Mgt 291 Exam 1 Part 2

Front 1

Internal Factors

Back 1

Personal characteristidcs that cause behavior

Front 2

External Behavior

Back 2

environmental characteristics that cause behavior

Front 3

Compare someone to to other people

Back 3

Consensu

Front 4

Low consensus

Back 4

everyone was the same and one person was different

Front 5

High consensus

Back 5

everyone was not successuful, not one person stuck out

Front 6

Compare a person's behavior on one task with the behavior from other tasks

Back 6

distinctiveness

Front 7

low distinction

Back 7

always making mistakes

Front 8

high distinction

Back 8

usually very successful, made one mistake

Front 9

compare someone on performance on one task over time

Back 9

consistency

Front 10

low consistency

Back 10

only poor on specific task a little

Front 11

high consistency

Back 11

always poor on specific task

Front 12

Internal Factors (it's the employees fault)

Back 12

Consensus: Low
Distinctions: Low
Consistency: High

Front 13

External Factors (not the employee's fault)

Back 13

Consensus: High
Distinctions: High
Consistency: Low

Front 14

the host of individual differences that make people different from and similar to each other

Back 14

diversity

Front 15

trends in the workforce

Back 15

-greater percentage of females/minorities
-generational differences in an aging workforce
-females slowly breaking glass ceiling
-minorities less rapidly breaking ceiling
-mismatch between skills required and employee qualifications

Front 16

Halo effect (appraisal Error)

Back 16

something has been done well and will affect across dimensions
(horns effect is opposite)

Front 17

Leniency effect (appraisal Error)

Back 17

managers rate people too high because manager is too nice

Front 18

strictness error (appraisal Error)

Back 18

expectations of performance are too high to achieve

Front 19

central tendency error (appraisal Error)

Back 19

rate everyone average to avoid confrontation and hard conversations

Front 20

recency effect (appraisal Error)

Back 20

judge people based on more recent performance, not on previous performance over year

Front 21

contrast error

Back 21

compare people to others that aren't in the same category perfromance-wise

Front 22

EEO

Back 22

Equal Employment Opportunity: "Have to" (By Law)

Front 23

Prohibits discrimination on basis of race, color, religion, national origin, or sex

Back 23

1964: Civil Rights Act, Title VII

Front 24

Prohibits discrimination in employees over 40 years old

Back 24

1967: Age Discrimination in Employment Act

Front 25

Prohibits discrimination against essentiallly qualified employees with phsyical or mental disabilites or chronic illness, requires "reasonable accomodation"

Back 25

1990: Americans with Disabilities Act

Front 26

Amends and clarifies Title VII, ADA, and other laws; permits suits against employers for punitive damanges in cases of intentional discrimination

Back 26

1991: Civil Rights Act

Front 27

Affirmative Action

Back 27

"Should do it"
- Voluntary and involuntary efforts to achieve equality and opportunity for everyone.
-Required for fedearl contractors

Front 28

Affirmative Action: Action PLan

Back 28

-Utilization analysis: how do we compare to the marketplace?
-Set goals and time tables
-Action plan

Front 29

Managing Diversity

Back 29

-"We want to do this"
-creating organizational change that enable all people to perform up to their maximum potential

Front 30

IBM article by thomas

Back 30

He created subgroups (8 groups) of employees based on diverse trait.

Front 31

IBM's four pillars to change

Back 31

-each team has a leader who was different than subgroup
-Engage employees as partners
-Management integrates diversity "Five Minute Drill"
-Link Diversity to business goals: utilize task forces to help sell to those constituents in the marketplace

Front 32

Integrate diversity with management practices: "Five minute drill"

Back 32

-performance appraisals
-new manager training: include divesrity training
-Encourage expatriate assignments
-Investigate for compensation gaps
-Benefits: tuition, flexible work arrangements, domestic partner benefits

Front 33

Barriers and challenges to managing diversity

Back 33

-ethnocentrism
-unsupportive and hostile working environment for diverse employees
-difficulty in balancing career and family issues
-fears of reverse discrimination
-resistance to cahnge

Front 34

Benefits to managing diversity well

Back 34

-New ideas/creativity from different backgrounds
-employee satifaction
-increase number of applicants
-better reputation and good PR
-lower turnover

Front 35

Options on how to manage diversity

Back 35

-Include(good) Exclude (bad)
-Denying differences exist(bad)
-Assimilate (Bad)
-Suppress (Bad)
-Isolate people in silos (bad)
-Tolerate (bad)
-Build relationships across diverse groups (good)
-Foster mutual adapation: people are willing to adapt or change their views (good)

Front 36

Recruiters can as you

Back 36

-Behavioral/"situational" questions
-Open-end theoretical

Front 37

Answer questions with: CAR

Back 37

-Context: what was the situation
-Action
-Result

Front 38

Schneider ASA framework

Back 38

-Attraction: organizational attract a particular personality
-Selection: organizations choose poele that fir their similar personality
-Attrition: if a person's personality does not match with the company, they more likely will leave the company

Front 39

Big 5 personality traits

Back 39

-Extroversion: outgoing
-Agreeablesness
-Openness to experience: entrepreneurs likely have this trait
-Emotional stability/neuroticsism: worry, insecure
-Conscientiousness: achievement-oriented, dependable, reliable. ONLY ONE that tends to lead to higher job performance

Front 40

to what extent do you think you can do something?

Back 40

self-efficacy

Front 41

sources of self-efficacy

Back 41

-Past experiences*
-Persuasion from others: support/reinforce you
-Model from others: behavioral model you can follow
-Assessment of physical/emotional state

Front 42

Beliefs about one's own self-worth based on an overall self-evaluation

Back 42

Self-esteem

Front 43

Managerial implications: self-efficacy requries constructive action in each of the following areas

Back 43

-Recruiting/selection/job assignments
-job design
-training and development
-self-management
-goal setting
-creativity
-coaching
-leadership
rewards

Front 44

Difference between internal and external locus of control

Back 44

-internal: people who feel they are in control of their performance
-External: people who feel the environement is in control of their performance

Front 45

Outcomes of internal locus of control

Back 45

-Higher job motivation
-Higher link between effort and performance
-Higher job satisfaction
-Less anxiousness/stress levels
-Higher salaries

Front 46

Spearman

Back 46

IQ type intelligence

Front 47

Gardner

Back 47

Multiple intelligence, not just based on IQ

Front 48

Daniel Goleman

Back 48

Emotional intelligence is a better success predictor than IQ

Front 49

EI: Personal competence

Back 49

-self awareness: how well you understand yourself
-management: how well do you manage youreslf?

Front 50

EI: Social competence

Back 50

-Social awareness: how well do you understand others
-Relationship management: how well do you manage others?