilemma
decision wheere you need to choose from 1+ actions that have moral implications
90
ethics - universal ethical values
theory that there is a set of ethical values that can be found across different countries and cultures
91
ethics - what are the 5 niversal ethical values
- harm/care
- fairness/reciprocity
- ingroup/loyalty
- authority/respect
- purity/sanctity
92
ethics - what are the 6 moral developmental stages?
1. heteonomous morality - avoid physical damage to others/their property and avoiding being punished for beaking the rules
2. instrumental morality - serving one's own needs and interests and being fair and engaging in equal exchange of benefits with others
3. relaitonship focused - living up to expectation of others and maintaing social relationships
4. social system conscience - maintaining existing social instrutitutions and being a good citizen - following the law, economy
5. social contract and individual rights - promoting greatest good for greatest number and respecting basic human rights
6. universal ethical principles - following self chosen principles and violating laws and social norms when necessary
93
ethics - what is consequentialism
ethicality of a behaviour lies in its consequences. worse consequences = more unethical
94
ethics - what is deontology
ethical behaviour lies in its consistency with a set of established rules, regardless of its coneseuqnces (breaking traffic rules if bad b/c it is a rule)
95
ethics - what is kantian ethics
ethicaliyt lies in the intention - acts done with right intent are moral
96
ethics - moral intuition hypothesis
we feel strong emotions in certin moral situations and reach a moral judgment intuitively, then we engage in rational and logical analyses to provide rationale for our judgment (eg. react with disgust if a dog gets eaten as gut instict)
97
ethics - moral emotions
emotions linked to the interst or welfare either of society as a whole or at least of persons other than the judge or agent
98
ethics - name 2 main moral emotions
guilt - specific behaviour that failed morally
| shame - one's overall identity failed
99
ethics - 3 types of moral pride
pride: emotion generated by appraisals that one is responsible for a socially valued outcome or for being a socially valued person
moral pride - associated with meeting/exceeding moral standards
alpha moral pride -pride in one's moral self
beta moral pride - pride in a specific moral behaviour
100
ethics - what is embarrassment
mortification, chagrin that follows public social predicaments
causes:
- when someone behaves in a clumsy or hapless way
- awkward social interactions
- when someone's behaviour needs to be changed and it is obvious
101
ethics - moral elevation
positive emotuon elicited when observing others behavin in a way particularly virtuous, commendable or superhuman
102
ethics - necessary evil
tasks where a person knowingly and intentionally cause emotional or physical harm to another human in the process of achieving something perceived as the greater good
eg. firing people, discipline, terminating contracts, negative performance reviews
103
ethics - moral disengagement
psychological and social mechanisms that disengage self-sanctions from unethical conduct
so higher = more likely to engage in unethical behaviours and not feel guilt or shame or stress
104
ethics - 8 types of moral disengagement
1. moral justification - acceptable if it serves a socially worthy purpose
2. euphemistic labeling
3. advantageous comparison - contrast harmful conduct with atrocities
4. displacement of responsibility
5. diffusion of responsibility - minimising their own role in the harm
6. misrepresenting the harm
7. ascription o blame - victim blaming
8. dehumanistation
105
negotiation - BATNA
best altnerative to a negotiated agreement
106
negotiation - target point
what specific results do you want from the negotiation
107
negotiation - resistance point
point where you would rather walk away than accept the conditions
aka reservation price
108
negotiation - bargaining zone
differnce b/w the two party's resistance points - between this they will agree
109
negotiation - negotiation techniques
- aggressive first offer
- ask/give concessions
- share information
110
negotiation - negotiation traps
- fixed-pie
- reactive devluation - devaluing an offer just b/c it is proposed by an antagonist
- agreement bias - settling for terms worse than your BATNA
- winner's curse
- hubris - walking away from table when offer is better than BATNA
- lose-lose negotiation
