1. Factors in Situation

2. Factors in Perceiever 

3. Factors in Target

1. Distinctiveness

is behavior unusual? different behaviors for different situations?

2. Consensus

how does everyone react?

3. Consistency

same response over time?

External Cause

(Attribution Theory)

1.Distinctiveness: HIGH

2. Consensus: HIGH

3. Consistency: LOW

Internal Cause

(Attribution Theory)

1. Distinctiveness: LOW

2. Consensus: LOW

3. Consistency: HIGH

-Seeing what you want to see

-Selectively interpreting what one sees on the basis of one's interests, background, experience, etc.

-evaluation of individual affected by comparisons with others

-ex. job interview

-One person inaccurately perceives another

-the other behaves in a way to meet first person's perception

-describes how individuals should behave in order to maximize some outcome

1. Define Problem

2. Identify the Decision Criteria

3. Allocate Weights to criteria

4. Develop Alternatives

5. Evaluate Alternatives

6. Select the best alternative

DIA-DES

Bounded Rationality

-unconscious process created out of distilled experiencing

-trusting your gut 

-neither right nor wrong

-being overconfident

-less intellectual--> more bias

-more optimistic---> more overconfident

Anchoring Bias

-overemphasizing initial information

-occurs when negotiating

-tendency to seek out information that reaffirms past choices and discount info. that contradicts past judgements

-selective perception

Availability Bias

-basing your judgements on information readily available

-overestimating air flight risk over car

-increased commitment to a previous decision even though its obviously wrong

-staying in a relationship even though it sucks

Randomness Error

-believing you can predict randomness

-lucky socks in a game

-never make decisions on Friday the 13th

Risk Aversion

-tendency to prefer a sure gain of a moderate amount over a riskier outcome....even though outcome has higher expected payoff

-people with power are more risk averse

-belief that you would have accurately predicted outcome after it happened

-reduces our ability to learn from the past

-"what is clear in hindsight is rarely clear before the fact"

-ethical criteria

-most good for most people

-based on outcomes

Whistle-Blowers

-people who report unethical practices to outsiders

-snitches

Three Component Model of Creativity

-creativity requires:

1. Expertise

2. Creative Thinking Skills

3. Task Motivation

-processes that account for an individual's 

1. intensity

2. direction

3. persistence (of effort)

toward attaining a goal

-intensity: how hard you try

-direction: how effort is channeled

-persistence: how long effort is maintained

Maslow's Heirarchy of Needs

-Self Actualization

-Esteem

-Social

-Safety

-Physiological <-- base of pyramid

-SESoSaP

Maslow's Heirarchy of Needs:

High Order Needs Vs. Lower Order Needs

Higher Order (internal)

1.Self-actualization

2. Esteem 

3. Social

Lower Order (external)

1. Safety

2. Physiological

Employees can like work 

higher order needs dominate individuals

Two-Factor Theory

-intrinsic factors-->satisfaction

-extrinsic factors--> dissatisfaction

-dual continuum:

opposite of no satisfaction is satisfaction 

opposite of no dissatisfaction is dissatisfaction

NOT opposite of satissfaction is dissatisfaction

-factors, that when adequete, workers will not be dissatisfied

-ex. company policy, supervision, salary

McClelland's Theory of Needs

-Need for Achievement, Power, and Affiliation effect motivation

-nAch: need for achievement

-nPow: need for power

-nAff: need for affiliation

-perform best when probability of success is .5

-dislike high odds because reduces chance of accomplishment

-dislike low odds because its not a challenge

-not a good indicator of managerial success

-people like to feel they have control over their actions

-motivation decreases if you take away feeling of control

-ex. Marcia used to volunteer then gets paid and hates it

(what a bitch)

-version of self-determination theory

-extrinsic rewards for previously intrinsic feelings is less motivating 

IF

-rewards are seen as controlling

-are your reasons for working consistent with core values?

Management by Objective

-specific goals, participatively set for an explicit time period, with feedback on progress

-emphasizes participation

-belief that you are capable of work

-low: give up easier, respond negatively to negative feedback

-high:try harder, react positively to negative feedback

-ignores cognitive theory

-behavior is a function of its consequences

-behavior follows stimuli in unthinking manner

-no conscious awareness

1. Attentional Processes: only learn when paying attention

-more influenced by attractive, important people

2.Retention Processes: how well you remember action

3. Motor Reproduction Processes: watching converted to doing behavior of model

4. Reinforcement Processes: incentives and rewards

-you get what you give

-compare incomes and outcomes with others and take action to relieve equity tension

-Asking a co-worker what they make

1. self-inside: you to position inside organization

2. self-outside: you to position outside organization

3.other-inside:not you to position inside org

4. other outside:not you to position outside org.

1. Change inputs

2. Change outcomes (more of less-qualit units)

3. Distort Perceptions of Self

4. Distort Perceptions of Others

5. Choose a different referrent

6. Quit

-perception of what is fair in workplace 

comprised of 

1. Procedural Justice

2. Interactional Justice

3. Distributive Justice

Procedural Justice

1. Effort-Performance: will max effort be recognized in performance appraisal

2.Performance-Reward: If i get a good performance appraisal will it lead to rewards?

3. Rewards-Personal Goals: attractiveness of rewards

Job Charateristics Model: job can be described in 5 dimensions

1. Skill Variety

2. Task Identity

3. Task Significance

4. Autonomy

5. Feedback

FATTS

-degree to which job requires a variety of activities

-doing a bunch of shit compared to spray-painting all day

-degree to which job requires completiong of whole and identifiable work

-making an ntire cabinet as opposed to just the handles

-degree to which job has impact on others

-being a doctor vs. a janitor

degree to which carrying out work activities generates direct and clear info about performance

-making iPods then teting them VS. just making them

1. learn (knowledge of results)

2. they personally (experienced responsibility)

3. care about (experienced meaningfulness)

meaning--->STT

responsibility--->autonomy

knowledge--->feedback

-periodic shifting of one employee to from one task to another

-pros:reduces boredom, increases motivation, better idea of role in organization

-cons: increased training osts, adjustment issues, less productive

-vertical expansion of jobs

-increases workers control over planning, execution, and evalutation of work

-expanding jobs vertically, combining tasks, forming natural work units,establish client relationships, open feedback channels

-flexible work time

-must work specific number of hours per week, , but free to very their hours of work within certain limits

-two or more individuals splitting a 40hr/week job

working from home at least 2 days week

-teamwork issues, "out of sight out of mind" (promotions)

-joint decision making

-participants share degree of decision making with supervisors

Piece-Rate Pay Plan

Bonus

-formula-based group incentive program

-measured by group productivity not organizational success

Employee Stock Ownership Plans

-employees get stock at discount prices

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

1. people join group

2. purpose is defined