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90 Cards in this Set
- Front
- Back
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. |
Perception |
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Factors influencing perception |
Situation Perceiver Target |
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Suggests that perceivers try to "attribute" the observed behavior to a type of cause: internal and external |
Attribution Theory |
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Behavior is believed to be under the personal control of the individual. |
Internal |
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The person is forced into the behavior by outside events/ causes |
External |
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Determinants of Attribution |
Distinctiveness Consensus Consistency |
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Whether an individual displays different behaviors in different situations. |
Distinctiveness |
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Does everyone who faces a similar situation respond in the same way as the individual did. |
Consensus |
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Does the person respond the same way over time. |
Consistency |
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Attribution Errors |
Fundamental attribution error Self-Serving Bias |
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Tendency to underestimate the influence of external factors and overestimate that of internal factors |
Fundamental attribution theory |
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Occurs when individuals overestimate their own (internal) influence on succession and overestimate the external influences on their failures. |
Self-serving Bias |
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Shortcuts Used in Judging Others |
Selective Perception Halo Effect Contrast Effect Stereotyping |
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A perceptual filtering process based on interests, background, and attitude |
Selective Perception |
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Drawing a general impression based on a single characteristics such intelligence, skillful |
Halo Effect |
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Our reaction is influenced by others we have recently encountered (the contect of the observation) comparison |
Contrast Effect |
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Judging someone on the basis of the perception of the group to which they belong. |
Stereotyping |
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Rational Decision- Making Model |
1. Define the problem 2. Identify the decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Select the best alternatives |
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Constructing simplified models that extract the essential features from problems without capturing all their complexity. |
Bounded Rationality |
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Common biases and errors |
Overconfidence bias Anchoring bias Confirmation bias Randomness bias Availability bias Escalation of commitment Risk Aversion Hindsights Bias |
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As managers and employees become more knowledgeable about an issue, the less likely they are to display. |
Overconfidence bias |
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A tendency to fixate an initial information and fail to adequately adjust for subsequent information. |
Anchoring bias |
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Seeking out information that reaffirms our past choices and discounting information that contradicts past judgements. |
Confirmation bias |
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Believing that we can predict the outcome of random events |
Randomness Errors |
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Basing judgements on information that is readily available |
Availability bias |
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Staying with a decision even when there is clear evidence that it is wrong. |
Escalation of Commitment |
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Referring a sure thing over a risky outcome. |
Risk Aversion |
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Believing falsely that we could have predicted the outcome of an event after that outcome is already known |
Hindsights bias |
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Ethical Frameworks for Decision Making |
Utilitarian Rights Justice |
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A non-conscious process created out of distilled experience |
Intuitive Decision Making |
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Awareness that a problem exists |
Perception Influences |
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“The only definition of a leader is someone who has followers.” |
Peter Drucker |
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“As we look ahead into the next century, leaders will be those who empower others.” |
Bill Gates |
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A process of social influence, which maximizes the efforts of others, towards the achievement of a goal. |
Leadership |
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• Leadership Traits are innate.(Big 5 Model Traits) • Developed through Experience and Learning • Focuses on Personal Qualities and Characteristics. • Critics: “Too simplistic & futile.” |
Trait Theory |
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Traits that make Indra Nooyi a Great Leader: |
Sociable Agreeable Emotional Stability Open to Experiences Conscientious |
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Theories that attempt to isolate behaviors that differentiate effective leaders form ineffective leaders |
Behavioral Theories |
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The two studies |
Ohio State Studies Michigan Studies |
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Ohio Studies |
Resulted in two dimensions: • Initiating structure • Consideration |
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Michigan Studies |
Came up with two-dimensions of leadership behavior • Employee-oriented • Production-oriented |
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• Developed by Blake and Mouton • Based on “ concern for people “ and “ concern for production “ • Does not specify why a manger falls into one part or another grid |
Managerial Grid |
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Different leadership behavior |
Autocratic leadership Democratic leadership Supportive leadership Achievement leadership Laissez Faire leadership |
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Autocratic leadership |
Classical leadership style Adolf Hitler |
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Democratic leadership |
Participative style Carlos Ghosm |
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Supportive leadership |
Path- goal theory Steve Jobs |
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Achievement leadership |
High level of skills Abdul Kalam |
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Laissez Faire leadership |
Hands off style Warren Buffet |
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Contingency Theory |
Fiedler's Model Results of two factors - Leadership Style - Situational Control |
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LPC |
Least Preferred Co-Worker |
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Path Goal Theory |
House's Path Goal Theory |
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Characteristics of followers (Path Goal Theory) |
Amount of experiences and knowledge Needs Personality |
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Leadership Style (Path Goal Theory) |
Directive Supportive Participative Achievement- Orientation |
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Characteristics of situation (Path Goal Theory) |
Level of task structure Authority of system Nature of the group |
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Goal achievement (Path Goal Theory) |
Follower satisfaction Productivity Rewards |
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Based on maturity of people they are leading |
Heshey- Blanchard Leadership Theory |
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Leadership in Organizations |
Transactional Leaders Transformational Leaders |
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Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. |
Transactional Leaders |
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Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers. |
Transformational Leaders |
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JCM |
Job Characteristics Model |
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Five core dimensions of JCM |
Skill Variety Task Identity Task Significance Autonomy Feedback |
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Motivating jobs must be |
Autonomous Provide Feedback Have atleast three meaningfulness factors |
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How can job be redesigned? |
Job Rotation Job Enrichment |
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The periodic shifting of an employee from one task to another. |
Job Rotation |
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Increasing the degree to which the worker controls the planning, execution and evaluation of the work. |
Job Enrichment |
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Alternative work arrangements |
Flextime Job Sharing Telecommunicating |
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Some discretion over when worker starts and leaves |
Flextime |
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Two or more individuals split traditional job |
Job Sharing |
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Work remotely at least two days per week |
Telecommunicating |
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Social characteristics that improve job performance |
Interdependence Social Support Interactions with other people outside the work |
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Work context also affects performance |
Temperature Noise Safety |
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A participative process that uses the input of employees to increase their commitment to the organization's success |
Employee Involvement |
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Employee Involvement |
Participative Management Representative Participation |
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Subordinates share a significant degree of decision-making power with superiors. |
Participative Management |
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Workers are represented by a small group of employee who participate in decision. |
Representative Participation |
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Need to establish a pay structure |
Internal and external equity |
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The worth of the job to the organization. |
Internal Equity |
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The external competitiveness of organization's pay relative to pay elsewhere in its industry. |
External Equity |
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Variable pay programs |
Piece-Rate Pay Merit-Based Pay Bonuses Skill-Based Pay |
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More variable Pay Programs |
Profit Sharing Plans Gainsharing Plan Employee Stock Ownership Plans (ESOPs) |
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What benefit to offer: Flexible benefit |
Modular Plans Core-Plus Plans Flexible Spending Plans |
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A workers are paid a fixed sum for each unit of production completed |
Piece-Rate Pay |
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Pay is based on individual performance appraisal ratings. |
Merit-Based Pay |
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Rewards employees for recent performance. |
Bonuses |
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Pay is based on skill acquired instead of job title or rank |
Skill-Based Pay |
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Organization wide programs that distribute compensation based on an established formula designed around profitability. |
Profit Sharing Plans |
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Compensation based on sharing or gains from improved productivity |
Gainsharing Plans |
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Plans in which employees acquire stock, often at below market prices. |
Employee Stock Ownership Plans |
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Predesigned packages to meet the needs of a specific group. |
Modular plans |
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Core of essential benefits and menu of options to choose from |
Core-Plus Plans |
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Full choice from menu of options |
Flexible Spending Plans |