Comm 151 Midterm Review

Front 1

Expectancy Theory

Back 1

Effort -> Performance

Instrumentality

Performance -> Reward

Reward Cost Balance

Front 2

Reinforcement Theory

Back 2

Positive Reinforcement

Negative Reinforcement

Punishment

Extinction

Front 3

Technical-Rational Perspective

Back 3

Analyzes a case situation to better understand what went wrong and how to do it right according to the principles developed by the study of human behaviour in organizations.

Front 4

Cultural/Interpretive Perspective

Back 4

As companies are run by human-beings, this perspective focuses on the understanding of the meaning of human events in organizations.

Front 5

Boundary Condition

Back 5

A set of assumptions that must be true in order for a theory to work.

Front 6

Construct

Back 6

Abstract categories used to describe parts of organizational behaviour.

Front 7

Theory

Back 7

Statement about how a set of constructs are related to each other.

Front 8

Cialidini's Principles of Persuasion

Back 8

Reciprocity

Commitment and Consistency

Social Proof

Authority

Liking

Scarcity

Front 9

Perception

Back 9

Process through which we interpret information given to us by our sight, hearing, and other senses.

Front 10

Attribution

Back 10

Perceptions about the causes or motivations of people's actions.

Front 11

Attribution Theory

Back 11

Consistency

Consensus

Distinctiveness

Front 12

Dispositional vs Situational Attribution

Back 12

Dispositional: Blame the Person

Situational: Blame the Environment

Front 13

Self-Serving Bias

Back 13

People tend to interpret events in a way that preserves their self-esteem.

Front 14

Fundamental Attribution Error

Back 14

People tend to use dispositional attributions to explain other people's behaviour, but situational attributions for their own.

Front 15

Confirmation Bias

Back 15

People tend to pay more attention to information that confirms their existing beliefs.

Front 16

Halo Effect

Back 16

Type of confirmation bias. When we like an aspect of a certain thing, we overestimate how good its other aspects are.

Front 17

Mere Exposure Effect

Back 17

We tend to like things that we're more familiar with.

Front 18

Primacy Effect

Back 18

People tend to remember information at the beginning of a series more than those later on.

Front 19

Recency Effect

Back 19

More recent information tends to be overvalued.

Front 20

Contrast Effect

Back 20

Your perception of a person or thing is influenced by what came immediately before it.

Front 21

Impression Management

Back 21

The behaviours people direct towards other to create and maintain desired perceptions of themselves. Includes speech, dress, manner and symbols.

Front 22

Dramaturgy of Rationality

Back 22

A form of impression management that sustains perceptions that the organization works in a logical and fair manner.

Front 23

Individual Differences

Back 23

Refer to the many ways in which people can differ from each other, including intelligence, age, gender, race, personality, height, and appearance.

Front 24

Big Five Personality Traits

Back 24

Openness

Conscientiousness

Extraversion

Agreeableness

Neuroticism

Front 25

ASA (Attraction, Selection, Attrition)

Back 25

1. Attraction: Individual differences determine which organizations you're attracted to.

2. Selection: Individual differences determine which organizations will accept you.

3. Attrition: Individual differences determine whether you will stay in the organization.

Front 26

Personality

Back 26

Relatively stable set of psychological characteristics that influences the way an individual acts with his or her environment and how he or she feels, thinks and behaves.

Front 27

Locus of Control

Back 27

Perception about the location of factors that cause your behaviour and outcomes.

Internal vs External

Front 28

Person-Organization Fit

Back 28

The match between an employee's personal values and the values of an organization.

Front 29

Rituals

Back 29

Tool for IM: You engage in some activity to create or demonstrate a perception you want others to have.

Front 30

Learning

Back 30

Occurs when practice or experience leads to a relatively permanent change in behavioural potential.

Front 31

Explicit Knowledge

Back 31

Refers to knowledge you can describe, explain to another person, or write down.

Front 32

Tacit Knowledge

Back 32

Refers to knowledge embedded in your action and thinking, often subconsciously, and cannot be easily verbalized or transferred to others.

Front 33

Meaningfulness

Back 33

Degree of connection between your memories.

Front 34

Rote Learning

Back 34

Involves repeating something in your short-term memory until you force it into your long-term memory.

Front 35

Method of Loci

Back 35

Combines imagery with specific locations in a familiar environment.

Front 36

Organizational Learning

Back 36

The process through which a organization acquires, develops, and transfers knowledge through the organization.

Front 37

3 Processes of Organizational Learning

Back 37

1. Organizations can learn from their mistakes.

2. Organizations can learn from others' mistakes.

3. Organizations can fail to learn because it's not politically expedient.

Front 38

Social Cognitive Theory (SCT)

Back 38

Observational Learning: Rewards/punishments can be experienced indirectly.

Self-Efficacy: Beliefs about your effort -> performance.

Self-Regulation: Actions taken to control learning.

Front 39

Intuition

Back 39

Our perceptions and judgements are usually automatic or unconscious.

Front 40

Strategic Reasoning

Back 40

Conscious attempts to use reason and logic to come to a judgement. Strategic reasoning is often called to support/justify decisions made by our intuition.

Front 41

Payoff

Back 41

A one shot outcome that is the result of pairing a decision alternative with an event/outcome.

Front 42

Expected Value

Back 42

A long-run concept, the product of multiplying the probability of an uncontrollable event times the value of the potential outcome.

Front 43

Minimax

Back 43

Strategy of choosing the alternative that minimizes maximum possible loss; choice of the alternative that does not contain the possibility of the worse-case scenario.

Front 44

Maximax

Back 44

Strategy of choosing the alternative that maximizes maximum possible gain; choice of the alternative that contains the possibility of best-case scenario.

Front 45

Prospect Theory

Back 45

Theory that describes how people actually make decisions under conditions of risk, rather than models of rational decision-making. People deviate from rational calculations.

Ex. Humans with loss aversion shows why there are so many minimaxers.

Front 46

Resource Dependence Theory

Back 46

All of us are dependent on others who control outcomes important to our lives. Predicts conditions under which one person, organization, or other group will have

Front 47

Formal Power

Back 47

Formal power is attached to he position and is sanctioned from those above in the hierarchy.

Front 48

Informal Power

Back 48

Derives from your relationship to a network of people - it could be rooted in a number of sources such as reciprocity, dependence or liking.

Front 49

Upward Mobility

Back 49

Brings benefits but also increases your dependence those above you in the hierarchy, allowing the to exercise more power over you because you dependent on them for a promotion.