Social Final!

Front 1

What are names of immigrants in the one-dimentional model?

Back 1

melting pot...blend into the mainstream culture...Not too popular though

Front 2

What are the two assumptions in the multidimentional model of acculturation?

Back 2

1. acculturation processes are functioning in various separate domains, such as attitudes, values, behaviors, language, and cultural identity. (accept language, but still associate with country of origin)
2. Orientation toward home and host cultures are independent

Front 3

Integration:

Back 3

maintain both cultural identity and have positive relation with the host are important

Front 4

Separation:

Back 4

Only maintaining own culture is of importance

Front 5

Assimilation:

Back 5

Only positive relation witht he host society is important

Front 6

Marginalization:

Back 6

None of these outcomes are important

Front 7

What are some social psychological theories and research on acculturation

Back 7

1. contact hypothesis
2. Similarity-attraction hypothesis
3. Instrumental model of group conflict
4. Common ingroup identity model

Front 8

Contact Hypothesis:

Back 8

negative attitudes held by one group is caused by a lack of knowledge about that group.

Front 9

In order for outcomes to be positive, what must happen with the contact hypothesis?

Back 9

1. come together
2. Have a higher goal
3. Equal Status
4. Authorities support the contact

Front 10

Similarity-Attraction Hypothesis:

Back 10

Says that similarity laeds to attraction.. so we like people and groups who we think are like us and our own group.

Front 11

In Dutch study of the similarity hypothesis, what was studied? what was found?

Back 11

Testing the similarity hypothesis, respondents were asked to indicate the likeing of the new neighbor couple...Result showed that outgroup membership added to a decreased appreciation of the target. If the target didn't share all the characteristics of the in group, he or she was less liked...Most liked Christian, employed Dutch neighber, and least to the Muslim unemployed Turkish neighbor.
Other studies also confirmed this...

Front 12

What other studies are essential in understanding immigration even more?

Back 12

1. refinement of core constructs of CULTURE and IDENTITY...
Culture is complex construct, and seen as encompassing artefacts, social institutions, language, customs, traditions, and shared meanings whereas identity is sense of pride in and belonging to the cultural group.

Front 13

Most tested types of intervention of studying relation between immigrants and hosts.

Back 13

1. enhance contact between different group (contact, equal status, superordinate, authorities endorse)
2. Reduce uneccessary social categorization (create superordinate membership)
3. Acceptance of others' identity...don't pressure them to assimilate!
4. Training of competencies...develop training sessions in which people develop crucial intercultural competencies.

Front 14

Transnationalism

Back 14

multiple ties and interactions linking people or institutions across the borders of nation-states
ex: commercial ties, links with relatives, branch of religious organization, second homes...

Front 15

What is transnationalism facilitated by?

Back 15

geographical proximity
and
good telecommunication services

Front 16

What are other things research should look into for immigration?

Back 16

1. Transnationalism contact opportunities
2. changing demographics

Front 17

What are two new acculturization strategies for countries of changing demographics?

Back 17

1. Creolization
2. Pluralism

Front 18

What is creolization

Back 18

mixing of two or more formerly discrete traditions or cultures.
ex: ethno-language, music, food preferences,

Front 19

When does creolization take place

Back 19

and is most common where primary socialization has taken place in places where many different cultures have come together...immigrants then shape the transformation of the host culture, by adding elements of own culture..and therefore identify with the evolving national culture

Front 20

What is pluralism

Back 20

encourages cultural maintenance and intergroup contact, but cultural mixing as in creolization does not occur.
So number of cultures come together to form a new nation

Front 21

In Singapore, in relation to immigration what was found

Back 21

ethnic and national identity is strong and positvely correlated in four major ethnic groups (identity as Singaprean-Chinese) and stronger national identiy is associated with positive attitudes.

Front 22

Gender:

Back 22

Stands for the expectations of an individual and thers what it means to be a man or a woman.

Front 23

acculturation:

Back 23

process of adapting to a different culture

Front 24

Attachment:

Back 24

nature of people's close relationships, thought to be formed in childhood

Front 25

instrumental model of group conflict:

Back 25

model which highlights the role of threat in the relations between hosts and immigrants. It identifies two determinants of intergroup antagonism: stress from limited resources and presence of a relevant outgroup

Front 26

Social identity theory

Back 26

Theory that says that group membership forms an important component of social identity and that people strive to attian or maintain a positive self-image by engaging in favourable comparison between ingroups and various outgroups.

Front 27

Gender differences contribute to two things in the work place

Back 27

1. Quantitative (amount of work and pay)
2. Type of work: (qualitative difference

Front 28

Quantitative differences of men and women at work

Back 28

1. more men than women hold a job that earns an income
2. men continue to work throughout their lifetime, and family situation hardly affects their work life
3. Women stop working or work fewer hours when they get married, especially when they become moms
4. Men on average work longer than women
5. Women earn less than mem

Front 29

Qualitative Differences of men and women at work

Back 29

men and women tend to work in different occupation. Women: helathcare, social services, education, and public administration, and retailing. Men work as technicians, engineers, finance pros, and managers.
Also men work at different job leels...hgiehr up the position, lower percentage women

Front 30

What is the glass ceiling effect

Back 30

hard but invisible barrier that seems to hold women back from reaching the top of organizations

Front 31

gender gap

Back 31

Difference in men and women's participation or income

Front 32

What are some prominent gender gap stats?

Back 32

1. Women's employment rate in 25 member states was 55%, men was 71%, gender gap is 16%
2. Women work more part=time than men. W: 30% work PT, men 7%
3. With children 0-6 years old, fathers worked ave. 43 hours, W 32 hours
4. Managers: 31% were W and 69% were M.
5. Execs of top 50 quoted comapny was 10% W and 90% M.
6. Women earn 15% less per hour than men

Front 33

What was the general opinion among psychologists about women

Back 33

women are less intelligent than men, physically unfit for work...and these notions weren't unchallenged

Front 34

What did 1903 study by Helen Thompson show on the mental traits of sex?

Back 34

1. There were only slight differences in terms of motor, intellectual and affective processes
2. psychological difference mainly due to social influence

Front 35

What did Leta Hillingworth 1914 study show on the mental and motor abilities of women during menstruation?

Back 35

1. Believed that during menstruation, women's work performance deteriorated.
2. However study showed that careful and exact measurement does not reveal a periodic or mental or motor inefficiency in normal women

Front 36

What is the conclusion of early studies of the root cause of men and women?

Back 36

1) difference not as large
2. biology not that important
3. social influences play a large role in causing gender differences in work behavior.

Front 37

Gender stereotypes:

Back 37

expectations about typical characteristics and behaviors of men and women.
Men: agentic, expressive, and instrumental.
feminine: is communal...

Front 38

what are descriptive gender traits?

Back 38

indicates how we think men and women are

Front 39

What are prescriptive gender traits?

Back 39

It denotes how men and women should be and should behave

Front 40

what is description-based bias?

Back 40

when gender stereotype lead to the expectation that a women does not have the masculine charcteristics assumed to be necessary for a certain job, or her feminine qualities will be unsuitable

Front 41

What is prescriptive bias?

Back 41

It occurs in reaction to counter-stereotypic behavior, when a women presents herself in a self-promoting manner...

Front 42

gender sterotypes in general show what on personality tests?

Back 42

M-->more assertive
W-->more considerate

Front 43

Lent, Brown, and Hackett propose two types of beliefs that determine people's vocational interests: what are they?

Back 43

1. self-efficacy beliefs, and 2. outcome expectancies.

Front 44

Self efficacy beliefs

Back 44

Task specific judgements of one's capability to acheive a certain level of performance

Front 45

Self efficacy beliefs and young children and gender stereotypes...what was found?

Back 45

gender differences in self-efficacy start at a young age of 7, 9, and 11 rated their math competencies lower than boys, even though no actual gender differences existed...

Front 46

What are generalized beliefs of self efficacy?

Back 46

relatively stable, trait-like generalized belief of competence that can be generated

Front 47

Do all countries women have on anverage more negative beliefs about their abilities than men?

Back 47

no. china and germany, yes, but in costa rica, no such difference found.

Front 48

Women forcus on doing things right, and men tend to focus on doing the right things.

Back 48

Women task and choirces look to avoid failure, men try to do things that will offer them optimal opportunities for career advancement.

Front 49

Outcome expectancies...

Back 49

the imagined consequences of performing particular behaviors.

Front 50

What are outcome expectancies in women?

Back 50

Young women anticipate more educational and career barriers than men, and more aware of the impact of having children and a family on developing an occupational career. ..and influenced by gender stereotypes as they make the transition from school to university.

Front 51

In study by Vincent, Peplau and Hill, when examining career related intentions, what did they find?

Back 51

young women's career orientations were strongly influenced by the expectation of important others, and to a lesser extent by their gender-role attitudes. Women's career orientation directly predicted their actual careers 14 years later.

Front 52

Gender Typing

Back 52

One way how gender stereotypes affect selection decsions in several ways

Front 53

What did Vianen and Willemsen study on the gender bias of female applicant for masculine job find so this was an examole of gender typing of applicants and their behaviors

Back 53

That if a female applicant made a feminine impression, selection was reduced. But the not so masculing impression of a male applicant did not affect his chances of a job. =double standard for men and women.

Front 54

Gender typing of jobs:

Back 54

ex-matching model says that jobs become gender typed according to the sex of the typical job

Front 55

selection methods of what type provide the most job relevent unbiased selection decision?

Back 55

-->the assessment centre method, in which multiple selection instruments, tests, simulations, role playing, group exercises and interviews are used to assess multiple dimentions of job relevant characteristics

Front 56

What are the different perspectives the glass ceiling effect has been empirically tested?

Back 56

1) gender typing of leadership and management positions
2) gender indifferences in leadership and effectiveness
3) emergent leadership

Front 57

glass ceiling and gender typing in leadership and management:

Back 57

more feminine, seen less favorably than male leaders even if performance is the same
if they use autocratic leadership, there is a lack of fit between requirements for a successful manager and the feminine stereotype stereotype
results in lower hiring of women for the job..however this is changing

Front 58

Gender difference in leadership style:

Back 58

two types: differences have vanished...
but in general, women are more democratic, men more autocratic

Front 59

Transformational leadership

Back 59

ability of leaders to inspire, stimulate, and motivate subordinates

Front 60

Transactional leadership:

Back 60

more conventioanl style that rewards for meeting objectives, and monitoring and correcting performance.

Front 61

Are women better leaders than men?

Back 61

more transformational but data is mixed.
Women are less effective in situation where most leaders are men...or most of the subordinates are men, especially in military. Women are more effective than men in situations in education, government, service and in mid-level leadership positions. ..so less masculine termed leadership, women do better

Front 62

who are the crown princes?

Back 62

men in highly dense women areas (assumed to have a higher status and are considered benevolent to be willing to do a feminine job)

Front 63

Who are Cinderellas?

Back 63

women in masculine context. (considered to do something above their approved status)

Front 64

Structure in work affect women and men how?

Back 64

skewed gender groups at upper organizational level affect women (token group) and the men (dominated group)

Front 65

What can women do to break through the glass ceiling?

Back 65

face a double bind: competent women risks being too feminine for a masculine job, and too masculine if she acts as a real leader....Continue to act feminine in daily aspect of communication, but show her competence and help others to attribute this competence to her capacities by claiming it in a not-too-assertive way. ...Enhance self efficacy.

Front 66

Organizational culture:

Back 66

pattern of basic assumptions that an organization has developed over time to cope with its problems and that is taught to new members as the right way to perceive, think, and feel in relation to these problems.

Front 67

In academics, what makes the best leader approach?

Back 67

strong belief in the person-by-situation interaction...successful leaders are successful only in certain situations.

Front 68

In the field what do they think is a good leader?

Back 68

leadership is a personal quality or set of traits...so one size fits all

Front 69

What are the three leadership research categories?

Back 69

1. The trait approach
2. behavioral
3. contingency or situational approach

Front 70

What is the trait approach to leadership

Back 70

leadership is a result of underlying characteristics that are part of an individual's psychological makeup.

Front 71

what is the behavioral approach to leadership

Back 71

Leadership is a result of behaviors taht are perceived to be exerted by the leader

Front 72

What is the contingency approach of a leader?

Back 72

leadership is an interaction that the leader brings to the situation and the condition he or she faces. It stresses taht leader is not always effective..so effectiveness is dependent on the situation, whether they have the skills to cope with the situation

Front 73

when was the trait approach popular

Back 73

ealier part of the 20th century, and received less attention until the 1980s where there was a resurgence.

Front 74

In 1948, Stogdill concluded what about the trait approach?

Back 74

there was no universal trait, or set traits for leaders, but some characteristics were more strongly correlated with leadership than others.

Front 75

In 1986, Lord, DeVader, and Alliger (1986) found what traits correlated with leadership?

Back 75

masculinity, intelligence, and flexibility differentiated those who became leaders and those who did not .

Front 76

Some have said that combination of traits, often referred as personality, is a better method for predicting leadership. Hogan et al (199) suggest that leaders tend to be high in these qualities:

Back 76

1. high in surgency
2. emotional stability
3. conscientiousness
4. agreeableness

Front 77

Why do some studies support trait approach whereas some yield inconculsive results?

Back 77

1. Traits are often corelated with leadership effectiveness, but thsi construct is defined diferently.
2. Researchers have been using analysis using single traits rather than making a profile.

Front 78

who uses the trait approach often?

Back 78

HR specialists...for selection purposes...Use personality to identify leaders in the corporation...however science has not supported there is universal traits for leadership

Front 79

Behavior Approach": Lewin, Littitt, and White (1939) study of autocratic and democratic leadership in boys clubs...

Back 79

studied the transactional paradigm of leader behavior (exchange between the leader and the follower)

Front 80

what is transformational paradigm?

Back 80

Behaviors identified that encourage change and evolution in a team of workers or individual subordinates.

Front 81

What are the two main categories of leadership behavior under the transactional paradigm?

Back 81

1) Technical, task-focused or goal-focused activities
2) Interpersonal or people oriented activities.

Front 82

What is the survey that is the baseis for the development of other leadership measures?

Back 82

Leader Behavior Description Questionnaire. that measures people's perceptions' of the leader's behavior. It asses the leaders task related activities and interpersonal activities.

Front 83

On the behavioral approaches transformational paradigm, what is the charismatic leadership?

Back 83

It has attracted the attention of researchers and practitioners, and assumes that good leader is a mentor and empowers subordinantes and encourage them to change and grow in their position

Front 84

What are the four kinds of behaviors transformational leaders engage in?

Back 84

1. inspirational motivation (example and optimistic)
2. Individual consideration: show interest in subordinantes and focus on individual stregths and weaknesses and assign projects based on those abilities
3. Address crisis in a head on manner and appeal to subordinates on an emotional level and use Charismatic leadership behavior
4. Intellectual stimulation...encourage subordinate to reexamine assumptions and revisit old problems and encourage change

Front 85

Transformational leaders vs. Transactional leaders and favorability

Back 85

transformational evaluated more favorably

Front 86

Research has shown for behavioral approach in terms of best leader?

Back 86

no single set of behavior that is effective for all leaders in all situations.

Front 87

Around when was the leadership contingency model introduced?

Back 87

in late 1960s along with lewin...showing that social context determined way people acted. first introduced by Fiedler

Front 88

What dominates leadership research?

Back 88

Contingency Paradigm

Front 89

What are the three most dominant contingency approaches?

Back 89

1. contingency model of effective leadership
2. Path-goal theory
3. normative model of leadership decision making

Front 90

What is the contingency model of effective leadership

Back 90

hypothesizes that leadership effectiveness is based on interplay of two factors: leader's personality traits and 2. amount of influence the leader has over the group (situational control)

Front 91

Under the contingency model of effective leadership, what measures the leadership trait of whether they are task or person oriented?

Back 91

Least Preferred Coworker Scale.

Front 92

Under the contingency model of effective leadership, what elements measure the situational control

Back 92

1. Favorability of relationship between the leader and group members
2. Clarity of the leader's task structure
3. Position of authority

Front 93

Under the contingency model of effective leadership, the early emprical studies showed what in regards to task and interpersonal leaders?

Back 93

task oriented better in predicatble settings and chaotic conditions
Interpersonal do best when there is conflict or when task is unclear.

Front 94

Fielder expanded the Contingency Model of effective leadership to include what?

Back 94

Include leader's intelligence and experience...in situations of uncertaintly and stress, leader with most experience is best. if there is low stress and uncertainty, high intelligence is better.

Front 95

Under the contingency model of effective leadership, what can it be useful for?

Back 95

leaders can see their strengths and weaknesses and see what situations are best for them

Front 96

What is the focus of the contingency model, path-goal theory?

Back 96

leader is the motivator of the subordinates. Different subordinates will benefir from different kind of leader behavior in order to achieve their goal

Front 97

Under the path goal theory of the contingency model, what are the four different kinds of behaviors leaders can use to motivate their followers?

Back 97

1. consultative (friendly and approachable)
2. Participative (consult with followers)
achievement oriented (emphasize goal to be achieved)
4. Directive (makes the decisions and makes sure everyone knows what is expected of him or her)

Front 98

If a worker has a internal locus of control, what type of leaders, according to the path goal is best?

Back 98

participative..external prefer directive

Front 99

What is the training program based on path goal orientation?

Back 99

Situational Leadership...that provides skill building for leaders...

Front 100

What are the four different types of supervisory behaviors based on the leader's work group maturity?

Back 100

1. selling style (for those who lack ability and willingness)
2. Telling style (for those who lack ability bit motivated)
3. Participation Able, but not motivated
4. delegation of repsonsibility for those who are skilled and motivated

Front 101

what is the normative model of leadership decision making

Back 101

Focuses on the leader's role in decision making process...different situation, different levels of group participation in decision making are more effective

Front 102

What are the five styles of leadership decision making:

Back 102

1. Autocratic I: no consultation, leader makes decision alone.
2. Autocratic II: collects info for decision making from subordinates and then, makes decision alone
3. COnsultative I : leaders share problem with subordinates individually, getting recommendations from each before making the decision alone.
Consultative II: leader call group problem. share problem, and ask for recommendation. But still make the decision alone.
5. Group style: leader and team discuss and jointly come to a decision.

Front 103

For the normative model of leadership decision making, amount of group participation in decision making is dependent on:

Back 103

knowledge and skills of the group members and leader regarding the issue, level of suport the leaders feels from the group, and the amount of time available.