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| managers that believe employees work out of necessity and for money (like coaches) |
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| managers that assume employees are motivated by intrinsic value (usually for more educated jobs) |
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| effect when workers know they're being watched causing them to be MORE productive (introduced need for Y managers) |
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| choose managers and organize workers based on FIT-- variable and depends on situations |
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| stock of skills and knowledge available for labor |
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| ability to handle yourself within social norms, WHO you know, connections |
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| diffusion of responsibility |
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| idea that you individually are not solely accountable |
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| study with electricity, people obeyed unethical orders (paid before study) |
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| obligation to return favors |
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| "map" you apply repeatedly to different situations |
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| overapplied schema (where it isn't accurate) |
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| theory that humans overgeneralize because we want to save brain space |
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| you have a schema confirmed by hints (which may not have been relevant if you didn't already have the schema) |
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| MAKING the prediction itself causes it to come true; based on treatment |
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| having more contact with a group allows you to collect info on that group; breaks sterotypes |
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| letting one person or group represent a whole group or population |
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| in ambiguous situations you seek SIMILARITY-- opposites attract for UNimportant matters |
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| from the outside, group members appear similar, but from inside you can see the differences |
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| self serving bias (diffusion of blame) |
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| people attribute their success to internal factors although the result may have been out of their control |
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| people tend to bond over complaining, although it's not as effective as having a common LIKE |
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| because there's nothing to WORK towards (change) |
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| why is a common LIKE stronger group bonding than a common ENEMY? |
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| in this group model, people are grouped by commonalities because people who are similar do better together |
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| in this group model, people do better faced with differences (as long as they aren't super important) |
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| the PERSONALITY of an organization |
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| the mood or atmosphere of an organization (only temporary) |
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| clues or indicators to culture and climate |
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| what you look for to define an over-arching idea; differences based on internal definitions and different experiences |
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| deeply held beliefs of an organization that don't change; create the culture |
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| strength culture, fit culture, adaptive culture |
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| strength culture (successful short term but not sustainable) |
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| win at all costs, competitive culture, even within the organization, |
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| fit culture (difficult to make changes) |
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| "benchmark" culture, requirements based on norms, check in with benchmarks to make sure you're on track |
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| adaptive/ dynamic culture (works best, most difficult) |
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| constantly checking in, adapting appropriately, must ALWAYS be aware of changes |
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| honest at the beginning about the negative side of the organization; results in less turnover later, but loss of candidates |
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| application of artifacts, inheriting cultural norms |
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| when info is lost in communication through the team |
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| when more extreme (and different) choices are made in a group than would have been individual |
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| member of the group opening the gates if information; sometimes overpowering |
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| group memeber who rides on the work of the rest of the team (slacker) |
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| build upon one initial idea -- changes too much over time and annoying to those whose opinions aren't used |
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| step ladder approach-- and problems |
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| everyone contributes an idea, then ideas are grouped, blended, and eliminated, then the group votes anonymously |
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| stage trying to figure out culture before you come to a new company |
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| stage of arriving at a new company and try to fit into the culture |
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| the comfortable stage when you feel you fit in well enough to change a culture |
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| this mentorship has no other relationship; strictly professional atmosphere |
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| this type of mentorship can be the result of a friendship; you choose to align (can go bad) |
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| overall feeling about yourself and your capabilities |
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| how you feel about your ability relating to a specific thing (domain specific) |
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| when you have low self efficacy, this is used to build it, by receiving rewards successively for small progressions toward desired behavior |
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| when you have really low self efficacy; you've failed so many times that it isn't worth trying |
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| ability to pick up on verbal and nonverbal cues and act accordingly |
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| dealing with people outside "boundaries" (company, department) |
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| driven by control, HATES ambiguity, achievement oriented, NEED to succeed (iconoclasts) |
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| need FUN relationships, are only productive in a certain area, good at boundary spanning and teamwork |
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| light blue (blue + white) |
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| like people and peace; nice! |
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| light yellow (yellow + white) |
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| mellow, peaceful, likes fun, relaxed |
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| like relationships but choose carefully (also ambitious) |
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| good long term work ethic-- balanced |
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| how much control you FEEL |
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| internal locus of control |
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| how much control YOU have in the world, what you feel depends on YOU |
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| external locus of control |
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| luck, how others influence your life, what's beyond your control |
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| O: openness, C: conscientiousness, E: extroversion, A: agreeableness, N: neuroticism |
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| openness to new experiences, ambiguity tolerance, risk tolerance |
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| connection to work, willingness to go the extra mile, drive OCB (organizational citizenship behavior) |
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| is your energy drawn from other people, outgoing |
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| how concerned are you with pleasing other people (low makes you a challenger, but high makes you susceptible to group think) |
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| neuroticism (opposite of emotional stability) |
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| attention to detail, anxiety, OCD-- if you're LOW you can deal with anything and choose what's important |
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| meyers briggs type indicator (used for selection) |
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| MBTI (what's it used for) |
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| this kind of group forms on it's own over common interests and are therefore more cohesive |
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| this type of group is forced together for an external reason, conflict is dealt with with rules, most aspects are regulated |
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| forming, storming, norming, performing, adjourning |
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| stage of group where trust is built, when anything goes wrong, it returns to this stage, (longest stage) |
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| stage of a group where roles are formed; people must get appropriate roles or potential is wasted |
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| too much to do within ONE role (only dependent on this one role) |
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| role conflict (INTER-role conflict) |
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| multiple roles competing against eachother; without one role, you could do the other |
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| moral conflict of roles, don't WANT to do both |
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| conflict between group members |
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| conflict between two whole different groups |
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| conflict due to ambiguity |
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| roles aren't assigned so not everything gets completed |
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| stage of group where rules of behavior are established, you must follow these to be trusted |
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| stage of group where the task is actually actually accomplished (should be the shortest stage) |
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| final stage of group, must be done well to maintain social capital (future opportunities) |
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| the group bond gradually burns out over time, usually due to lack of common experiences |
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| dialogue turn (women will interrupt women but not men) |
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| told they were participating in a vision study, people purposely answered incorrectly because everyone else was (want to be agreeable) |
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| can you HANDLE the job, "smart" enough |
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| logic, inductive & deductive reasoning, strength of arguments |
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| arguments must be RELATED and STRONG-- can be taught |
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| strength of arguments (2 things needed) |
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| GI test-- most predictive of performance |
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| statistically discriminatory [test] against populations (unintentionally) |
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| using a different variable to put into candidature, then using a different tool for selection (first gather red personalities, then choose the highest scoring) |
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