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MGMT 363 > Exam 2 > Flashcards

Exam 2 Flashcards

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1
Q

Motivation is a derivation from the latin word ___

A

Movere

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2
Q

Difference between being “Outwardly Engaged” and “Inwardly Engaged” in your work

A

Outwardly Engaged

  • take initiative
  • work hard to complete assignments

Inwardly Engaged
-focus a lot on the work itself

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3
Q

Definition of the Expectancy Theory

A

Belief that high effort will result in a successful outcome

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4
Q

Explain the “Self-Efficacy” aspect of Expectancy Theory. What are the 4 components of it?

A
  • strongest factor of Expectancy Theory
  • your belief that you are capable of accomplishing the task

Your belief that you are capable determined by 4 things:

  • emotional cues
  • vicarious experiences
  • verbal persuasion
  • past accomplishments
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5
Q

Instrumentality aspect of Expectancy Theory? What are 2 situations where Instrumentality can be low?

A

Belief that successful performance will result in Successful Outcomes

Instrumentality can be low if:

  • company has poor methods for measuring performance
  • company rewards things other performance such as seniority or by attendance
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6
Q

Valence aspect of Expectancy Theory?

A

How satisfied you are with the Outcomes your level of Performance got you
-higher valence if the outcome satisfied a “Need” (Maslow’s Hierarchy)

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7
Q

In regard to Extrinsic and Intrinsic Motivation, what are some Extrinsic Outcomes and Intrinsic Outcomes that motivate an employee?

A

Extrinsic

  • pay
  • bonuses
  • promotions
  • praise
  • job security

Intrinsic

  • enjoyment
  • knowledge gain
  • skill development
  • lack of boredom, anxiety, frustration
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8
Q

What are the 3 parts of Expectancy Theory?

A
  • Valence
  • Instrumentality
  • Self-efficacy
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9
Q

According to Goal Setting Theory, why is setting “Specific and Difficult” goals for their employees good?

A
  • shapes their own self-set goals

- triggers creation of Task Strategies

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10
Q

What are the 3 Moderators that determine if a goal is good?

A
  • Feedback
  • Goal Commitment
  • Task Complexity
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11
Q

What are S.M.A.R.T. goals?

A

Way to structure effective goals

  • Specific
  • Measurable
  • Achievable
  • Results-Based
  • Time-Sensitive
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12
Q

What is the Equity Theory (Goals)

A
  • says motivation doesn’t just depend on your own beliefs
  • depends on what happens to others
  • mental ledger

-employees compare their ratio (input/outcome) to other employee’s ratio

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13
Q

According to the Equity Theory, any perceived imbalance in the input/output ratio creates a ___

A

Equity Distress

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14
Q

Cognitive Distortion - Equity Theory

A

When employees “rationalize” in their head why they got paid more for doing less work

*their input/outcome ratio was higher

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15
Q

Psychological Empowerment

A

belief that your work tasks contribute to some larger purpose

  • Meaningfulness
  • Self-Determination
  • Competence
  • Impact (making a difference within your company)
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16
Q

What are the 1st and 2nd best Motivating forces as they relate to job performance

A 
Self-Efficacy (first)
Difficult Goals (second)
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17
Q

Perceived quality of goods and services of a brand in the eyes of the public

A

Reputation

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18
Q

What are the 3 things that make up a Brand’s Reputation?

A

Trust
-willingness to be vulnerable to the trustee
Justice
-perceived fairness of authority’s decision making
Ethics
-degree of which authority figures behaviors are in accordance with social norms

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19
Q

What is Trust Propensity and which country is the lowest?

A

Brazil

Is the tendency to trust others

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20
Q

Disposition-based Trust
Cognition-based Trust
Affect-based Trust

A

Disposition-based Trust
-trust depends on the trustor
-trust propensity
Ex: Not trusting the Professor first day of class

Cognition-based Trust
-based on the trustee
Ex: Professor shows integrity through their actions so you trust them

Affect-based Trust

  • emotional
  • you trust your girlfriend
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21
Q

Where does trust propensity come from

A
  • childhood
  • culture
  • experiences
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22
Q

For Cognition-based Trust, what do we assess? What are 3 things used to assess it?

A

We assess their Trustworthiness (characteristics/attributes of trustee that inspire trust)

3 parts of Trustworthiness:

Ability
-skills/competencies/expertise that enable an authority figure to be successful

Benevolence
-genuine belief that the authority figure wants to “do good” for you

Integrity

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23
Q

Distributive Justice vs Procedural Justice?

A

Distributive Justice
-all students got same grade on group project

Procedural Justice

  • perceived fairness in decision making progress
  • boss graded his employees all the SAME WAY to decide whether or not they received a promotion
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24
Q

What are the 3 rules of Procedural Justice?

Study These Flashcards
A

Voice
-employees can voice opinions/views throughout decision making process

Correctability
-option to appeal

Consistency, Bias Suppression, Representativeness, Accuracy

25
What is a stronger driver of reactions? Distributive Justice or Procedural Justice?
Procedural Justice *Procedural Justice becomes more important when Outcomes are bad
26
Interpersonal Justice? What are the 2 parts of it?
Perceived fairness of how employers treat them Respect Rule -employers treat employees in sincere manner Propriety Rule -employers should refrain from making improper or offensive remarks
27
If Interpersonal Justice is not well within an organization, ___ may be present
Abusive Supervision | -sustained hostile, offensive, verbal behavior by authority figure
28
Informational Justice? What are the 2 parts of it?
Perceived fairness of the communications provided to the employees by the employers Justification Rule -explain decision-making procedures/outcomes in reasonable and understandable manner Truthfulness Rule -communications must be honest and candid
29
When an employer recognizes that moral issues exist in a situation
Moral Awareness
30
Explain the Moral Intensity and Moral Attentiveness components of Moral Awareness
Moral Intensity - degree of which a situation has ethical urgency - how important it is as it relates to ethics Moral Attentiveness -degree of which how often people are thinking about ethics during the situation
31
What is the "Four-Component Model"? What are the parts of it?
Explains why some people act unethically and some don't Moral Awareness -do you know that ethical dilemmas exist in the situation Moral Judgement - decide whether or not your decision is ethical or not * Cognitive Moral Development theory says as people age, their Moral Judgement matures Moral Intent -degree of which that you "want" to make the ethical choice
32
What does the Cognitive Moral Development Theory Say?
Says that people's Moral Judgement improves as they get older Pre-conventional Stage (early life) -decide if action is ethical based on outcomes ``` Conventional Stage (later life) -decide if action is ethical based on society and family's expectations ``` Post Conventional Stage (Philosophers) -decide if action is ethical based on their own established moral principles
33
What is Moral Intent and what is 1 part of it?
Moral Intent -degree of which that you want to make the ethical decision Moral-Identity -how much someone identifies with being a moral person Ethical Behavior
34
Trust has a ___ relationship with job performance and a ___ relationship with Organizational Commitment
Moderate relationship w/job performance Strong Relationship w/organization commitment
35
Explain the Obstructionist Stance, Defensive Stance, Accommodative Stance, and Proactive Stance with Corporate Social Responsibility ?
Obstructionist Stance -do as little as possible to save social/environment Defensive Stance -do only what is legally required and nothing more (don't care about ethical obligations) Accommodative Stance -meet legal/ethical obligations and go beyond that is some cases Proactive Stance -proactively seek opportunities to benefit society EX: Patagonia
36
Difference between Explicit Knowledge and Tacit Knowledge?
Explicit Knowledge -what you learn in a book Tacit Knowledge -learned through experience
37
Explain what Operant Conditioning is
we learn from our "voluntary behavior" and the consequences that follow it
38
What are two methods that are used to INCREASE desired behaviors?
Positive Reinforcement -introduce positive outcome following a desired behavior Negative Reinforcement -removed undesirable outcome following a desired behavior
39
What are two methods that are used to DECREASE undesired behaviors?
Punishment -introduce undesirable outcome following a undesirable behavior Extinctions -remove desirable outcome following an undesirable behavior EX: not responding when somebody is saying something bad
40
What type of Reinforcement was used in the Big Bang Theory movie clip?
Positive Reinforcement | -fed chocolate to girl after she was quiet
41
Explain Continuous Reinforcement, Fixed Interval Schedule, Fixed Ratio Schedule, Variable Ratio Schedule
Continuous Reinforcement -reward comes after EVERY desired behavior EX: Professor's nurses telling her good job while she was pregnant Fixed Interval Schedule -length of time between rewards remains the same EX: receiving a paycheck every Friday Fixed Ratio Schedule -reward comes after certain number of desirable behaviors have been exhibited Variable Ratio Schedule -reward comes after certain number of desirable behaviors have been exhibited BUT the # of desirable behaviors changes -most addictive EX: Slot Machine Gambling
42
Difference between Social Learning Theory and Behavior Modeling Theory?
Social Learning Theory -people learn in organizations through watching others Behavioral Modeling Theory -people watch other's behavior, repeat the behavior and learn that way
43
Explain these types of Goal Orientation: Learning Orientation Performance-prove Orientation Performance-avoid Orientation
Learning Orientation - building competence is more important than proving it - view failure as a positive Performance-prove Orientation -focus on demonstrating competence so others will favor them Performance-avoid Orientation - focus on demonstrating competence so others will not think poorly of them - competence is the standard
44
When are intuition decisions most important?
During Crisis Situations
45
What are Programmed Decisions?
Automatic Decisions made when a person recognizes the situation and knows what needs to be down - without much thought at all - intuition
46
What are Non-Programmed Decisions?
Decisions that have to be made in new/complex situations -make more of these as you move up Corporate Ladder
47
Rational Decisions-Making Model?
- step-by-step approach - analyze all alternatives before making decision - seek to MAXIMIZE outcome
48
Explain these 2 Decision making problems: Limited Information Faulty Perceptions
Limited Information - Bounded Rationality - decision maker doesn't have the ability/resources to process ALL available information to make the right decision - Satisficing - decision maker accepts first acceptable alternative considered FAULTY PERCEPTIONS Projection Bias -incorrectly assuming that others think/feel the same way you do Selective Perception -only seeing environment on how it affects you, only seeing what you want to see Stereotyping -make assumptions about someone because their membership in a group Social Identity Theory -identifying yourself as belonging to a group, and categorizing others into a group
49
True or False: Making decisions with Heuristics leads to more good situations than bad ones
TRUE
50
Explain the Availability Bias - Heuristic
Basing your judgments on information that is "easiest to recall"
51
Fundamental Attribution Error
-attribute other's poor actions due to some internal factor EX: Joe showed up to work late because he is lazy
52
Self-Serving Bias
- attributing your failures to external factors - attributing your successes to internal factors EX: I got the promotion because I am smart and capable. I was late to work because the traffic was bad.
53
Explain the Attribution Process: Consensus Distinctiveness Consistency
Attribution Process -this is used when we have some familiarity with the person committing the bad action Consensus ("Do others act the same in similar situations?") - low --> internal factors - high --> External factors Distinctiveness ("Does this person act different in other situations? Is this type of behavior out of character?") - low --> internal factors - high --> External factors Consistency ("Does the person ALWAYS act this way in this type of situation?") - low --> External factors - high --> Internal factors
54
Escalation Commitment
continuing to follow the same course of action after you have already failed with this method *When presented with a series of possible courses of actions, humans have a tendency to choose the one they have failed with before
55
Learning has a ___ relationship with Task Performance
Moderate
56
Learning has a ___ relationship with Organizational Commitment
Weak
57
Having a higher level of job knowledge has what effect on your emotional attachment to the firm?
Slightly increases your emotional attachment to the firm
58
Which are Challenge Stressors, and which are Hindrance Stressors? ``` Role Conflict Role Ambiguity Time Pressure Role Overload Work Complexity Daily Hassles Work Responsibility ```
``` Hindrance Stressors Role Conflict Role Ambiguity Role Overload Daily Hassles ``` Challenge Stessors Time Pressure Work Complexity Work Responsibility
59
General Adaptation Syndrome (GAS)
Alarm Reaction Resistance Exhaustion

MGMT 363 (4 decks)

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