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BUSMHR 3200 > Social perception and managing diversity lectures > Flashcards

Social perception and managing diversity lectures Flashcards

1
Q

is a process whereby we process social information–information related to interactions with others, motives for behaviors, etc.

A

Social perception

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2
Q

if ac child is pushed by another child in the line, he/she may be more likely to assume the other child did it intentionally to hurt them, rather than assume that it was an accident

A

Social Information Processing Model

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3
Q

4 steps in the Social information processing model

A
  1. Selective attention/awareness
  2. Encoding and simplification
  3. Storage and Retention
  4. Retrieval and Response
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4
Q

environmental stimuli/information
- salient/meaningful information

A

Selective attention/awareness

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5
Q

interpretation/categorization
- schemas
- scripts
- categories
- stereotypes

A

Encoding and simplification

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6
Q

memory (different types)
- semantic
- episodic (event)
- people

A

Storage and retention

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7
Q

judgements and decisions
- attributions
- ratings/judgements
- decisions
-bias/errors

A

Retrieval and response

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8
Q
  • fundamental attribution bias (aka FA error)
  • self serving bias
  • halo effect
  • “pitchfork” error (aka (“horns” error)
  • leniency error
  • severity error
  • central tendency error
  • recency effect
  • primary effect
  • stereotyping
  • projection
  • contrast effect
  • “similar to me” effect
A

Different types of implicit biases and errors

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9
Q

we tend to make internal attributions for the behavior of other people instead of external
- (buddy was late for lunch you think he forgot or doesn’t care opposed to he got caught in traffic)

A

Fundamental attribution

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10
Q

people take credit for the success but don’t take accountability for their failures

A

Self-Serving Bias

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11
Q

Error that happens when one positive aspect of a person cause you to see that person in positive ways in other aspects you have no information about

A

Halo error

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12
Q

you find out something negative about a person and you make negative attributions about them in other ares in which you have no information

A

“Pitchfork” error
(aka “Horns” error

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12
Q

tendency to rate people in a lenient way
- (someone who tips 30% no matter how good or bad service at a restaurant is)

A

Leniency error

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13
Q

tendency to rate people always in a harsh way
- (someone who tips 5% no matter how good or bad the service at a restaurant is)

A

Severity error

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14
Q

tendency to rate people always in the down the middle
- (someone who tips 15% no matter how good or bad the service at a restaurant is)

A

Central tendency error

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15
Q

you tend to remember things that happened most recently

A

Recency effect

16
Q

you have better memory of things that happened earlier or first

A

Primary Effect

17
Q

beliefs, judgements, or assumptions about people that are based on past information you have been exposed to

A

Stereotyping

18
Q

based on one characteristics that is similar to you in someone, you project other characteristics of yourself on that person

A

Projection

19
Q

when two things are highly in contrast with each other that can cause you to make inaccurate judgements about them
- (you see your gonna be interviewing with a very smart student, and you want to interview as far away from hers as possible bc you don’t think your as good)

A

Contrast effect

20
Q

we tend to be most comfortable, the more similar someone is to us

A

“Similar to Me” effect

21
Q

were trying to understand how people make attributions about behavior, was it because of something that happened to someone internally or externally to a person

A

Attribution theory (Fritz Heider, Harold Kelly

22
Q

3 dimensions in Harold Kelly’s attribution theory

A
  1. Consensus
  2. Distinctiveness
  3. Consistency
23
Q

compares an individuals behavior with his/her peers
- (roommate gets 94 on a test with an average of 94, you think externally [easy test]. roommate gets 94 on test with average of 68 you think internally [really smart guy]

A

Consensus

24
Q

compares an individuals behavior on one task with his/her behavior on other tasks at that time
- (friend got 94 on test while failing all other class this semester, you think externally [must be easy test]. friend got 94 on test while Acing all other classes you think internally [they study hard]

A

Distinctiveness

25
Q

compares an individuals behavior on a task with his/her performance on other tasks over time
- (friend got 94 on test, but their first 2 years they almost got kicked out from grades, you think external [easy test]. friend got 94 on test while their first two years they were on the deans list, you think internal [study really hard]

A

Consistency

26
Q

Consensus
is ones behavior in this situation to that of his/her peers?
High: =
Low: =

A

High: yes his/her behavior is similar to that of his/her peers
Low: no, his/her behavior is different from that of peers

27
Q

Distinctiveness
is ones behavior in this situation different from his/her behavior in different situations ?
High: =
Low: =

A

High: yes, his/her behavior here is different in other situations
Low: no, his/her behavior here is not different in other situations

28
Q

Consistency
is ones behavior in this same situation similar to over time ?
High: =
Low: =

A

High: yes, his/her behavior in this situation is consistent over time
Low: no, his/her behavior in this situation is not consistent over time

29
Q

the multitude of individual differences and similarities that exist among people

A

Diversity

30
Q

the extent to which the vast diversity of organizational members are brought together in a meaningful way to increase success

A

Inclusion

31
Q

4 layers of diversity

A
  1. Organizational dimensions (most outer, can change the easiest)
  2. External dimensions
  3. Internal dimesions
  4. Personality (most inner)
32
Q

its a key source of identity

A

Personality

33
Q

are quickly obvious to outsiders and relatively unchangeable
- gender
- age
- race

A

Internal dimensions

34
Q

take time to emerge through attitudes, values
- educational background
- income
- marital status

A

External dimensions

35
Q
  • management status
  • seniority
  • work location
A

Organizational Dimensions

36
Q

All Core
No Diverse

A

Military

37
Q

All Diverse
No Core

A

Skateboard company that you do whatever just get your work done

38
Q

getting people who have been out of the workforce from awhile back up to speed

A

On-ramping

BUSMHR 3200 (32 decks)

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