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MGT 315 > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

Normative approach

A

Evaluate the alternatives choose the best one, there should be a clear right answer

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2
Q

Bounded rationality

A

The notion that decision makers do not have the ability or resources to process all available info and alternatives to make an optimal decision

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3
Q

Programed decisons

A

Automatic, less thought out process, largely based on experience and intuition. Driving to school

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4
Q

Non programed decisions

A

Result of new, complex situations, problem needs to be solved, should rely on rational decisions making model

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5
Q

Selective perception

A

Our frame of reference biases how we see things. Small boy with hammer will find everything needs pounding

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6
Q

Projection biases

A

Assuming everyone else thinks feels and believes the same things we do and assuming our way of thinking wont change over time

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7
Q

Fundamental attribution error

A

Blame the person not the situation

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8
Q

Self serving bias

A

Blame the situation not ourselfs

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9
Q

Availability bias: retrievability

A

Retrieving pieces of info more quickly than other pieces as a result of sharing something in common

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10
Q

Misconceptions of chance

A

Treating independent events as a series of events and expecting a balanced pattern. If 1&2 had a then 3 wont also

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11
Q

Insensitivity to base rates

A

When presented with base rate info and specific info we tend to focus on the specific

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12
Q

Insensitivity to sample size

A

Making decisions based on data from a sample that is too small to be valid

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13
Q

Misunderstanding conjunctive events

A

We tend to overestimate the likelihood of sucess when looking at events that rely on each other

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14
Q

Framing effects: gains vs losses

A

People are more accepting of risk and taking action when the outcome is framed negativly; we aviod risk when the outcome is framed positively

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15
Q

Percentage vs absolute amounts

A

We tend to rely more on percentages than absolute amounts when determining the value of an action

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16
Q

Escalation of commitment

A

Maintaining commitment to a failing course action despite clear evidence that a negative outcome is imminent

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17
Q

Why does escalation of commitment happen?

A

Framing, people justify past decisions, competitive irrationality, emotional contagion, we have a difficult time ignoring sunk cost

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18
Q

Emotions and rationality

A

We compare out outcomes to the outcomes of others and expect equity. Perceptions of injustice=anger=emotion=overrides cognition. We reject the offer to punish the proposer and maintain perceive justice norms even at own expense

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19
Q

Step one to rational decision making

A

Define a problem issue or choice

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20
Q

Step two to rational decision making

A

Ifentify all the criteria for success

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21
Q

Step three to rational decision making

A

Weigh all the criteria

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22
Q

Step 4 to rational decision making

A

Generate all the potential alternatives

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23
Q

Step 5 to rational decision making

A

Evaluate each alternative on each criteria

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24
Q

Step 6 to rational decision making

A

Compute the value or expected calue of each alternative

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25
Q

Step 7 to rational decision making

A

Choose the alternative with the highest value

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26
Q

Group decision making

A

Helps eliminate persobal biases, requires gathering of info, needs to consider group vs individual outcomes

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27
Q

Intution

A

Emotiobal charged judgements thst arise through quick non conscious and holistic associations

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28
Q

When should you use intution?

A

During a crisis situation

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29
Q

Postive reinforcement

A

Positive outcome follows a desired behavior

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30
Q

Negative reinforcement

A

An unwanted outcome is removed following a desired outcome

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31
Q

Punishment

A

Unwanted outcome follows and unwanted behavior

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32
Q

Extinction

A

Removal of a conseqence following unwanted behavior

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33
Q

Schedules of reinforcement

A

Timing of when the contingencies are applied

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34
Q

Emotion and stress

A

Responses to stimuli that elicit psychological physiological and rediness reactions

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35
Q

Emotions

A

Discrete shorter intense clear reason

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36
Q

Mood

A

Diffuse longer less intense unclear reason

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37
Q

Emotional circumplex

A

Energy and pleasantness

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38
Q

Distributive justice

A

Fairness based on outcomes. Equity equality needs

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39
Q

Procedural justice

A

Fairness based on the process. Voice and correctibility consistency bias suppression representativness accuracy

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40
Q

Interpersonal justice

A

Fairness based on percieved treatment. Respect and propeiety

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41
Q

Informatiobal justice

A

Faireness based on comminication. Justification truthfulness and method

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42
Q

Treatment

A

Inconsistent treatment is more stressful than consistently unfair treatment

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43
Q

Stress

A

A response to demands that depletes a persons capacities or resources

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44
Q

Stressors

A

Environmental events that triggers stress reponses

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45
Q

Strains

A

Short term negative effects of stress or stressors

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46
Q

Differences in responding to stress

A

Stressor event(differential exposure) emotional response (differencial reactivity) response and strain (differential coping)

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47
Q

Hindrance stressors

A

Demands that are percieved as hindering progress towards accomplishment or goal attainment often met with negative emotions

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48
Q

Challenge stressors

A

Demands that are percieved as opportunities for learning growth and achievement which can lead to postive emotions

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49
Q

Physiological strain

A

Backache, physical exhaustion, sleep disturbance, appetite loss

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50
Q

Psychological strain

A

Fear emotional exhaustion anxiety

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51
Q

Behavioral strain

A

Withdrawl performance commitment

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52
Q

Problem focused with behavioral approach

A

Work harder seek assistance acquite additional resources

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53
Q

Emotion focused and behavioral approach

A

Engage in alternative activitu seek support vent anger

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54
Q

Problem focused with cognitive approach

A

Strategize self motiveate change priorities

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55
Q

Emotion focused and cognitive approach

A

Avoid distance and ignore search for positives reappraising

56
Q

Anger and communication

A

To induce others to adjust bad behaviors a means of punishment

57
Q

Gratitude and comminication

A

To induce others to continue good behaviors as a means of rewards

58
Q

Embarressment and comminication

A

To elicit forgiveness induce liking

59
Q

Pain and comminication

A

To elicit sympathy

60
Q

Guilt and comminication

A

To attone to repaire a relationship

61
Q

Shame and comminication

A

To signal regret without the need for formal punishment

62
Q

Contmept and comminication

A

To signal someones lower status

63
Q

Social support

A

Help recieved from others when confronted with stressful demands. Instrumental and emotional support

64
Q

Emotional labor

A

Regulation of emotions to conform to workplace expectations. Surface acting and deep acting

65
Q

Surface acting

A

Ineffective emotional displays toward customers. Customer dissatisfaction or no effect

66
Q

Deep acting

A

Effective emotiobal displays towards customers. Proactive customer help. Service performance

67
Q

Emotional intelligence

A

The capacity to be aware of control and express ones emotions and to handle interpersonal relationships judiciously and empathetically

68
Q

Role conflict

A

Conflicting expectations that other people may have of us

69
Q

Role ambiguity

A

Lack of info about what needs to be done in a role as well as unpredictiblity regarding the consequences of performing that role

70
Q

Role overload

A

Occurs when the number of demanding roles a person holds is so high that the person simplu cannot perform some or all of the roles effectively

71
Q

Daily hassels

A

The relativeley minor day to day demands that get in the way of accomplishing the things that we really want to accomplish

72
Q

Time pressure

A

A strong sense that the amount of time you have to do a taks is just not enough

73
Q

Work complexity

A

The degree to which the requirements of the work in terms of knowledge skills and abilities tax or exceed the capabilitie of the person who is responsible for performing the work

74
Q

Work responsibility

A

The nature of the obligations that person has toward others

75
Q

Burnout

A

The emotional mental and physical exhaustion that results from having to cope with stressful demands on an ongoing basis

76
Q

Negotiation

A

A process in which two or more interdependent individuals discuss and attempt to come to an agreement about different preferences with the aim of resolving seemingly divergent interest

77
Q

Preparation

A

What are we hoping to achieve? Settle for?

78
Q

Exchaning information

A

Why are we asking for what we are?

79
Q

Bargaining

A

The negotiation

80
Q

Closing and commitment

A

Are we clear on what we agree to? Formalize the agreement

81
Q

BATNA

A

Best alternative to negiated agreement. Equals our reservation point. Dont accept below

82
Q

Distributive bargaining

A

Win lose situation(zero sum) fixed number of resources similar to conflict resolution. Buying a car

83
Q

Integrative bargaining

A

Win win situation, mutually beneficial similar to problem solving. Going on vacation

84
Q

Strategies for distributive bargaining

A

Make the first offer, aviod stating a range, make quick counteroffers, use objectice ratiobale to support your offers, appeal to norms of fairness, dont fall for the even slpit ploy, use diminishing concessions

85
Q

Strategies for integrative bargaining

A

Resist yielding and compromise, aviod the even split ploy, be willing to share info and ideas, unbundle the issues, frame negotiations as problem solving and strive for pareto otptimal soultions, consider how each side weights each issue

86
Q

Leaving money on the table

A

Failing to reach an agreement that maxs the shared potential value

87
Q

Winners curse

A

Offer is accepted without more negotiation

88
Q

Walking away

A

Leaving if providing more than BATNA

89
Q

Agreement bias

A

Agreeing to lower than BATNA

90
Q

Counterfactual thinking

A

Using what may have been as reference point when evaluating the outcome

91
Q

Organizational power

A

Legitimate reward coercive

92
Q

Personal power

A

Expert referent

93
Q

Substitutability

A

Control over unique resources

94
Q

Centrality

A

Important well connected interdependent role

95
Q

Discretion

A

Ability to make decisons free of restraint

96
Q

Visibility

A

The individual and their control of resources is well known

97
Q

Uncooperative and assertive

A

Competing

98
Q

Cooperative and assertive

A

Collaborating

99
Q

Uncooperative and unassertive

A

Avoiding

100
Q

Cooperative and unassertive

A

Accommodating

101
Q

Middle of everything

A

Compromise

102
Q

Most effective influence tactics

A

Rational persuasion, consultation, inspirational appeals, collaboration

103
Q

Moderately effective influence tactics

A

Ingratiation, personal appeals, exchange, apprising

104
Q

Least effective influence tactics

A

Pressure and coalitions

105
Q

Competing

A

Occurs when one party atremlts to get their own goals met without concern for the other partys results

106
Q

Avoding

A

Occurs when party wants to remain neutral stay away from conflict, or postpone the conflict to gather info or let things cool down

107
Q

Accommodating

A

Occurs when one party gives in to the other and acts in a completely unselfish way

108
Q

Collaboration

A

Occurs when both parties work together to max outcomes

109
Q

Compromise

A

Occurs when conflict is resolved through give and take concessions

110
Q

Leadership

A

The interpersonal use of power and influence to motivate others to achieve goals that represent the values of the leader

111
Q

Trait approach

A

Leaders posses stable characteristics that set them apart from non leaders. Leaders are born trainig will have no effect. Personality: Extraversion and openness to experience

112
Q

Situational leadership

A

Acknowleges effective leadership based on traits or behaviors is contingent upon situational factors

113
Q

Substitutes for leadership theory

A

Situational variables can substitute for neutralize or enhance the effects of a leaders behavior. Routines group cohesiveness

114
Q

Leader member exchange theory

A

Leaders develope special relationships with a small group of followers. Ingroup members are more satisfied perform better and turnover less than outgroup members. Agreement on the type of relationship is important

115
Q

Transactional leadership

A

Contingent reward, management by exception active, management bu exeption passive, laissez faire

116
Q

Contingent reward

A

More active exchange of rewards for adequate performance, establishes goals and expectations

117
Q

Management by exception active

A

Leads by taking corrective action before mistakes happen

118
Q

Management by exception passive

A

Leads by taking correcive action after mistakes have happened

119
Q

Laissez faire

A

Hands off, avoidance of responsibility, power and influence underutilized

120
Q

Transformational leadership

A

Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

121
Q

Idealized influence

A

Serving as charismatic role model to followers

122
Q

Inspirational motivation

A

Articulation of inspiting vision to followers

123
Q

Intellectual stimulation

A

Stimulating creativity by questioning and challenging

124
Q

Indicidualized consideration

A

Attending to individual needs of followers

125
Q

Outcome of leadership

A

Followe satisfaction with the leader, follower disatisfaction with the leader, follower job satisfaction

126
Q

Autocratic style

A

The leader makes the decision alone without asking for the opinions or suggestions of the employee in the work unit

127
Q

Consultative

A

The leader presents the problem to individual employees or a group of employees asking for their opinions and suggestions before ultimatelu making the decisions themself

128
Q

Facilitative

A

The leader presents the problem to a group of employees and seeks consenses on a solution making sure that there own opinion recieves no more weight that someone elses

129
Q

Delegative

A

The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

130
Q

Intiation

A

Orginating facilitating and sometimes resisting new ideas and practices

131
Q

Organization

A

Defining and structuring work clarifying leader vs member roles coordinating employee tasks

132
Q

Production

A

Setting goals and prociding incentives for the effort and productivity of employees

133
Q

Membership

A

Mixing with employees stressing informal interactions and exchaning personal services

134
Q

Integration

A

Encouraging a pleasant atmosphere reducing conflict promoting individual adjustment to the group

135
Q

Commincation

A

Providing info to employees seeking info from them showing an awareness of matters that affect them

136
Q

Recognition

A

Expressing approval or disapproval of the behaviors of employees

137
Q

Representation

A

Acting on behalf of the group defending the group defending the group and advancing the interest of the group

MGT 315 (3 decks)

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