Test 2 Flashcards

Question

Job Characteristics Model

Answer 1

When do you care about this model? This one isn’t just about poor performance. You may want to use it if someone is performing well Matters when you have high turnover in a particular role because its either too stressful too boring This model can help you redesign the job so that it’s more motivation in the future What do you need to know? Left Hand column [meaningfulness] Skill variety = [meaningfulness] task identity = do I do something from start to finish? Am I involved in the whole process and not just a part? [meaningfulness] task significance = do we think this task is meaningful [responsibility] autonomy [knowledge of results] feedback = do i get feedback on how well I’m performing from either my boss or technology feedback

Answer 2

1. Escalation of commitment = keep throwing more in because you can’t get over the cost you’ve already put it 2. Overconfidence bias = example = falling asleep at the wheel 3. Hindsight Bias = Reconstructing past predictions? - used a lot when looking at others’ mistakes (Apple firing and rehiring Steve jobs) 4. Framing Bias = Glass half-full or half-empty = customers will let go of a discount instead of taking a surcharge (85% lean beaf vs. 15% fat) 5. Failure to Audit Decisions =What worked? What didn’t? Do differently next time?

Answer 3

First, it's good to remember that "there are no steps leading to customer satisfaction." Required steps only prevent dissatisfaction. They cannot drive customer satisfaction. Here are the 4 expectations from customers: 1. Accuracy = (e.g., Learning Suite = you assume that is accurate. If not, it frustrates us) 2. Availability = (e.g., customers expect their preferred hotel chain to offer locations in a variety of different cities) 3. Advocacy (Partnership) = want someone who doesn’t view us as a transaction, someone who listens, someone who is responsive, etc. 4. Advice = customers feel a close bond to organizations that have helped them learn (e.g., colleges have strong alumni associations, or home depot having on-site experts)

Answer 4

1. •Rational persuasion = data and logic 2. •Credibility = this strengthens the other 2; it strengthens the influence capacity that you have 1. _Credibility comes from:_ 1. Trustworthiness 2. Performance 3. •Inspirational appeals = can help when it’s tough change or when data isn’t available

Answer 5

1. **Cast people in the right roles -** denis rodman 2. **Manage by Exception -** break golden rule/ask 3. **Spend the most time with your best people -** catalyst 4. **Manage around weaknesses -** a non-talent becomes a weakness when you're in a role that needs that talent

Answer 6

**Methods:** Think of the Ikea example. If they go back to the usual way of rewarding sales, will they work as hard as they worked on that day when they gave all the revenue to the employees? Negative reinforcement = •Pop quizzes? When we read and he sees us comment, then he would take away the quizzes

Answer 7

**Fundamental Attr. Error** OTHER PEOPLE: when we try to understand someone else, we overestimate the internal factors rather than the external factors. We think it’s their characteristics (e.g., not motivated, etc.) and not other external factors **Self-Serving Bias** attribute good things that happen to what you DID (internal characteristics) , and bad things to something else (external factors)

Answer 8

Personalitiy Traits- OCEAN: ## Footnote everyone has some degree of one of these traits **Openness** = curious, intellectual, creative Types of jobs: creative components artistic jobs like to learn new skills - would do well in training settings learning give them an advantage when they enter into new organizations **Conscientiousness** = biggest indicator of success of these five this person is organized, punctual, achievement-oriented, dependable highly desirable in to businesses and recruiters Types of jobs: entrepreneurs **Extraversion - typcially happier at work** Types of jobs: sales effective managers effective in job interviews Do well at adjusting to new jobs **Agreeableness** - higher right people into a premium hotel **Neuroticism** - tempermental (the only negative one) people typically don’t form relationships with nor trust someone like this

Answer 9

know the top row of the chart = these are the major predictors * Job performance = General mental ability = kind of like IQ * Turnover = poor job performance

Answer 10

**Projection** – we project our way of looking at the world to make judgments about the behaviors of others We project what matters to us onto others to help us understand why they do what they do * **Halo Effect** – we focus on an observable characteristic of someone else to make inferences about other characteristics we cannot (or have yet to) observe * You focus on one characteristics that you CAN observe, and because of that you make assumptions about others things that you CAN’T observe * **Contrast Effect** – we perceive an event or individual based on comparisons to similar events/individual before or after the current interaction * We compare with others – we want to do better than others * **Stereotyping** – see the text (group characteristics ascribed to an individual)

Answer 11

**5 C’s of leadership:** Competency Courage & Confidence Communication Skills Consistency Compass - integrity **3 Pillars of Performance with Purp**ose Human Sustainability Environmental Sustainability Talent Sustainability

Answer 12

1. Behavioral 2. Situational Leadership 3. Transformational 4. Leader-member exchange (LMX)

Answer 13

**1.Vision** = Passion with a plan (not like most politicians—they don’t usually have a plan) **2.Integrity** = Do what you say you will do—make fewer commitments, but live up to the ones that you do make, especially as parents **3.Service** = Develop and encourage others

Answer 14

if you set good goals, people will be more focused and be more persistent toward the goal outcome SMART Goals Specific, Measurable, Aggresive, Realistic, Time-Based * You want goals that are ***_accepted_*** by employees (set them with employees) * you use SMART framework to get past general goals (go from general to SMART) * you want ***feedback***

Answer 15

**Schedule:** Behaviors: * Continuous * IKEA couldn’t do this with their example, b/c they’d lose out (rats that go through the maze, and they get cheese at the end, everytime) * Problems: costs, and entitlement that no longer motivates (you assume that you’ll get it) * Fixed ratio: * You know when the reinforcement will come. Frequent purchase card (every 10th sub you’ll get a free sub) * Variable Ratio – better from a motivational standpoint = don’t know when the reinforcement will come (vegas slot machine) Time (days): Problem with interval, it doesn’t really motivate you. Fixed interval This is your paycheck – this just encourages you to do just enough to keep your job (exception could be commission based) Variable Interval Ikea doing it a day of the month, w/o telling them Someone from headquarters showing up for the day as positive reinforcement

Answer 16

* Leader can have an in group and an out group * Upper left corner of picture = these are characteristics that will be more likely to get you into the in group * your performance always gives you a better chance to be in the “in-group” * You want to be in the “in group” -- assume this when you go into an organization * When it’s high-stakes, the leader will turn to the in group

Answer 17

of employees replacement Cost average salary