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129 Cards in this Set
- Front
- Back
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Enviornmental stimuli that we are capable of receiving through one or more of the five sense mechanisms
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Sensations
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Part of the perceptual process in which we achknowledge the reception of sensations from the environment. The major characteristics involved in attending to physical stimuli include size, intensity, frequency, contrast, motion, change and novelty
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Attention
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The process of interpreting and organizing the sensations we attend to.
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Perception
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The process of extrapolating from a small amount of information to form a complete perception about an object or event. Often we are required to act on only limited pieces of information from which we infer what more information might tell us.
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Perceptual Inferences
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The process of organizing our perceptions into recognizable patterns. Four of the principles we use to assist in this effort include figure-ground separation, similarity, proximity and closure.
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Perceptual Organization
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The degree to which individuals have developed complex categories for organizing information.
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Cognitive Complexity
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One of the perceptual errors in which individuals allow one characteristics about a person to influence their evaluations of other personality characteristics.
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Halo Effect
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A source of perceptual errors caused by people choosing to perceive only the information that they find acceptable.
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Selective Perception
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Process of allowing our personal stereotypes and expectations regarding certain kinds of people to create a perceptual set that influences how we respond to other people.
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Implicit Personality Theories
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A form of perceptual bias in which we project our own personal feelings and attitudes onto others as a means of helping us interpret their attitudes and feelings.
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Projection
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The tendency for first impressions and early information to unduly influence our evaluations and judgment.
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Primacy Effect
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The process of using a few attributes about an object to classify it and then responding to it as a member of a category rather than as an unique object.
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Stereotyping
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A phenomenon that occurs when a person acts in a way that confirms another's expectations.
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Self-fulfilling Prophecy
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The attributes and predispositions that make that person unique and predict how that person will likely behave in many different situations.
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Personality
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The tendency to overestimate the influence of personality factors when interpreting the actions of people.
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Fundamental Attribution Error
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A theory that explains how we assign responsibility for behavior either to personality characteristics or environmental circumstances.
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Attribution Theory
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A personality trait that is determined by whether individuals think the rewards they obtain are based on internal factors such as knowledge, effort and skill or external factors such as luck, chance and fate.
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Locus of Control
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A belief in one's ability to perform a specific activity, determined primarily by how well that person has learned and practiced the task.
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Self-efficacy
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An abstract concept regarding the relationship between people and events that exists because we can operationally define it even though it does not have a physical reality. Satisfaction, intelligence, commitment and honesty are examples.
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Hypothetical Construct
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The competencies that allow us to perceive, understand and regulate emotions in ourselves and others.
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Emotional Intelligence (EI)
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People so involved in their work that they are addicted to working and unable to pursue other meaningful activities without feeling nervous, anxious or guilty.
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Workaholics
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The first stage of group development when members are getting to know each other.
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Orientation
"Forming" |
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The second stage of group development when members resolve issues regarding conflicting roles and expectations.
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Confrontation
"Storming" |
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The third stage of group development when members divide the work to be done and perform their assigned task.
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Differentiation
"Norming" |
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Groups that rely on electronic communication rather than face-to-face interaction.
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Virtual Team
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And independent group task in which the contributions of all members are simply summed or pooled to form the group product.
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Additive Tasks
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A group task that is divided into interdependent subparts and the successful completion of each subpart is necessary for overall task accomplishment
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Conjunctive Tasks
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A group task involving some form of decision making or problem analysis that requires a yes or no decision.
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Disjunctive Tasks
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The number of people physically located with a confined area.
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Social Density
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Group roles that are formally assigned to group members.
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Assigned Roles
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Group roles that are voluntarily performed by group members without being formally assigned.
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Emergent Roles
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The activities performed by one or more group members that help the group accomplish its task and pursue its goals; for example, structuring the tasks, delegating assignments and initiating action.
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Work Roles
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The activities performed by one or more group members that are designed to maintain the members' willingness to participate in the group.
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Maitenance Roles
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Group roles that prevent the group from functioning effectively because they attack other group members or divert the groups' attention.
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Blocking Roles
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An encounter between a role sender and the focal person in which role expectations are sent, received and evaluated.
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Role Episodes
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The person in a role episode to whom the role expectations are communicated.
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Focal Person
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An individual's preparation to perform a group role by possessing the appropriate motivation and/or ability.
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Role Readiness
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Role conflict created by incompatible demands and expectations of two or more role senders.
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Intersender Role Conflict
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Role conflict created by asking people to behave in ways to violate their personal values.
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Person-role Conflict
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Role conflict caused by too many demands on a person.
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Role Overload
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General expectaions of a demand nature regarding acceptable group behavior.
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Gorup Norms
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A widely accepted social norm that insists that if person A helps person B, then person B has an obligation to help others, especially person A.
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Norm of Reciprocity
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When group members feel induced to conform to group pressure because there are positive or negative consequences attached to doing so.
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Reward Dependence
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When group members feel induced to conform to group pressure because the depend on the group to provide important information to help them know what to do.
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Information Dependence
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The first level of conformity, in which the individual's motive is to obtain rewards or avoid punishment.
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Compliance
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The second level of conformity, in which the motive to conform is to please or be like others.
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Identification
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The highest level of conformity, in which the motive to conform is based on the group members' acceptance of the prescribed behavior as a basic principle of right and wrong.
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Internalization
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The tendency for the presence of other people to increase motivation and arousal, which tends to help the individual perform better.
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Social Facilitation Effect
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The concern that people experience when they know they are being observed and evaluated by others.
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Evaluation Apprehension
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The tendency for the presence of other people to disrupt performance and cause them to perform poorly.
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Social Inhibition Effect
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The tendency to exert less effort when working as a member of a group than when working alone.
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Social Loafing
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The loss of individuality that occurs by being a member of a large crowd.
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Deindividuation
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The influence one individual exerts on others above and beyond their normal role requirements.
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Incremental Influence
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The process of planning, organizing, leading and controlling the use of resources to accomplsih performance goals.
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Management
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Doing the right things; creating essential change by communicating a vision that inspires others.
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Leadership
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A style of leadership that focuses on accomplishing work by relying on contingent rewards, task instructions and corrective actions.
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Transactional Leadership
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A style of leadership that focuses on communicating an organizational vision, building commitment, stimulating acceptance and empowering followers.
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Transformational Leadership
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A condition created by leaders that stimulates followers to act on their own initiative and perform in a highly committed, intelligent and ethical way.
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Empowerment
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A type of leadership attributed to outstanding and highly esteemed leaders who gain the confidence and trust of followers.
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Charismatic Leadership
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A stream of research that tried to identify the essential personality traits that contribute to effective leadership.
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Trait Studies
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Behaviors that focus on helping group members feel satisfied and willing to contribute to the group.
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Employee-centered Leadership
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Behaviors that focus on performing the groups' goals.
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Production-centered leadership
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Leader behavior that focuses on clarifying and defining the roles and task responsibilities for subordinates.
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Initiating Structure
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Leadership behavior that focuses on the comfort, well-being, satisfaction and need fulfillment of subordinates.
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Consideration
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A matrix that combines two factors: concern for people and concern for production. Each factor is measured with a nine-point scale.
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The Leadership Grid®
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Leadership theories that recognize the influence of situational variables in determining the ideal styles of leadership.
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Contingency Theories of Leadership
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Subordinate, task or organizational factors that decrease the importance of a leader's influence; forces within the environment that supplant or replace the influence of the leader.
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Substitues for Leadership
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Factors influencing the attention process.
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Size, intensity, frequency, contrast, motion, and novelty; and understand them.
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Three major components of the perceptual process.
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sensation, attention, perception
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4 principles used to organize sensations
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figure-ground, similarity, proximity, closure
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People tend to perceive things that stand against a background.
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Figure-ground
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Stimuli that have common physical traits are more likely to be grouped together.
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Similarity
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Stimuli that occur in the same ____, either in space or time, are often associated.
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Proximity
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Naturally tend to extrapolate information and project additional information to form a complete picture.
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Closure
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Six of the most frequent perceptual errors
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halo effect, selective perception, implicit personality theories, projection, first impressions, stereotyping
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Process of refusing to perceive stimuli that are threatening or embarrassing.
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Perceptual defense
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Unreasonable bias associated with suspicion, intolerance, or an irrational dislike for people of a particular race, religion, or sex.
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Prejudice
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Three perceptual tendencies that explain why minorities experience prejudice within the group
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Visibility, contrast, assimilation
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Four elements to explain why the self-fulfilling prophecy occurs
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input, output expected, reinforcement, feedback
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Individuals who are expected to do well receive better ideas and suggestions than people who are expected to do poorly.
(element to self-fulfilling prophecy) |
input
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Specific comments about how much individuals are expected to achieve help them establish realistic levels of aspiration and higher performance goals. (element to self-fulfilling prophecy)
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output expected
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Individuals from whom high performance is expected tend to be rewarded more frequently when they achieve their performance goals.
(element to self-fulfilling prophecy) |
reinforcement
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Managers who communicate high performance expectations typically provide greater ____.
(element to self-fulfilling prophecy) |
feedback
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Refers to enduring characteristics that describe an individual's attributes and behavior. Examples include friendliness, dominance, aggressiveness, shyness.
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Personality traits
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Know the 5 examples in attribution theory
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read pg. 83!
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Personality dimensions of the Big Five Model
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Conscientiousness, agreeableness, emotional stability, openness to experience, extroversion
--- read about all on pg. 84 |
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Other 3 personality traits not in the big five model
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locus of control, self-esteem, self-efficacy
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three dimensions of self-efficacy
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magnitude, strength, generality
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dimension of self-efficacy; refers to the level of task difficulty that a person believes he or she can attain
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magnitude
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dimension of self-efficacy; refers to the amount of confidence one has in one's ability to perform
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strength
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dimension of self-efficacy; the degree to which one's expectations are generalized across many situations or restricted to an isolated instance.
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generality
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Self-efficacy is acquired by 4 kinds of information cues, which are
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enactive mastery, vicarious experience, verbal persuasion, perceptions of one's psychological state
-- look up information on these 4; pg. 87 |
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Three attitude components:
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cognitive, affective, behavioral tendency
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consists of the beliefs and information a person possesses about the attitude object.
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cognitive component
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consists of the person's feelings and emotions toward the attitude object.
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affective component
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refers to the way the person intends to behave toward the attitude object.
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behavioral tendency component
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How do you treat Minimal change disease
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Steroids
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Refers to understanding our own emotions, strengths, weaknesses, values, and motives.
(EI) |
self-awareness
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Represents how consistently we control our internal feelings, impulses, and reactions.
(EI) |
self-management
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Mainly about empathy, involving understanding another person's situation, experiencing their emotions, and knowing that person's needs even though they are unstated.
(EI) |
social awareness
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Refers to managing other people's emotions.
(EI) |
relationship management
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Intervening process between attitudes and behaviors that refers to the extent to which we actually expect to perform a given act.
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behavioral intentions
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Intervening process between behavior and attitudes that refers to the process of interpreting and making sense of our behavior.
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behavioral evaluations
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Consists of the attitudes employees hold regarding factors in their work environment.
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Job satisfaction
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three characteristics associated with organizational commitment
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normative, affective, continuance
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characteristic of organizational commitment; strong belief in and acceptance of the organization's values and goals
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normative commitment
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characteristic of organizational commitment; strong emotional attachment to the organization and willingness to exert considerable effort in behalf of it
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affective commitment
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characteristic of organizational commitment; strong desire to maintain membership in the organization.
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continuance commitment
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Four primary factors that contribute to organizational commitment
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personal factors, role-related characteristics, structural characteristics, work experiences
-- read about them on pg. 93 |
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Why do people join groups?
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Goal accomplishment, personal identity, affiliation, emotional support
-- read more on pg. 98-99 |
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Fourth stage of group development when group members form a cohesive relationship and are committed to the group's success
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collaboration
"performing" |
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Stages of group development
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Orientation, confrontation, differentiation, collaboration, separation
OR Forming, storming, norming, performing, adjourning |
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Know the characteristics of effective teams
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on pg. 101-102
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tasks activities and responsibilities the group members perform
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group roles
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general expectations about how members ought to behave
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group norms
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inefficiencies that arise from having to organize and coordinate larger groups
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process losses
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Actual performance equals (=)
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potential performance minus (-) process losses
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anyone attempting to change the behavior of another person, the focal person.
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role sender
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Four major types of role conflict
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intrasender role conflict, intersender role conflict, person-role conflict, role overload
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Role conflict that occurs when a single role sender communicates incompatible role expectations to the focal person
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intrasender role conflict
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Norms viewed as the product of the shared attitudes and beliefs that group members bring to the group. They result from the influence attempts of group members and enforced through peer pressure.
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injunctive norms
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Norms that emerge from watching how others behave and then adopting the same patterns.
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descriptive norms
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3 different levels of conformity
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compliance, identification, internalization
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Three leadership styles
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democratic, autocratic, laissez-faire
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group decisions made by majority vote in which equal participation was encouraged and criticism and punishment were minimal
(one of the three leadership styles) |
democratic leaders
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decisions made by the leader and followers are required to follow prescribed procedures under strict discipline
(one of the three leadership styles) |
autocratic leaders
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actual leadership minimized and followers allowed to work essentially without supervision
(one of the three leadership styles) |
laissez-faire leaders
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read about the leadership grid five positions
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read pg. 132
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Four leader behavior styles
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telling, selling, consulting, delegating
-- read about them pg. 134 |
