Exam 3 Flashcards
(137 cards)
1
Q
Normative approach
A
Evaluate the alternatives choose the best one, there should be a clear right answer
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
3
Q
Programed decisons
A
Automatic, less thought out process, largely based on experience and intuition. Driving to school
4
Q
Non programed decisions
A
Result of new, complex situations, problem needs to be solved, should rely on rational decisions making model
5
Q
Selective perception
A
Our frame of reference biases how we see things. Small boy with hammer will find everything needs pounding
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
7
Q
Fundamental attribution error
A
Blame the person not the situation
8
Q
Self serving bias
A
Blame the situation not ourselfs
9
Q
Availability bias: retrievability
A
Retrieving pieces of info more quickly than other pieces as a result of sharing something in common
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
11
Q
Insensitivity to base rates
A
When presented with base rate info and specific info we tend to focus on the specific
12
Q
Insensitivity to sample size
A
Making decisions based on data from a sample that is too small to be valid
13
Q
Misunderstanding conjunctive events
A
We tend to overestimate the likelihood of sucess when looking at events that rely on each other
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
15
Q
Percentage vs absolute amounts
A
We tend to rely more on percentages than absolute amounts when determining the value of an action
16
Q
Escalation of commitment
A
Maintaining commitment to a failing course action despite clear evidence that a negative outcome is imminent
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
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
19
Q
Step one to rational decision making
A
Define a problem issue or choice
20
Q
Step two to rational decision making
A
Ifentify all the criteria for success
21
Q
Step three to rational decision making
A
Weigh all the criteria
22
Q
Step 4 to rational decision making
A
Generate all the potential alternatives
23
Q
Step 5 to rational decision making
A
Evaluate each alternative on each criteria
24
Q
Step 6 to rational decision making
A
Compute the value or expected calue of each alternative
25
Step 7 to rational decision making
Choose the alternative with the highest value
26
Group decision making
Helps eliminate persobal biases, requires gathering of info, needs to consider group vs individual outcomes
27
Intution
Emotiobal charged judgements thst arise through quick non conscious and holistic associations
28
When should you use intution?
During a crisis situation
29
Postive reinforcement
Positive outcome follows a desired behavior
30
Negative reinforcement
An unwanted outcome is removed following a desired outcome
31
Punishment
Unwanted outcome follows and unwanted behavior
32
Extinction
Removal of a conseqence following unwanted behavior
33
Schedules of reinforcement
Timing of when the contingencies are applied
34
Emotion and stress
Responses to stimuli that elicit psychological physiological and rediness reactions
35
Emotions
Discrete shorter intense clear reason
36
Mood
Diffuse longer less intense unclear reason
37
Emotional circumplex
Energy and pleasantness
38
Distributive justice
Fairness based on outcomes. Equity equality needs
39
Procedural justice
Fairness based on the process. Voice and correctibility consistency bias suppression representativness accuracy
40
Interpersonal justice
Fairness based on percieved treatment. Respect and propeiety
41
Informatiobal justice
Faireness based on comminication. Justification truthfulness and method
42
Treatment
Inconsistent treatment is more stressful than consistently unfair treatment
43
Stress
A response to demands that depletes a persons capacities or resources
44
Stressors
Environmental events that triggers stress reponses
45
Strains
Short term negative effects of stress or stressors
46
Differences in responding to stress
Stressor event(differential exposure) emotional response (differencial reactivity) response and strain (differential coping)
47
Hindrance stressors
Demands that are percieved as hindering progress towards accomplishment or goal attainment often met with negative emotions
48
Challenge stressors
Demands that are percieved as opportunities for learning growth and achievement which can lead to postive emotions
49
Physiological strain
Backache, physical exhaustion, sleep disturbance, appetite loss
50
Psychological strain
Fear emotional exhaustion anxiety
51
Behavioral strain
Withdrawl performance commitment
52
Problem focused with behavioral approach
Work harder seek assistance acquite additional resources
53
Emotion focused and behavioral approach
Engage in alternative activitu seek support vent anger
54
Problem focused with cognitive approach
Strategize self motiveate change priorities
55
Emotion focused and cognitive approach
Avoid distance and ignore search for positives reappraising
56
Anger and communication
To induce others to adjust bad behaviors a means of punishment
57
Gratitude and comminication
To induce others to continue good behaviors as a means of rewards
58
Embarressment and comminication
To elicit forgiveness induce liking
59
Pain and comminication
To elicit sympathy
60
Guilt and comminication
To attone to repaire a relationship
61
Shame and comminication
To signal regret without the need for formal punishment
62
Contmept and comminication
To signal someones lower status
63
Social support
Help recieved from others when confronted with stressful demands. Instrumental and emotional support
64
Emotional labor
Regulation of emotions to conform to workplace expectations. Surface acting and deep acting
65
Surface acting
Ineffective emotional displays toward customers. Customer dissatisfaction or no effect
66
Deep acting
Effective emotiobal displays towards customers. Proactive customer help. Service performance
67
Emotional intelligence
The capacity to be aware of control and express ones emotions and to handle interpersonal relationships judiciously and empathetically
68
Role conflict
Conflicting expectations that other people may have of us
69
Role ambiguity
Lack of info about what needs to be done in a role as well as unpredictiblity regarding the consequences of performing that role
70
Role overload
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
Daily hassels
The relativeley minor day to day demands that get in the way of accomplishing the things that we really want to accomplish
72
Time pressure
A strong sense that the amount of time you have to do a taks is just not enough
73
Work complexity
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
Work responsibility
The nature of the obligations that person has toward others
75
Burnout
The emotional mental and physical exhaustion that results from having to cope with stressful demands on an ongoing basis
76
Negotiation
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
Preparation
What are we hoping to achieve? Settle for?
78
Exchaning information
Why are we asking for what we are?
79
Bargaining
The negotiation
80
Closing and commitment
Are we clear on what we agree to? Formalize the agreement
81
BATNA
Best alternative to negiated agreement. Equals our reservation point. Dont accept below
82
Distributive bargaining
Win lose situation(zero sum) fixed number of resources similar to conflict resolution. Buying a car
83
Integrative bargaining
Win win situation, mutually beneficial similar to problem solving. Going on vacation
84
Strategies for distributive bargaining
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
Strategies for integrative bargaining
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
Leaving money on the table
Failing to reach an agreement that maxs the shared potential value
87
Winners curse
Offer is accepted without more negotiation
88
Walking away
Leaving if providing more than BATNA
89
Agreement bias
Agreeing to lower than BATNA
90
Counterfactual thinking
Using what may have been as reference point when evaluating the outcome
91
Organizational power
Legitimate reward coercive
92
Personal power
Expert referent
93
Substitutability
Control over unique resources
94
Centrality
Important well connected interdependent role
95
Discretion
Ability to make decisons free of restraint
96
Visibility
The individual and their control of resources is well known
97
Uncooperative and assertive
Competing
98
Cooperative and assertive
Collaborating
99
Uncooperative and unassertive
Avoiding
100
Cooperative and unassertive
Accommodating
101
Middle of everything
Compromise
102
Most effective influence tactics
Rational persuasion, consultation, inspirational appeals, collaboration
103
Moderately effective influence tactics
Ingratiation, personal appeals, exchange, apprising
104
Least effective influence tactics
Pressure and coalitions
105
Competing
Occurs when one party atremlts to get their own goals met without concern for the other partys results
106
Avoding
Occurs when party wants to remain neutral stay away from conflict, or postpone the conflict to gather info or let things cool down
107
Accommodating
Occurs when one party gives in to the other and acts in a completely unselfish way
108
Collaboration
Occurs when both parties work together to max outcomes
109
Compromise
Occurs when conflict is resolved through give and take concessions
110
Leadership
The interpersonal use of power and influence to motivate others to achieve goals that represent the values of the leader
111
Trait approach
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
Situational leadership
Acknowleges effective leadership based on traits or behaviors is contingent upon situational factors
113
Substitutes for leadership theory
Situational variables can substitute for neutralize or enhance the effects of a leaders behavior. Routines group cohesiveness
114
Leader member exchange theory
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
Transactional leadership
Contingent reward, management by exception active, management bu exeption passive, laissez faire
116
Contingent reward
More active exchange of rewards for adequate performance, establishes goals and expectations
117
Management by exception active
Leads by taking corrective action before mistakes happen
118
Management by exception passive
Leads by taking correcive action after mistakes have happened
119
Laissez faire
Hands off, avoidance of responsibility, power and influence underutilized
120
Transformational leadership
Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
121
Idealized influence
Serving as charismatic role model to followers
122
Inspirational motivation
Articulation of inspiting vision to followers
123
Intellectual stimulation
Stimulating creativity by questioning and challenging
124
Indicidualized consideration
Attending to individual needs of followers
125
Outcome of leadership
Followe satisfaction with the leader, follower disatisfaction with the leader, follower job satisfaction
126
Autocratic style
The leader makes the decision alone without asking for the opinions or suggestions of the employee in the work unit
127
Consultative
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
Facilitative
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
Delegative
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
Intiation
Orginating facilitating and sometimes resisting new ideas and practices
131
Organization
Defining and structuring work clarifying leader vs member roles coordinating employee tasks
132
Production
Setting goals and prociding incentives for the effort and productivity of employees
133
Membership
Mixing with employees stressing informal interactions and exchaning personal services
134
Integration
Encouraging a pleasant atmosphere reducing conflict promoting individual adjustment to the group
135
Commincation
Providing info to employees seeking info from them showing an awareness of matters that affect them
136
Recognition
Expressing approval or disapproval of the behaviors of employees
137
Representation
Acting on behalf of the group defending the group defending the group and advancing the interest of the group
