UCF MAN 3025 Final Exam

Organization

a collection of people working together to achieve a common purpose

Hawthorne "initial study

sought to determine how economic incentives and physical conditions of the workplace affected the output of workers. Initial focus was on the level of illumination in the manufacturing facilities

Theory X

assumes people dislike work, lack ambition, act irresponsibility, and prefer to be led

Theory Y

assumes people are willing to work, like responsibility, and are self-directed and creative

Positive reinforcement

involves giving a reward when desired behavior occurs, in order to increase the likelihood that the behavior will be repeated

Three components of perceptual process

Sensation, attention, perception

Six factors that affect the attention process

size, intensity, frequency, contrast, motion, novelty

Perceptual organization

the process of grouping environmental stimuli into recognizable patterns

Principles to organize sensations

Figure-ground, similarity, proximity, closure

Figure-ground

people tend to perceive objects that stand against a background

Similarity

stimuli that have a common physical traits are more likely to be grouped together than those that do not.

Proximity

stimuli that occur in the same proximity, either in space or in time, are oftern associated

Closure

most stimuli is perceived incomplete, we naturally tend to extrapolate information and project additional information to form a complete picture

Halo effect

perceptual error in which individuals allow one characteristic about a person to influence thier evaluation of other personality characteristics

Primary effect

the tendency for first impressions and early information to undully influence our evaluations and judgment

Projection

a form of perceptual bias in which we project our own personal feelings and attitudes onto others as a means of helping us interpret their attitudes and feelings

Selective perception

a source of perceptual errors caused by people choosing to perceive only the information that they find acceptable

Stereotyping

the process of using a few attributes about an object to classify it and then responding to it as a member of a category rather than as a unique object

Discrimination and prejudice

unreasonable bias associated with suspicion, intolerance, or an irrational dislike for people of a particular race, religion, or sex

Self-fulling prophecy

a phenomenon that occurs when a person acts in a way that confirms another's expectations

Four elements explaining the self-fulling prophecy

input, output expected, reinforcement, feedback

Personality

the attributes and predisposition associated with each individual that make that person unique and predict how that person will likely behave in many different situations

Attribution Theory

explains how we assign responsibility for behavior either to personality characteristics or environmental circumstances

Five Personalty Dimensions (Big Five Model)

Conscientiousness, agreebleness, emotional stability, openness to experience, extroversion/introversion

Conscientiousness

the degree to which an individual is dependable or inconsistent, can be counted on or is unreliable, follows through on commitments or reneges, and keeps promises or breaks them

Agreeableness

measures the degree to which people are friendly or reserved, cooperative or guarded, flexible or inflexible, trusting or cautious, good-natured or moody, soft-hearted or tough and tolerant or judgmental

Emotional stability

characterizes the degree to which people are consistent or inconsistent in how they react to certain events, they react impulsively or weigh their options before acting, and they take things personally or look at the situation objectively

Openness to experience

characterizes the degree to which people are interested in broadening their horizons or limiting them, learning new things or sticking with what they already know, meeting new people or associating with current friends and co-workers, going to new places or restricting themselves to known places

Extroversion

represents the degree to which people are outgoing, social, assertive, active, and talkative

Introversion

refers to those who are shy, antisocial, passive, and quiet

Internal locus of control

believe that the rewards they receive are internally controlled by their own actions

External locus of control

believe external forces such as luck, chance, or fate control their lives and determine their rewards and punishments

Four information cues of Self-Efficacy

Enactive mastery, vicarious, experience, verbal pesuasion, perceptions of one's physiological state

Three attitude comoponents

cognitive, affective, behavioral

Cognitive component

consists of the beliefs and information a person processes about the attitude. This information includes descriptive data such as facts, figures, and other specific knowledge

Affective component

consists of the person's feelings and emotions toward the attitude object. This component involves evaluation and reaction, and is often expressed as a liking or disliking for the attitude object

Behavioral tendency component

refers to the way the person intends to behave toward the object, such as whether the person intends to follow, help, injure,abandon, or ignore the attitude object

Four dimensions of Emotional Intelligence

Self awareness, self-management, social awareness, relationship management

Three characteristics associated with organizational commitment

normative, affective, continuance

Normative commitment

a strong belief in and acceptance of the organization's values and goals

Affective commitment

a strong emotional attachment to the organization and a willingness to exert considerable effort in behalf of it

Continuance commitment

a strong desire to maintain membership in the organization

Four reasons why people join groups

goal accomplishment, personal identity, affiliation, emotional support

Stages of group developement

orientation (forming), confrontation (storming), differentiation (norming), collaboration (performing), separation (adjourning)

Types of role conflict

intrasender role, intersender role, person-role, role overload

Intrasender role conflict

occurs when a single role sender communicates incompatible role expectations to the focal person

Intersender role conflict

occurs when two or more role senders communicate incompatible expectations to the focal person

Person-role conflict

occurs when people are asked to behave in ways that are inconsistent with their personal values

Reasons group norms are created and enforced

they identify the "rules of the game" which helps the group survive, they teach group members how to behave and make their behavior more predictable, they help the group avoid embarrassing situations, they express the central values of the group and clarify what is distinctive about its identity

Three motives for conforming to group norms

Compliance, identification, internalization

Social facilitation effect

the tendency for the presence of other people to increase motivation and arousal, which tends to help the individual perform better

Social inhibition effect

the tendency for the presence of other people to disrupt performance and cause them to perform poorly

Social loafing

tendency to exert less effort when working as a member of a group than when working alone

Transactional leader

leadership that focuses on accomplishing work by relying on contingent rewards, task instructions, and corrective actions

Transformational leader

leadership that focuses on communication an organizational vision, building commitment, stimulating acceptance, and empowering followers

Three leadership behaviors

Authoritarian, democratic, laissez-faire

Authoritarian leader

all decisions are made by the leader

Democratic leaders

group decisions are made by the majority vote in which equal participation was encouraged and criticism and punishment were minimal

Laissez-faire leader

the actual leadership is minimized

Leader behavior styles

telling, selling, consulting, delegating

Telling

the leader makes all the decisions. Autocratic

Selling

the leader presents a tenative decision subject to change and attempts to sell the decision to subordinates

Consulting

the leader presents the problem to the group and obtains their suggestions and preferences before making the decision

Delegating

the leader may delegate the decision and its implementation to the group and let them handle it on their own, or the leader may join the group and participate as any other member in making and implementing the decision

Four constraints imposed on Leader behavior

external factors, organizational policies, group factors, individual skills and abilities

Six ways culture is maintained in an organization

selection and retention of employees, the allocation of rewards and status, the reactions of leaders, the rites and ceremonies, the stories and symbols, the reactions to crises

Hofstede's 4 cultural values

power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. fremininity

Power distance

the acceptability of status differentials between members of a society

Uncertainty avoidance

the degree of ambiguity and uncertainty people are willing to tolerate

Individualism vs. collectivism

the degree to which people are willing to act individually as a unique person versus as a uniform member of a group

Masculinity vs. femininity

the degree to which gender role differences are emphasized in terms of valuing assertive and aggressive male roles over more tender feminine attrributes

Six moral intensity components

magnitude of the consequence, social consensus, probability of effect, temporal immediacy, proximity, concentration of effect

Magnitude of the consequence

the anticipated level of impact of the outcome of a given action

Social consensus

the extent to which members of a society agree tht an act is either good or bad

Probability of Effect

the moral intensity of an issue rises and falls depending on how likely people think the consquences are

Temporal immediacy

a function of the interval between the time the action occurs and the onset of its consequences

Proximity

the physical, psychological, and emotional closeness the decision maker feels to those affected by the decision

Concentration of Effect

the extent to which consequences are focused on a few individuals or dispersed across many

Corporate Responses

Defenders, Accommodaters, Reactors, Anticipators

Five criteria that make information useful

timely, high quality, complete, relevant, understandable

Timely

the infomation is available when needed; it meets deadlines for decision making and action

High quality

the information is accurate and it is reliable; it can be used with confidence

Complete

the information is complete and sufficient for the task at hand; it is as current and up-to-date as possible

Relevant

the information is appropriate for the task at hand; it is free from extraneous or irrelevant materials

Understandable

the information is clear and easily understood by the user; it is free from unnecessary detail

Five steps in the decision making process

identify and define the problem, generate and evaluate alternative solutions, choose a preferred course of action and conduct the "ethics double check", implement the decision, evaluate results

Five steps in Planning process

define your objectives, determine where you stand vis-a-vis objectives, develop premises regarding future conditions, analyze alternatives and make a plan, implement the plan and evaluate results

Define your objective

identify desired outcomes or results in very specific ways. Know where you want to go

Determine where you stand vis-a-vis

evaluate current accomplishments relative to the desired results

Develop premises regarding future conditions

anticipate future events. generate alternative "scenarios" for what may happen

Analyze alternative and make a plan

list and evaluate possible actions. choose the alternative most likely to accomplish your objective

Implement the plan and evaluate results

take action and carefully measure your progress toward objectives

Strategic plan

identifies long-term directions for the organization

Vision

clarifies the purpose of the organization and expresses what it hopes to be in the future

Tactical plan

helps to implement all or parts of a strategic plan

Functional plan

indicate how different operations within the organization will help advance the overall strategy

Five guidelines for Great goals

specific, timely, measurable, challenging, attainable

Specific goals

clearly target key results and outcomes to be accomplished

Timely goals

linked to specific timetable and "due dates"

Measurable goals

described so results can be measured without ambiguity