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Definition
Rules used in the decision making process as shortcuts
- usually adaptive
- can lead to biases |
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Definition
Tendency to rely too heavily on one trait or piece of information when making decisions.
-First impressions lock you in |
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a biased prediction based on the tendency to focus on the most salient and emotionally charged outcome. (primacy, recency, ease of recall)
- pay and promotions |
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| Tendency to believe or do things because many other people do or believe the same. |
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Tendency to search for or interpret information in a way that confirms one's perceptions.
-Grades --> Intelligence
-Sampling on the dependent variable |
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Definition
| People tend to react more |
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Definition
-Confirmation Trap
-Availability Bias
-Anchoring |
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Definition
- Pressures toward conformity
- Common Knowledge Problem
- Pluralistic Ignorance
- Group Polarization
- Escalation of Commitment
- Group Think |
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Definition
| Groups spend majority of the time discussing information already agreed upon and not enough on unique items |
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| Groups agree to a course of action that no individual member prefers because they assume other group members do. |
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| Individual judgments often become more extreme after group discussion. |
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Definition
- Sunk Cost principle
-Group polarization, groupthink, confirmation bias, pluralistic ignorance |
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Definition
- Pressure for comformity
- Discouragement of minority options
- Sense of isolation
- Strong Leader |
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Definition
- High specialization + high centralization= mechanistic
- Low Low = Organic
Or can have team leader but no specialization, no leader but specialized roles. |
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| Efficiency vs Flexibility |
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Definition
Diverse members, no leader, no specialization.
- encourage wild ideas, risk taking and mistakes rewarded, prototype often, no criticism. |
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| Outcome is Quality Decisions |
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Definition
Diverse perspectives, more specialization, organic
- Devil's advocate, minority opinions sought out, fact focused, criticism encouraged. |
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| Speed and Efficiency Outcome |
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Definition
-Homogenous Perspective, hierarchy, specialization, mechanistic
- Division of labor, deadline pressure, limited discussions, increased coordination. |
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Definition
- activity is rewarding in itself and one desires to do it for its own sake.
-easy to undermine |
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Definition
| - Desire to perform a behavior in order to acquire material or social rewards or to avoid punishment. |
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| Extrinsic Motivation Bias |
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Definition
| -People say that pay isn't that important but then say that they won't take on more work unless they are paid to do so. |
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Definition
-people react against loss of choice.
- Choice increases intrinsic motivation and task performance |
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Definition
- What you put into an organization is what you should get out of it.
- Inputs (time, education, social capital)
- Outcomes (salary/bens, promotion, respect) |
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Definition
Others should get the same amount of rewards for effort as I do.
-if you think you are relatively under-rewarded, you lose motivation. |
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Term
| Common Responses to Inequity |
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Definition
People want Equity
- Either change own input
- Change others input/output
- Change my perceptions or referent
- Leave the organization |
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| Managerial Response to Equity Theory |
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Definition
Focus on Fairness
-correct misconceptions about pay, manage biases about assessing input/output ratios
Vary Outputs to match differences in inputs |
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Definition
| -Put in effort- to produce a level or performance- believed to lead to desired outcome. |
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Term
| 3 Parts of Expectancy Theory |
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Definition
Expectancy
Instrumentality
Valence |
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Definition
| Can I accomplish the task to get the reward. |
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Definition
| If I accomplish the task will I get the reward |
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Definition
| Is the reward something that I value for that amount of effort. |
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Definition
| lead to increased performance |
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Definition
| when accepted, lead to higher output than easy goals |
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| Strategies for Goal Commitment |
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Definition
-Rewards
-Publicity
-Support
-Participation
-Resources |
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Definition
| Tie goal achievement with monetary or non-monetary reward |
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| Publicized goals to create peer/social pressure to attain it |
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Definition
| Supportive supervision to aide employees if they struggle to attain goal |
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| Collaborate with employee about terms of the goal (due date proficiency level, etc) |
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| provide the resources to attain the goal and remove any hindrances. |
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Term
| Actual Productivity Equation |
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Definition
| Potential Productivity - Process Losses (team specific things that hinder potential performance) |
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| Three main types of Process Losses |
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Definition
Motivation Losses
Ability Losses
Coordination Losses |
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Term
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Definition
| The greater number of people who are assigned to work on a specific task, the smaller the contribution and one member of the group will make. |
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Term
| Solutions to Motivation Loss |
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Definition
-Increase accountability
-match members to interests
- increase group cohesion and trust
- re-examine rewards system
- be aware of ability losses |
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Term
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Definition
The presence of others can lead to drops in performance. (Predicted by ability)
- Distraction
- Social Facilitation or Inhibition |
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| Solutions to Ability Losses |
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Definition
Formal Training
Matching tasks with individual abilities |
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Term
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Definition
Segmentation/Component Focus
Conceptual Blocking
Production Blocking |
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Term
| Segmentation/Component Focus |
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Definition
Focusing on division of labor at the expense of the end product.
-Leads to disjointed final projects.
-Missing synergies |
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Term
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Definition
The inability to listen and think at the same time.
-Missed Opportunities, miscommunication |
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Term
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Definition
| Waiting on others to finish their parts before starting on your own part. |
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Term
| Solutions to Production Losses |
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Definition
MAKE PLANS
-make sure people understand their role, end product and where they fit in the group.
-note talking skills
-Agendas
train team together to create common language
- clear communication channels |
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Term
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Definition
-specific
-timely
-offers alternative behaviors
-frequent
-Goods and bads
-Constructive
-Focus on behavior and not personality. |
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Term
| Purpose of Performance Appraisals |
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Definition
1. Evaluation
2. Development
3. Rewards |
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Term
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Definition
-More accurate assessment of performance
-Provide accurate assessment of future possibilities and promotions |
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Definition
-Change or reinforce behaviors/outputs
-Game plan for fixing weaknesses
-Plan for training and development
-Goal Setting |
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Term
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Definition
-inform individual of bonuses, raises, or when to expect them.
- Tailor rewards to employees needs
- Let them know how reward can improve next year. |
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Term
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Definition
Internal Locus for success
External Locus for failures. |
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Definition
-Lowest performers worst at predicting performance.
-Top performers underestimate themselves
ACCURACY CHECKS ARE IMPORTANT IN APPRAISALS |
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Definition
Building Competence > Demonstrating Competence
-Enjoy new tasks
-Failure seen in positive terms |
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Definition
Demonstrating Competence > developing competence
-people prefer tasks that they have mastered already
- Failure seen in negative terms |
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Term
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Definition
| The use of power and influence to direct the activities of followers toward goal achievement. |
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Term
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Definition
the degree to which a leaders efforts result in:
-achievement
-continued commitment
-mutual respect, trust, obligation |
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Term
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Definition
Conscientiousness, Low Agreeableness, Openness, Extraversion, Cognitive Ability, Energy Level, Stress Tolerance, Self Confidence
-All for emergence
-Minus conscientiousness and low agreeableness for effective. |
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Term
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Definition
| 30% genetic, 70% other factors of life |
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Term
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Definition
| Lead by clarifying roles and task requirements |
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Term
| Transformational Leadership |
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Definition
| motivate through social identification and empowerment. |
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Definition
| Instills pride, gains respect and trust through charisma. |
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Term
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Definition
-Provides a vision for the future
-Communicates high expectations
-Uses symbols to focus efforts
-Expresses important purposed in simple terms |
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Definition
| Promotes high intelligence, rationality, and careful problem solving. |
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Definition
| Gives personal attention, treats employees individually and advises as needed. |
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Definition
Both parties want the same thing.
-To find, don't assume that interests are mutually exclusive.
-Focus on information sharing. |
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Term
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Definition
-Win-win situations can be created
-Common in long term relationships
- Logrolling- giving up on integrative issues that are less important to gain on issues that are important. (maximizes better than 50/50 split. |
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Term
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Definition
Zero Sum Issues- is one wins then the other loses.
(fixed pie bargaining) |
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Term
| Factors for successful Bargaining |
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Definition
BATNA= power
-Efficiency in determining bargaining zone
-Not falling pray to biases and leveraging them against the opponent.
- Influence tactics. |
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Definition
| Best Alternative To a Negotiated Alternative |
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Term
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Definition
| The price at which you will walk away from a negotiation. |
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Term
| Cialdini's 6 Principles of Influence |
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Definition
-Reciprocity
-Commitment and Consistency
-Scarcity
-Social Validation
-Liking
-Authority/Expertise |
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Term
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Definition
| -More likely to comply with a request from someone who has previously provided a favor or concession. |
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Term
| Commitment and Consistency |
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Definition
| - after committing to a position, people are more likely to to comply with requests consistent with that position. |
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Definition
| - as a resource becomes more scarce |
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Definition
| More likely to comply if similar to what others are doing |
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Definition
| people comply with request if they like a person.(attractive, similar) |
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Definition
People more persuaded by someone who possesses more status or expertise regardless of the strength of their arguments.
Superficial (height, glasses, accent, etc) |
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Term
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Definition
| New Relationships. Statements and promises and words can be relied upon |
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Definition
| Reputation. rational assessment of authority's trustworthiness based on track record. |
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Term
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Definition
| depend on feelings toward the authority that go beyond rational assessment. |
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Definition
based on Outcomes.
(rewarded according to effort, fairly, equal share of resources needed to succeed. |
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Definition
based on process
-rules followed, accurately applied, correct, biases are surpressed |
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Term
| Effects of Distributive vs. Procedural Justice |
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Definition
| Peoples reactions to outcomes are much stronger when there is low procedural justice. |
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Term
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Definition
| People are more likely to accept an unfavorable decisions given if the reasons were perceived to be fair. |
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Term
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Definition
Reflects the perceived fairness of the treatment received by employees from their authorities.
-Respect Rule
-Propriety Rule |
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Term
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Definition
Reflects the perceived fairness of the communications provided to employees from authorities
-Justification Rule
-Truthfulness Rule |
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Term
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Definition
| whether authorities treat employees in a dignified manner. |
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Term
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Definition
| Whether authorities refrain from making improper or offensive remarks. |
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Term
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Definition
| mandates authorities to explain decision making procedures and outcomes in a reasonable manner. |
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Definition
| Authorities communications be honest and candid. |
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Definition
| Shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of individuals. |
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Definition
| expresses the core values of an organization's members |
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Definition
| develop inside larger organizations and relect the common problems situations and or experiences of the members |
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Definition
| core values are strongly held and immensely spread. |
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Definition
| vagueness, ambiguity, and/or inconsistencies. |
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Definition
More culture correlated with higher profits.
-Extension of reward system (equity theory)
-determinant of turnover (P-O Fit)
-directs toward correct behaviors even w/o management.
- |
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Term
| Functions of Organizational Culture |
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Definition
1. Identity
2. Facilitate Commitment
3. Promote Social System Stability
4. Help make sense of surroundings. |
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Definition
| Observable Products of the culture (symbols, songs, texts, ceremonies.) |
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Definition
| Specify rules of appropriate behavior. Norms about what is right and wrong, important/unimportant. |
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Definition
| Underlie organizational culture, taken for granted, shared beliefs: hidden. Must be inferred. |
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| Tools for Managing Culture |
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Definition
Special Physical Settings
Symbols
Ceremonies
Costumes
Jargon/Language
Stories/Scripts |
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Term
| Special Physical Settings |
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Definition
| Promote cohesion, facilitate role-taking, sealed from outside world. |
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Term
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Definition
| Objects to reinforce and communicate quickly and economically the values and ideology |
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Definition
Foster cohesion and morale
Create status hierarchy with equal opportunity reward structure |
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Definition
| Reinforce collective organizational identity, and the shared faith of all of the members. |
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Definition
-facilitates communication
-communicates assumptions, values and ideology |
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Definition
| Narratives that make ordinary actions extraordinary. |
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Definition
leadership- vision
top mgmt- rewards nd structure
selection- hires fit into culture
socialization- taught how to behave. |
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