Management Exam 3

attentional process

the attractiveness or similarity of the model’s critical features

retention process

how well the model can be recalled

halo effect

a general impression of an individual based on a single characteristic

assumed similarity

the assumption that others are like oneself

self-serving bias

the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors

attribution theory

a theory used to explain how we judge (perceive) people differently depending on what meaning we attribute to a given behavior

fundamental attribution error

the tendency to underestimate the influence of external factors and to overestimate the influence of internal/personal factors

cognitive component

part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person

affective component

-       part of an attitude that is the emotional or feeling part (the attitude)

behavioral component

part of an attitude that refers to an intention to behave in a certain way toward someone or something

organizational citizenship behavior

discretionary (effort) behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization

dysfunctional conflict

can be destructive and prevent a group from achieving its goals

functional conflict

conflicts that support a group’s goals and improve its performance

traditional view

the view that all conflict is bad and must be avoided

human relations view

the view that conflict is a natural and inevitable outcome in any group…need not be negative…has the potential to be a positive force on performance/outcomes

interactionist view

view that some conflict is necessary for a group to perform effectively

groupthink

groups exert extensive pressure on an individual to align (conform) his or her opinion with that of others in the group. It undermines critical thinking!

social loafing

individuals expending less effort when working collectively than when working individually

status

prestige, grade/position/rank of group members

skill-based pay

a pay system that rewards employees more for the job skills they can demonstrate or have acquired (based on knowledge/seniority), and less contingent on performance

variable pay

a pay system in which an individual’s compensation is contingent on performance only

principle

following self-chosen ethical principles even if they violate the law. valuing right of others regardless of the majority’s opinion

conventional

maintaining conventional order by fulfilling obligations to which you have agreed. living u to what is expected by people close to you

pre-conventional

following rules only when doing so is in your immediate interest. sticking to rules to avoid physical punishment

social obligation

obligation of a business is to meet its economic and legal responsibilities and nothing more

socioeconomic view

the social responsibilities of managers go beyond making profits to include protecting and improving society’s welfare

social responsiveness

when a firm engages in social actions in response to a law or popular social need

social responsibility

a business’s intention, beyond its legal and economic obligations, to always do the right things and act in ways that are good for society