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52 Cards in this Set
- Front
- Back
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Diversity primary category |
Age,race,ethnicity, gender physical ability and sexual orientation |
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Diversity Secondary category |
Education , work experience , income , marital status , religious belief, geographic location , personal style and parental status |
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Four layers diversity |
-Personality -Surface level (apparent differences) -Deep level( differences among members) -Organizational dimensions (union, senority, office location) |
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Self competency |
The overall ability to asses your own strengths and weaknesses, set and pursue professional and personal goals. Balancing work and life and also engage in new learning |
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Hofstede Cultural dimensions |
-individualism /collectivism - power distance -uncertainty avoidance -Gender role orientation -short vs long term orientation |
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Individualism / collectivism |
Individualism :emotional independence,emphasis on initiative and individual achievement, right to private life and opinion Collectivism :emotional dependence on organization, belongs to organization, private life invaded and opinion pre made |
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Power distance |
Low power:inequality in society should be minimized , people feel less threatened and more trusting High power distance: power holder entitled to privileges, positions are distinct and protected, other people cannot be trusted and are a threat to power |
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Uncertainty Avoidance |
Low :uncertainty in life is expected & accepted, competition and conflict can be handled fairly , more accepting of dissent High :uncertainty is a threat , conflict and competition should be avoided , strong need for consensus |
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Gender Role Orientation |
Femininity : people oriented , men need not be assettive and can also assume nurturing roles , sex roles in society should be fluid Traditional masculinity : money and things oriented, men should behave assertively and women should be nurturing, sex roles in society should be distinct |
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Short vs long term orientation |
Short term: respect for tradition and stability , efforts produce quick results , concerned with status and social obligation Long term: futuristic and dynamic thinking , perseverance for results over time , willingness to subordinate ones self for a broader purpose |
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Drivers of behavior |
The person : personality perception attitude values The environment : organization work group job personal environment |
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Locus of control |
Extent to which people believe they can control events affecting them |
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Internal locus of control |
Belief that ones life is determined by ones own behavior and actions . Better at complex jobs |
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External locus of control |
Belief that ones life is determined by fate , chance , or other people. They are better at jobs involving conformity and compliance |
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Emotional intelligence |
Refers to the ability to perceive control and evaluate emotions |
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Emotional intelligence components |
-Self awareness : aware of what your feeling -self management: ability to control emotions -Social awareness: understand/empathize with others - Relationship management: ability to connect with others |
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Self Efficacy |
Beliefs and expectations about ones ability to accomplish a specific task effectively |
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Sources of self efficacy |
-prior experiences -behavior models -persuasion -assesment of current emotional and physical capabilities |
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Self monitoring |
Behavior based on cues from people and situations
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Low self monitor |
Act from internal states rather than situational cues ,very consistent and less likely to respond to work group norms or feedback |
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High self monitoring |
Flexible adjust behavior according to situational cues . Can appear unpredictable and inconsistent |
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Attitude |
Psychological tendency expressed by evaluating particular entity with a degree of favor or disfavor |
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Attitude Components |
-Cognitive : beliefs , opinioms,knowledge or information -behavioral: pre disposition to act on favorable or unfavorable evaluation -affective component: feeling sentiments , moods , and emotions about someone or something |
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Organizational commitments and the types |
Relationship with the company and propensity to continue Types : Affective : emotional attachment Continuance: cost of leaving Normarive:moral obligation to stay |
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Perception. |
The process of interpreting the messages of our senses to provide meaning to the environment |
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Perceptual Biases |
- primacy effect -recency effect -serial position -availibilty bias -contrast effects -halo error |
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Primacy effect |
Recall the beginning of the list of info . First impression |
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Recency effect |
Remember the last part of list of info because it is the most recent |
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Serial position |
Recalls the first s d last items on a list and not the middle |
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Availability Bias |
Human beings bias toward judging an events likelihood/frequency based on how easily their mind can conjure up examples . Words with R at beg vs words with R as the 3rd letter |
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Contrast effect |
Comparisons based on what happened just before making a decision or judgement |
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Halo Error |
When an initial positive or negative judgment about a person unconsciously colors the perception of the person as a whole |
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Stereotyping |
Individuals set belief about the characteristics or attributes if a group. Built through categorization, inferences, expectation , and maintenance ( differing yourself from them) |
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Social Identity Theory features |
-Cognitive process : define ones selves by the differences with others -homogenization process:similar traits within a group : different traits across groups -contrasting process develops less favorable image of people in groups other than yours |
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Contact theory hypothesis |
Contact between two groups can promote tolerance and acceptance but only under certain conditions such as equal status and common goals between the two groups |
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Attribution Theory |
Explains how ind6pinpoint the causes of their own behavior |
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Fundamental attribution error |
The tendency to underestimate the influence of external factors and overestimate the influences of internal factors in evaluation of someone else's behavior |
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Self serving bias |
Attributing our success to internal factors and our failures to external factors |
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Internal Attribution |
Occurs when people infer that an event or persons behavior is due to character traits or abilities |
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External Attribution |
Belief that a persons behavior is due to situational factors |
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Cues for Attribution |
-considtency cues: how consistently a person engages in some behavior over time - Consensus cues -reflect on how a persons behavior compares with others in same situation -Dustinctiveness : reflect the extent to which a person engages some behavior across a variety of situations |
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Learning |
Relatively permanent change in behavior that occurs as a result of a persons interaction with the environment . Viewed as completely dependent on environment |
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Reinforcement theory |
Development of operant conditioning: modifying behavior through the use of position or negative consequences following specific behaviors |
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Reinforcement to increase behavior |
Positive reinforcement: results of a behavior that a person finds pleasurable Negative reinforcement: removal of an unpleasant event or outcome after the display of behavior |
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Punishment : decrease behavior |
Punishment in application: the attempt to eliminate undesirabke behavior by either bestowing negative consequences or withholding positive outcomes Punishment by removal/extinction: attempt to curb behavior by attaching no consequences to it |
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Behabior modification |
Alter behavior to maximize the positive and minimize adverse consequences |
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Inequity /equity theory |
Equity Theory : a given person compares their inputs and outcomes to a person they choose to compare themselves to. |
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Expectany model of motivation |
Motivation is determined by outcomes that people expect to occur as a result of their own actions on the job Effort-->performance-->reward Expectancy: belief that efforts leads to performance Instrumentality: belief that performance is related to reward Valence: value or importance placed on a particular reward |
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Job Characteristics Model |
-Skill variety: the opportunity to do a variety of jobs using various skills -Task identity :the extent to which a job involves doing a complete piece of work from beg to end - Task significance : the impact the job has on others -Autonomy: freedom to schedules ones own work activities and procedures -Feedback:information about effectiveness of one's work performance |
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Justice dimensions |
-Distributive justice: is your outcome justified given performance - Procedural justice: have you been able to express your views and feelings during process -Interpersonal Justice: has your leader treated you respectfully Informational justice. Has your leader explained procedures thoroughly |
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Low Context cultures |
Information must be provided explicitly America , England, Germany, Switzerland -less aware of nonverbal cues -tend to compartmentalize and segment info - control info on need to know basis -lack developed networks |
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High Context Cultures |
Most information drawn from surroundings very little must be explicitly transferred . Chinese Japanese Korean Vietnamese Arab
-non verbal cues important -info flows freely -Physical context relied upon for info -environment , situation, gestures and mood all taken into consideration |
