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130 Cards in this Set
- Front
- Back
What are the 4 management functions
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1. planning
2. organizing 3. leading 4. controlling |
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Planning
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defining an organizational goals, establishing an overall strategy. developing a comprehensive set of plans to integrate and coordinate activities.
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organizing
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determining what tasks are to e odone, who is to do them and how the task are to be gropus and who reports to whom and where decisions are to be made.
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leading
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direct and coordinate people
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controlling.
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to ensure that theings are going to be as shey should. Performance.
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Organizational behavior
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investigates the impact that individuals, groups and structure have on behavior
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3 determinants of behavior
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individuals, groups and structure.
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Psychology
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the science that seeks to measure explain and sometimes change the behavior of humans and other animals. learning perception personalityemotions training leadership effectiveness job satisfaction, individual discions making performance appraisal etc.
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social psychology.
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focuses on peoples influence to one another.
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Sociology
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studies people in rlation sto their social environment and culutre.
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Anthropology
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is the study of societies to learn about human beings and activities.
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Workforce Diversity
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organizations are becoming a more heterogeneous mix of people in terms of gender, age , race ethinicity, and sexual orientation.
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Service industry jobs
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include tech suport, fast food counter workers, sales clerks, waiters or watiersses, nurses, automobile tech reps.
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ethical dilemmas.
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situations in which they are required to dfine what is right and wrong. for example should they blow the white to uncover illegal acivities. or should hey follow orders with with they dont personally agree.
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Turnover
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voluntary and invoulnutary permanent withdrawl from an organization, a shigh turnover rate results in increased recruiting selection and training costs.
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Classical Conditioning
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grew out of expierments to tach dogs to slivae in response to the ringing of a bell. by ivan pavlov.
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Unconditioned stimulus
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The meat. It invariably causes you to act in a specific way.
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unconditioned reponse
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the reaction that took place whenever the uncontioned stimulus occured
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conditioned stimulus
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the bell. althoguh it was originally neutral, after the bell was paired with themeat, it eventually produced a resonse when presented alone.
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conditioned response
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your behavior, the salivation to the bell
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Operant conditioning
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argues that behavior is a function of tis consequences. People learn to to behave to get something they want or to avoid something they dont want. voluntary behavior in contrast to reflexive or unlearned behavior.
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behaviorism
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behavior follows stimuli in relatively unthinking manner.
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social learning .
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individuals can laern by observing what happens to other people and just by bieing told about something as well as throuhgh direct expiriences.
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social learning theory
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we can learn through both observation and dierct experince.
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Four steps to social learning
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1. additional processes.
2. retention processes 3. motor reproduction processes. 4. reinforcement processes. |
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Attentional process
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People learn from a model only when they recognize and pay attention to its critical features. we tend to be most influenced by models that are attractive, repeatedly availalbe, important to us, or simlar to us in our estimation
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retention processes.
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a model's influence depends on how well the individual remembers the model's action after the model is no longer readily available.
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motor reproduction processes.
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After a person has seen a new behavior by observing the model, watching must be converted to doing. this process then demonstrates that the individual can perform the modeled activities.
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Reinforcement processes
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individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided.
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Shaping behvior
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positive reinforcement
negative reinforcement punishment extinction. |
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Positive reinforcement
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following a response with something pleasent
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negative reinforcemtn
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following a response by the termination or withdrawl of something unpleasent
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punishment
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causing an unpleasant condition in an attempt to eliminate an undesireable behavior
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extinction
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eliminating an reinforcemtn that is maintaining a behavior.
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What are the main componants of attitudes.
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cognition, affect, and behavior
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cognitive componant of an attitude.
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a dexcrioption of or belive in the way things are. it sets the statege for affect.
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affective componant
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the emotional or feeling segment of an attitude and is reflected in the atement, i am angry over how little im paid.
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behavioral componant
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an intnetion to behave in a certain way toward someone or somthing.
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Job satisfaction
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a postitive feeling about a job, resulitng from an evalution of its characteristscs. holds positive feelings about his job.
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exit.
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the exit response involve directing behavior toward leaving the organization
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is employee satisfaction related to postive customer outcomes?
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satisfied employees increase customer satisfaction and loyalty.while dissatisfied customers can increase an dmeployees job statisfation.
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Personality
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the sum total of ways in which an individual reacts to and interacts with others
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personality determinants
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Hereditary and enviornemtnal factors. research in personality development has tended to support the importance of hereditary over the evionment
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hereditary
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factors determined at conception. Physical stature, facial attractiveness, gender, temperament, muscle compositiona dn reflexes. energy level and biological rhythms.
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Myers-briggs
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Most wildly used peronality assessment in the world. 100 question personality test that asks people how they feel or act in particular situations
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Personality
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the sum total of ways in which an individual reacts to and interacts with others
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Big 5 peronality model
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extraversion
agreeableness conscientiousness emotional stability openness to experience |
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personality determinants
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Hereditary and enviornemtnal factors. research in personality development has tended to support the importance of hereditary over the evionment
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hereditary
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factors determined at conception. Physical stature, facial attractiveness, gender, temperament, muscle compositiona dn reflexes. energy level and biological rhythms.
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Myers-briggs
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Most wildly used peronality assessment in the world. 100 question personality test that asks people how they feel or act in particular situations
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Big 5 peronality model
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extraversion
agreeableness conscientiousness emotional stability openness to experience |
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Extraversion
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captures ones comfort with relationships. extraverts tend to be gregarious, assertive, and socialble. introverts are reserved timid and quite
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Agreeableness
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refers to an individuals proensity to defer to others. Highly agreeable poeple are cooperative, wam and trstuing, people who score low on agreeableness are cold disagreeable, and agnostic.
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Conscientiousness
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measure of reliability. a highly conscientious perosn is resonsible, organized, dependable, and persistant.
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Emotional stability
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often labeled by its converse, neuroticism, taps a persos ability to withstand stress.
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Openness to experience
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ones range of interests and facination with novelty. extremely open people are creative, curious and artistically sensitive.
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Core Self-Evaluation
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People who have positive core self-evaluations like themselves and see themselves as effective, capable, and in control of their environment.
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T/F. People with positive core self-evaluations perform better than others because they set more ambitious goals, are more committed to their goals, and persist longer at attempting to reach these goals
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True
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Machiavellianism (abbreviated as Mach)
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An individual high in Machiavellianism is pragmatic, maintains emotions distance, and believes that ends can justify means.
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Risk-taking
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High risk-taking managers made more rapid decisions and used less information in making their choices than did the low-taking managers
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Type A personality
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Aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of other things or other people.
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Type A Characteristics:
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1. are always moving, walking, and eating rapidly.
2. feel impatient with the rate at which most events take place. 3. strive to think or do two or more things at once 4. cannot cope with leisure time 5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. |
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Type B personality
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never suffer from a sense of time urgency with its accompanying impatience, can relax without guilt.
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Values
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Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
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T/F. Values contain a judgmental element in that they carry an individual's ideas as what is right,good, or desirable
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True
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Personality-job fit theory
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John Holland's theory, The effort to match job requirements with personality characteristics
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6 personality types for personality-job fit theory
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1. realistic
2.investigative 3. social 4.conventional 5. Enterprising 6. artistic |
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Realistic
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Prefers physical activities that require skill, strength, and coordination
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Investigative
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Prefers activities that involve thinking, organizing, and understanding
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Social
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Prefers activities that involve helping and developing others
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Enterprising
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Prefers verbal activities in which there are opportunities to influence others and attain power
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Artistic
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Prefers ambiguous and unsystematic activities that allow creative expression
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Hofstede's dimensions
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1. Power distance
2.. Individualism versus collectivism 3. Masculinity versus femininity 4. Uncertainty avoidance 5. Long - term versus short - term orientation |
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Power distance
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The degree to which people in a country accept that power in institutions and organizations is distributed unequally.
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Individualism versus collectivism
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Individualism - the degree to which people prefer to act as individuals rather than members of groups and believe in individual rights above all else
Collectivism - emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them |
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Federal Courts Justiciabilty.
"PARMA Sucks 11" |
1. Political question
2. Absention 3. Ripeness 4. Mootness 5. Advisory opinions 6. Standing 7. 11th Amendment limitations |
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Uncertainty avoidance
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The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance.
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Long - term versus short - term orientation
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Long - term orientation - look into the future and value thrift, persistence, and tradition.
Short - term orientation - they accept change more readily and don't see commitments as impediments to change. |
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Perception
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process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
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Factors in the perceiver
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attitudes
motives interests experience expectations All police officers are dicks. |
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Factors in the situation
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Time
Work setting social setting wearing a bikini at school will get you noticed |
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Factors in the Target
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Novelty
motion sounds size background proximity similarity Loud people are more likely to be noticed in a group. |
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Attribution Theory
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explains the ways in which we judge people differently, depending on the meaning we attribute to their behavior.
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Internal Attribution
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behaviors that were under the personal control of the individual
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External Attribution
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what we imagine the situation forced the individual to do.
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3 determining factors of the attribution theory
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distinctiveness, consensus, consistency
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distinctivness
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one of the three determining factors of the attribution theory.
it refers to wheater an individual displays different behaviors in different situations. Is the person who comes late to work Lazy like H? if so we attribute internal factors. |
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conisistency
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one of the three determining factors of the attribution theory.
somebody who is late to work all the time acts different to somebody who is usually punctual. the more consistant, the more internal. |
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consensus
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one of the three determining factors of the attribution theory.
If all the employees were late because of traffic on the same freeway, you can attribute external factors, but if it was just one person then its internal ` |
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Selective perception
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we cant observe everything that is around us so we focus on a few things.
You always notice your car when you drive. |
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Stereotyping
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When we judge someone on the basis of our perception of the group to which he or she belongs.
All Muslims are not terrorists. |
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profiling
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a group of individuals is singled out, typically on the basis of race and ethinicity
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Rational Decision Making Model
Six steps |
1. define the problem
2. identify the decision criteria 3. allocate weights to the criteria 4. develop the alternatives 5. evaluate the alternative 6. select the best alternative |
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Bounded rationality
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a process of making decisions by constructing simplified models that extract the essential features without capturing all their complexity
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intuitive decision making
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an unconscious process created out of distilled experience.
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common biases and errors in decision making
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overconfidence
anchoring confirmation availability escalation of commitment randomness Winner's curse Hindsight bias |
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anchoring bias
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a tendency to fixate on initial information. and not adjust for new information. taking a strong stand at first and not moving from it.
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Confirmation bias
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the tendency to seek out information that reaffirms past choices and ignoring infomation that goes against past choices.
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availability bias
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The tendency for people to base their judgments on information that is readily available to them.
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escalation of commitment
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an increased commitment to a previous decision even though negative information comes out. sticking to your guns.
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randomness error.
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The tendency of individuals to believe that they can predict the outcome of random events.
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winners curse
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winners in an auction pay too much for the item
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Hindsight bias
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the tendency to belive falsely after an outcome of an even is actually known that one would have predicted that outcome.
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Hierarchy of needs
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1. physiological
2. safety 3. social 4. esteem 5. self actualization |
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Physiological
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the first and most important need.
includes hunger, thirst shelter sex and other bodily needs |
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safety
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the second level of needs
security and protection from physical and emotional harm |
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social
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the third level of needs
affection, belongingness, acceptance, and friendship. |
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esteem
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the forth level of needs
internal factors like self respect, autonomy and achievement external factors such as status, recognition and attention |
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Self-actualization
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the fifth and final level
drive to become what one is capable of becoming. growth, potential, self fulfillment. |
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theory x
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the assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform.
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theory y
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the assumption that employees like work, are creative, seek responsibility and can exercise self-direction.
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McClelland's theory of needs
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focuses on three needs
1. need for achievement 2. need for power 3. need for affiliation |
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Need for achievement
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the drive to excel, to achieve in relation to a set of standards, to strive to succeed.
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Need for Power
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the need to make others behave in a way in which they owould not have behaved otherwise
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need for affiliation
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the desire for friendly and close interpersonal relationships.
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Goal setting theory
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specific and difficult goals, with feedback, lead to higher performance.
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Management by objectives
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a program that encompasses specific goals, participatively set, for an explicit tim period, with feedback on goal progress.
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Four ingredients that are common to MBO programs
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1. Goal specificity
2. participation in decision making 3. explicit time period 4. performance feedback |
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Self-efficacy
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social cognitive theory, social learning theroy.
the individuals belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. |
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Four ways self-efficacy can be increased.
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1. enactive mastery
2. vicarious modeling 3. verbal persuasion 4. arousal. |
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enactive mastery
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gaining relevant experience with the task or job
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vicarious modeling
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becoming more confident because you see someone else doing the task.
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arousal
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arousal leads to self efficacy
when your in an energized state, you are driven to complete a task. |
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pygmalion effect
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a form of self fulfilling profecy that beliving something can be true can make it true.
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equity theory
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fairness. their are 4 comparisons that you can use.
1. self-inside 2. self-outside 3. other inside 4. other outside. |
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Self-inside.
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equity theory
an employee's experiences in a different position in side the employee's current organization. |
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self outside
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equity theory
an employee's experience in a situation or position oustide the employee's current organization |
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other-inside
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equity theory
another individual or group of individuals INSIDE the employee's organization |
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other-outside
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equity theory
another individual or group of individuals OUTSIDE the employee's organization |
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Performance-reward relationship.
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the degree to which the individual believes that performance a particular level will lead to the attainment of a desired outcome.
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