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133 Cards in this Set
- Front
- Back
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Who was the guest proctor?
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Daniel - Sommer's son
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people are not only acting on their internal drives - they respond to _____
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externalities - SOCIAL ENVIRONMENT can even override what the person wants to do. Ideas, perceptions, attitudes, and feelings toward work are created in interaction with others.
EX: culture overrides person's background - people from fraternities (they've grown up as gentlemen-like). For their "hell week," they run around without clothes with just their jockstraps and tennis shoes - this type of behavior isn't what they would normally do |
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List 5 influences from the social environment
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1) impacts expectations (VAB)
2) creates context (culture) 3) need to collaborate 4) source of information (trust -> reputations are social information, and we use the social environment to gather information about someone's reputation) 5) fun (make a boring job more enjoyable; seek relationships others for the pleasure they provide in and of themselves ) |
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How does social environment impact expectations?
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through values, attitudes, beliefs
values - shaped by early upbringings (like culture, EX: power distance) attitudes - emotioning priming, emotional contagion beliefs - ? |
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What do you consider in terms of collaboration (in a social environment)?
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you're in a situation where you have to consider balancing working with someone for a goal but still competing for the same rewards
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What's within the wheel?
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Core = values (what is your definition of truth? Who are you and how do you think?)
outside = P&S (personality and schemas) outermost = attitudes (asks right now how do I feel?) |
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personality
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developed set of BEHAVIORAL preferences - personality is NOT fixed
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schema
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cognitive orientation: how do you think about the world? It's a way for us to organize our experiences.
-when schemas are not done right, we come across stereotyping; we assume and stop trying to collect more data EX: Sommer has met a person who was in disbelief that he was a Jew because Sommer didn't have horns |
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Three indicators of effective schema:
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For an effective schema, we need to make sure we collect the right data, and enough data. Once we have the data, we test it.
1. based on data 2. tested 3. open to change: find that prior schema is wrong or might need revision |
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similarity effect
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we tend to give more credibility to those that are like us; we give credibility to those similar to our social identity
plays the role of distortion - where you sit is how you see the world. Reality might be skewed |
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social identity
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we all belong to a number of different social roots/ groups; how you define yourself
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confirmation effect
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we tend to give more weight ot information that confirms information we want to believe - we try to reinforce our own schemas
plays the role of distortion - where you sit is how you see the world. Reality might be skewed |
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cognitive dissonance
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the "oh ****" moment: reality does not align with expectations. It's also a mild, psychological form of STRESS
severity of this stress can be moderated |
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3 important points for dealing with stress? (not sure)
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1) importance - importance of the issue
2) control - to what extent do we feel we have control of the situation that's causing the dissonance/stress? EX: stuck in traffic -> you get amped up as unpredictability increases EX: people experiencing work/family conflict -> based solely on perception of supervisor's support (perceived control) 3) rewards - being bought off? (wtf) |
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Two faces:
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eustress and distress
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distress
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when people think of stress, they think only of the downside of it (correlates with anxiety, anger, frustration, shame, etc.)
- as reality is in line with expectations, we don't notice it. When it isn't in line, that's when we notice EX: when someone abuses power, we notice, react, resist, and rebel |
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eustress
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we need stress - it's what gets us going - we become complacent and lethargic without it (correlates with joy, happiness, excitement)
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different zones in simon's curve
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blue sky - not muc hstress, pressure (EX: think looking at the sky, laying down on Aldrich Park. You're complacent and you underperform)
green zone - green for go, for activation. You have to work and you don't take it for granted red zone - still a little up, and then down. there is a point at which you push too far, and there is a decline (exam) black zone - if it's too long, there is the burnout where people snap: overwork |
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positive emotion leads to:
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innovation and creativity, diligence, attention to detail
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lesbian teacher fired from Catholic school - decisions will have to be made. Think ____
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paralysis analysis - Pearce
Extra info: it's a private religious organization so it receives no public funding and does not need to comply with federal law. Syria -> paralysis analysis - gotta make a decision |
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psychological hardiness
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simon's curve is universal, but what is variable is how tall the curve is. It deals with how mentally tough you are
EX: tolerance for ambiguity and ability to manage stress EX: Nebraska story - Sommer stresses out about none of the students going. He ends up being the last person htere |
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elements of psychological hardiness? (unsure)
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challenge, control, commitment
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two ways of approaching a challenge:
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opportunity oriented and threat oriented
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opportunity oriented
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" I will excel at this task. I'm up to the task -> finally, I can do this."
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threat oriented
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"holy ****. how am I going to survive this?"
EX: when people get fired, opportunity oriented people get jobs quicker. Threat oriented people get more depressed |
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control (LOC?)
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measures extent people believe they are in control internally (vs. externally)
LOC = locus of control; the more you have it the less cognitive dissonance. |
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commitment
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how much you stick to it; how easily do you give it up? what happens when there is an obstacles? how committed are you?
EX: research shows 85% of people who set NY resolution abandon in 2 weeks. |
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too committed =
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too invested and you don't know when to quit
think: a bad relationship, pledgeship focus here is sunk cost |
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takeway from the Rudy (football) video/movie clip
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1970's: he played football for Notre Dame. Rudy is the mascot for determination. Not that you get knocked down, but do you get back up? (psychological hardiness) When Rudy gets back up, he's more determined and more committed
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psychological hardiness scale
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the lower the score, the more opportunity - oriented you are. The higher, the more threat (less than 10 you're in opportunity zone; greater than 25, you're in the threat zone; between = central tendency bias)
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commitment scale
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lower = less tenacious
higher = more determined less than 8 = wimp; greater than 15 = determined/persistent |
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4 types of social support:
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instrumental, informational support, appraisal support, emotional support
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instrumental
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direct help resource activity - need to move? I'LL HELP YOU MOVE FURNITURE!
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informational support
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ask around to find information - want to start a business? ask around for help
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appraisal support
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evaluation of ideas and gives feedback - incubators look at entreprenuer's business plan and evaluate its validity and depth
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emotional support
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shoulder to lean on; someone you know who understands you and vents to you in order to diffuse their emotions - emotional intelligence
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types of stressors
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situational, encounter, anticipatory, time (SEAT)
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situational stress
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you may just have too much going on - at some point, you will find you can't do it all. Either learn how to say no, or crash and burn
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encounter stress
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How you're feeling in certain places and activities - cause stress. There are activities that we don't want to do or approach that stress us
EX: Sommer's phone rings in class. he sets a ringtone to who's calling so he knows. If his EX calls, he knows it won't be good. |
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anticipatory stress
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what's lingering - do you know the unknown
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time stress
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not so much the issue of not having enough time; it's the issue of not utilizing time wisely - it's an issue of prioritizing
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Warning signs of stress: being self aware of your own behavior. Emphasis on being in CONTROL of your own life
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1) loss of sleep
2) breakfast - lack of 3) lack of balanced meal 4) do you exercise regularly? |
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loss of sleep
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need 7-8 hours of sleep for body to recover and brain to decompress and work through. In the short term you can pull off not sleeping, but in the long-run there are detrimental effects
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breakfast
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do you eat a balanced breakfast? -emphasis on need for PROTEIN to stock up for the day
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balanced meal
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what is the regularity with which you eat meals? Do you have a set dinner time? Prepared meals. vs take out
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exercise
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3-5 times/week; at 75% of your aerobic capacity (warning sign here is weight gain)
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participation:
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sommer does not always wear a tie (esp. on exam day)
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Learning to cope with stress (reactive)
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de-escalation techniques, relaxation techniques
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de-escalation techniques
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you want to remove source of an irritant, take a break (this is generally in the moment)
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relaxation techniques
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ways that you can relax - in the moment. It doesn't take you to the source of the problem; it eases symptoms
EX: imagery (put yourself in a more pleasant place), meditation. "Find in the happy place" |
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CD matrix graph structure:
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Left -> Right
Desired Reactions, the D's, Anti-social stress, induce change |
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What's under Desired Reactions (CD matrix graph)
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"green zone": change in behavior (change habits), attitude (thinking positively), situation, setting (quit!)
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What's under the D's, RSI (CD matrix graph)
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deals with issues - reaction to cognitive dissonance. here, people lose focus and there's a need for managers to target the problem before it gets worse
"purple haze": deny/supress - recognize it's there but don't confront the issue displace - project (I'm not the problem, you are) deflect - change topic distort - exaggerate the data discount - "you're getting worked up over nothing" discredit - make some lose credibility |
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What's under anti-social stress (CD matrix graph)
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"red zone":
deviant behavior fixation - think in the same ways to address problem frustration - emotionally agitated withdrawal - reducing effort, attention, performance aggression - "choking the boss" abuse - transforming anger at helpless objects "kick the dog" it's difficult handling these issues - possibly need clinical help |
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exam question - discuss cognitive dissonance in reference to RSI
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huh?
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Urgent and Important
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day to day activities
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Urgent and not important
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we tend to let people put pressure on us here
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not urgent and important
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life strategies (people don't spend enough time here)
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not urgent and not important
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fun time
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eliminating stress (enactive)
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job design - what can we do with the nature of the job
time management - look at the time management matrix goal setting small wins - celebrate the victories (with long term goals, there are benchmarks. set it up and celebrate!) |
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social impacts
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social:
facilitation, comparison, competition, learning |
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social facilitation
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the mere presence of others increases commitment and performance
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social comparison
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pick people slightly better than you and compare (mainly for evaluation purposes to judge ourselves)
this is also important because employees compare themselves with others similar to them or close to them. managers must take into account fairness between those who are similar in terms of treatment. |
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social competition
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social impact of people that they want to beat "bragging rights."
EX: in investment banking, employees are more motivated by their desire outshine their peers than getting money This is a double edged sword because it might make the workplace dysfunctional by reducing chances for cooperation. |
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competition can have a positive outcome if:
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1) rules for determining winners are clear
2) everyone believes rules are fair 3) winning is attractive but not important 4) competition is not a manipulation to goad more effort from employees |
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social learning
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look to people as role models
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building psychological capital (hardiness/ courage, transformation)
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-balance in values, priorities, lifestyle
-resiliency (psychologically, physically through exercise, through social support) |
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T/F (exam): sometimes, quitting is the answer
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TRUE (refers to change in situation)
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What's under induce change (CD matrix graph)
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-social support (reach out to people)
-getting new information as a manager (schema, testing, revision) -peer group -co-opt -fear (ostracization, losing job, punishing) |
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peer group
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what happens with co-workers dictate what you do (if there is a slacker in a group project, isolating that slacker by banding togehter can induce change)
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co-opt
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taking your antagonist (person showing dissonance) and involving them. Making them part of the search for a solution
EX: 12 angry men - getting opposers involved in the discussion about the murder by asking questions; having opposers help with playing out the scenario |
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three components of motivation
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motivation is why and how we work toward some objective and our persistence in trying to reach it:
1) intensity - amount of effort 2) direction - what person is trying to do 3) persistence - in exerting effort |
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T/F there is one theory of motivation that does it all
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FALSE
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start with three questions that lead us into the theory we want to focus on:
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1) what do I get from it?
2) can I do it? 3) is it worth it? *must be answered in a positive framework. managers must make sure each of these questions are answered with 'yes" |
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Victor Vroom
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developed expectancy theory
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Relationship between Vroom and Sommer?
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Vroom is related to Sommer via academic lineage through Jone Pearce. Victor is Sommer's academic grandfather
yellow, black laced tie? |
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social capital
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not just if you know someone, but to what extent is there a mutual respect for exchanging favors
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expectancy theory elements:
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1) effort -> performance
2) performance -> outcome 3) value of outcome important to note about this theory: it's according to the person's perceptions, not objective reality (people can misunderstand capabilities or the rewards) |
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effort -> performance
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probability to reach goal through effort: If I expend the effort, what is the chance I can actually perform at a level that would result in the benefits I value?
** there will be no effort if the person does not believe he has the ability to do so, despite how much he wants the benefits** range of goals - at what point does probability not become worth it? (on a test, probability of getting 100% is a lot less than getting a 70% |
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performance -> outcome
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If I hit the goal, what is the probability that I get the promised reward? (am I going to get what I am promised)
Also takes into account cost and benefits: would peers get jealous of me? Would I have to miss dinners with my family? The person asks if benefits outweigh costs |
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misconception of expectancy theory
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effort leads to outcome (it does NOT)
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Rudy Effect
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Rudy kept getting back up. He was reocgnized for his effort (hardiness) but he did not get playing time.
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value of outcome
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every behavioral request is made in context of other tasks - think work/life balance; it's all about tradeoffs (when you're doing a thing, is it worth it compared to what other things you can do?
EX: office space - Peter used to be an A-player, but became a B-player happen in isolation? (no) |
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___ and ___ are guests
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Pearce and Eppel
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Elements in the expanded effort -> performance chart:
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resources/training - what does org provide you with to optimize productivity
human capital - ability/ talent, what you bring to the table psychological capital - guts SCAF - goals A/B - A/B players |
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Elements for human capital
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tacit, robust, embedded, consensus
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Tacit
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knowledge that's embedded within you; it's not you reading a manual; it's a certain intuition
EX: Linda from State Farm had a knack for knowing what questions to ask and spot who would be a fit for the firm |
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robust
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how transferrable are your skills? If you quit, can you work somewhere else? Can you move from industry to industry?
EX: there are shifts where jobs are disappearing |
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embedded
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to what extent is your ability to perform YOU, or the external resources that you're given?
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consensus
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to what extent is there agreement within the domain to which what the necessary talents are? (agreed set of skills/ knowledge that would be credible
EX: best buy supervisor vs. GE capital supervisor -> agreed set of skills between both firms are completely different. These agreements create a professional identity |
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Elements for psychological capital
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resilience, optimism, hope, self efficacy
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toughness / resilience
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how do you see challenges (back to threat vs. opportunity)
EX: Olympics -> Bernard vs. Lezak: Bernard saw Lezak tightening up as a threat, while Lezak saw it as an opportunity |
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optimism
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look at events through controllable factors internally; don't focus on non-controllable external factors
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hope
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what is your long-term expectation? what do you expect the situation to be like?
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self efficacy
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to what extent do you feel you have the resources and talent to accomplish the goal? A person's belief that he or she is capable of producing desired actions or performance or capable of avoiding undesirable ones
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is psychological capital trainable? How?
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yes:
EX: way to improve efficacy can be through verbal persuasion by encouraging people (emotional priming/ contagion) or by modeling others (watch others do it) EX: create a galatea effect - effective cultivation of others' sense that they can achieve high performance |
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SCAF - goals that the organizations provide you. They are crucial because they clarify and manage expectations via accountability:
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specific - "focus and direct efforts": clarify expectations. Inform how much is enough and how much resources must be allocated
challenging - "energize and activate": challenging enough to energize and activate an individual, but not enough to be too hard accepted - "buy in/ own it": how credible is the authority setting the goal, and how legit is the goal feedback - "adjust effort": given information to help determine what's next, do I change the goal, strategy, resources? |
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ratcheting
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when you go above a minimum, you get a bonus. Therefore, firms raise the minimum, and you are expected to do more for less. Organizations squeeze more out of people to get less and it leads to game wher eemployees don't try as hard and do the minimum
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T/F: growth is linear
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false - due to diminishing returns
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relationship between participation and performance:
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1) participation can lead to higher motivation by setting a higher goal, it will lead to higher performance
2) participation can lead to a greater level/understanding as to why a goal was set 3) social facilitation/comparison: when you participate, you make a public commitment and you don't want to be called out for not committing. You don't want to be the weakest link |
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Companies long-term performance depends far more on contributions of ___
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b players (valued for their stability) - act as grounders for A players who might destabilize the organization
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(T/F) A players are smarter than B players
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false: A and B players differ in temperament as much as intelligence (B players tend to avert attention, focus work/life balance)
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truth -tellers (B players)
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individuals with a zeal for honesty and reality with bosses (focus on work they do than career). They're not afraid about politics and have social capital credibility. They say what A players won't.
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go-to people
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b players with second-rate functional skills; however, they make up for it by their knowledge of the company's processes and norms. They focus more on balance because it's more important. If they were to allow work to override family/outside life, it would have be for the sake of the organization. Generally, they don't ask, "what's in it for me?"
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middling
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less competent than other B players - steer clear from risks and aren't entrepreneurial. They come to work day-after-day. They do what needs to be done, and then check out. (just enough)
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A players focus importance on __
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themselves rather than the company - focus on moving up the chain improve their career status
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queen bee syndrome
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idea that a young ambitious woman would not get the support from a woman on top because she would see her as a threat
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T/F There is a direct linkage b/w participation and performance
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false
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T/F: It's all about incentives
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false - people value good opinion and support provided by those they work rather than incentive s
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Organizational social environment is less subject to _____ than organizational structures and policies, incentive systems, etc.
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managerial control - therefore, many managers make the mistake of ignoring them. Effects of coworker interactions are a more powerful influence on employee attitudes than organizational attempts to change attitude.
however, managers do have tools to exert influence: they have control over roles employees are assigned - parts people are expected to play in their position. Managers can set role expectations and guide employees in their roles. Emphasis here is ensuring that the expectations are clear and detailed |
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group mood
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emotions all spread among those who work together - therefore, those who work together influence each other's organizational behavior and performance because emotions affect performance
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(T/F) Coworkers' attitudes are a better predictor of employee's actions than employee's own personal attitudes
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True (people do not make up their own minds)
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social support
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the expression of understanding, willingness to listen to other's concerns, and practical assistance provided to others. More stressful the job, the more important social support is
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social undermining
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opposite of social support - rudeness towards others reduces job satisfaction and is stressful
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social information processing
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so much at work is ambiguous that employees develop their own perceptions and beliefs from people around them
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organizational climate
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shared perception in an organization about what is appropriate and important
EX: service climate - dictates how customers should be treated. |
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People will work harder when working in the mere presence of others. This is true under which two conditions:
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1) for well-learned tasks
2) observer is not hostile without these conditions, it could have the opposite effect - performance anxiety, or stage fright (becoming anxious and frightened to perform) |
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the performance of coworkers is ___
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contagious (therefore, you want to work with the best. as a manager, you want to avoid poor performing rotten apples because it spoils the whole performance barrel)
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devil's advocate
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assigned role in which person is supposed to question and disagree - formally assigned roles are not effective because everyone knows it's an act.
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reputation and stigma
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reputation - shared assessment of a person, group, org (assessment of skills, ability, reliability, etc.) good reputation equates to having high self-esteem, create an impression of effort, etc.
stigma = bad reputation |
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gossip
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gossip = informal private sharing of evaluative information. Primary means by which people exert social control over members of social environments
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socialization
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managers spending time with newcomers is important to building clear performance expectations
socialization = process by which newcomers learn ropes of new workplaces (what others value, who to consult, who to avoid) formal socialization = degree to which the newcomer is segregated from normal workplace and given a formal newcomer's status |
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The more segregated the newcomers, the more stigmatized as incompetent. Effects?
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the more motivated newcomers become to achieve veteran status and remain open to information to tells them how to do that (if newcomers come in as group, they are more likely to develop contrary views with their fellow group members)
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divestiture
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seeks to strip newcomer of previous attitudes and identities by cutting off contact with outsiders through harassment or demeaning dirty work
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3 types of A players (Sommer's Lecture)
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1) Current
2) Recovered 3) Failed |
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current A players
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they are currently in the game - they are out there, they ARE their work. Their social identity is wrapped up in what they do, and it's all about the job. They look for the face time, special projects, make sure their work is known.
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Recovered A players
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A players who have become B players - this is from the book.
A players who have chosen to check out of the game by CHOICE. They have been through everything and are capable of playing the game. Therefore, they are not threatened by A players because they're not in the competition again. "I'm willing to do outstanding work for 50 hours, but I won't go over that no matter how much money you give me" |
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Failed A players
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out of the game, not by choice but by failure. They have been in the game, got their butts kicked, and got washed out. They have a certain level of toxicity -> lots of complaining, "life ain't fair," and this toxicity can contaminate the work environment.
Not a good source of capital |
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two aspects of type A behavior -
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positive orientation (achievement) and negative orientation (stress, anger, frustration)
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Competitive scale
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6-8: very low motivation
9-12: some achievement orientation 13-15: competitive 16-18: hyper-competitive (everything is a contest) |
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work involvement scale
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6-8: B players (the middling ones)
9-12: work to live (go to B players) -> priority is family 13-15: willing to stay and work and miss Bobby's soccer game 16-18: really strong A players (life is my work) |
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hostility/anger scale
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6-8: chill
9-12: 13-15: 16-18: what the hell is wrong with you? |
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impatience/urgency scale
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6-8:
9-12: 13-15: 16-18: |
