Organization Behavior Ch 4 Notes

Front 1

Perception

Back 1

Process that enables us to interpret and understand our surroundings

Front 2

Attention

Back 2

Process of becoming consciously aware of something or someone

Front 3

Sailent Stimuli

Back 3

When something stands out from context(a 250 lb person in a womens aerobics class)

Front 4

cognitive categories

Back 4

mental despositions for storing information, where percivers assign pieces of info

Front 5

schema

Back 5

mental picture of an event or object(picturing a sports car being a 2 door red car)

Front 6

stereotype

Back 6

individuals beliefs about the characteristics of a group. Not always negative

Front 7

Semantic memory

Back 7

general knowledge about the world

Front 8

Casual attributions

Back 8

Suspected or inferred causes of behavior.

Front 9

How do people formulate casual attributions?

Back 9

by considering the events preceding an observed behavior.

Front 10

Kelleys Model of attribution

Back 10

based on heider's attribution theory, proposed behavior can be either attributed to either: INTERNAL FACTORS or EXTERNAL FACTORS

Front 11

Kelley hypothesized that?

Back 11

people make casual attributions after gathering information about 3 dimensions of behavior, CONSENSUS, DISTINCTIVENESS, AND CONSISTENCY.

Front 12

Internal factors

Back 12

personal characteristics(such as ablilty) that cause behavior

Front 13

External factors

Back 13

Enviornmental characteristics(such as a difficult task) that cause behavior

Front 14

Consesus

Back 14

Comparison of an individuals behavior with that of his or her peers

Front 15

Distinctiveness

Back 15

determined by comparing a persons behavior on one task with his/ her other task

Front 16

Consistency

Back 16

determined by judging if the individuals performance on a given task is consistent over time.

Front 17

High consistency

Back 17

a person performs a task the same, time after time

Front 18

Low consistency

Back 18

unstable performance time after time

Front 19

Fundamental attribution bias

Back 19

ignoring envionmental factors that affect behavior. Tendency to attribute another persons behavior to his or her personal characteristics, as opposed to situational factors.

Front 20

Self serving bias

Back 20

taking more personal responsibility for success then failure. Suggests employees will attribute success to internal factors(hard work) and failures to uncontrollable external factors(tough job,bad luck)

Front 21

Attributional realignment

Back 21

goal is to shift failure attributions away from ability and towards attributions of low effort or some other external causes

Front 22

Diversity

Back 22

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

Front 23

Affirmative action

Back 23

voluntary and mandatory(involuntary) efforts undertaken by federal, state, local governments, etc to promote equal opportunity in education and employment for all

Front 24

Goal of affirmative action

Back 24

eliminate discrimination and create equal opportunity for everyone

Front 25

Managing Diversity

Back 25

creating organizational changes that enable all people to perform up to their maximum potential

Front 26

Glass Ceiling

Back 26

Invisible barrier blocking women and minorities from top management positions

Front 27

Underemployment

Back 27

Result of taking a job that requires less education, training, or skills than possessed by a worker.

Front 28

Accountable practices

Back 28

managers responsibility to treat diverse employees fairly

Front 29

Development practices

Back 29

Focus on preparing diverse employees for a greater responsibility and advancement

Front 30

Recruitment practices

Back 30

attempt to attract job applicants at all levels who are willing to accept challenging work assignments.