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Perception
process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. ( how you see things and how people see you )
perception factors in the perceiver
attitudes, motives, interests, experience, expectations
perception factors in the situation
time, work setting, social setting
perception factors in the target
novelty, motion, sounds, size, background, proximity, similarity
attribution theory
an attempt to determine whether an individual's behavior is internally or externally caused (distinctiveness, consensus, consistency)
example of perception
Whether a manager successfully plans and organizes the work of employees and actually helps them to structure their work more effectively is far less important than how employees perceive the manager's efforts
value system
a hierarchy based on a ranking of an individual's values in terms of their intensity
importance of a value system
values lay the foundation for our understanding of people's attitudes and motivation and influence our perceptions
terminal values
desirable end-states of existence; the goals of a person would like to achieve during their lifetime (ex: self-respect)
instrumental values
preferable modes of behavior or means of achieving one's terminal values (ex: honest)
motivation
the processes that account for an individual's intensity, direction, and persistence of effort toward attending a goal
extraversion
assertive and sociable
introversion
timid, quiet, reserved
personality job fit theory
identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
Maslow's Hierarchy of needs
psychological, safety, esteem, self-actualization
theory x
the assumption that employees dislike work, are lazy, and dislike responsibility and must be coerced to perform
theory y
the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
two factor theory
a theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. also called motivation hygiene theory
Mcclellands theory of needs
achievement, power, and affiliation are three important needs that help explain motivation
self determination theory
concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
cognitive evaluation theory
a version of self-determination which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are controlling
self-efficacy
an individual's belief that he or she is capable of performing a task
behaviorism
argues that behavior follows stimuli in a relatively unthinking manner
social learning theory
the view that we can learn through both observation and direct experience
the five stage group development model
forming, storming, norming, performing, adjourning
forming stage
1st stage, characterized by much uncertainty; coming together
storming stage
2nd stage; intragroup conflict; hierarchy is established
norming stage
3rd stage; relationships and cohesiveness develop
performing stage
4th group is fully fuctional
adjourning stage
final stage; activities wrap up if temporary
group
two or more individuals, interacting and interdependent, who have come together to achieve particular objectives
formal group
defined by the organization's structure, with designated work assignments establishing tasks
informal group
neither formally structured nor organizationally determined
role
expected behavior of position in social unit
role perception
how he or she is supposed to act in given situation
role expectations
how others expect one should act in a given situation
psychological contract
an unwritten agreement that sets out what management expects from an employee and vice versa
norms
acceptable standards
cohesiveness
the degree to which group members are attracted to each other and are motivated to stay in the group
factors that help improve group cohesiveness
• Small group, encourage agreement with group goals. Increase the time members spend together, increase the group's status and the perceived difficulty of attaining membership, stimulate competition with other groups, give rewards to the group rather than to individual members, physically isolate the group
conflict process
potential opposition or incompatibility; cognition and personalization; intentions; behavior; outcomes
negotiation
a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
distributive bargaining
negotiation that seeks to divide up a fixed amount of resources; win-lose situation
fixed pie
the belief that there is only a set amount of goods or services to be divvied up between parties
integrative bargaining
negotiation that seeks one or more settlements that can create a win-win solution
work group
a group that interacts primarily to share info and to make decisions to help each group member perform within his or her area of responsibility
work team
a group who individual efforts result in performance that is greater than the sum of the individual input
problem solving teams
group of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
self-managed work teams
groups of 10 to 15 people who take on responsibilities of their former supervisors
cross-functional work teams
employees from the same hierarchal level, but from different work areas, who come together to accomplish a task
virtual teams
teams that use computer technology to tie together physically dispersed members in order to achieve a common goal
reward systems
group based appraisals, profit sharing, gainsharing, small group incentives
organizational culture
a system of shared meaning held by members that distinguishes the organization from other organizations
innovation and risk taking
attention to detail; outcome orientation; people orientation; aggressiveness; stability
dominate culture
a culture that expresses the core values that are shared by a majority of the organization's members
core values
the primary or dominant values that are accepted throughout the organization
subcultures
minicultures within an organization, typically defined by department designations and geographical separation
organizational climate
the shared perceptions organizational members have about their organization and work environment
socialization
a process that adapts employees to organization's culture
strong culture
a culture in which the core values are intensely held and widely shared
culture has a boundary defining role
it creates distinctions between one organization and others
culture; functional
conveys a sense of identity for organization members. culture facilitates commitment to something larger than individual self-interest. in enhances the stability commitment to something larger than individual self-interest. it enhances the stability of the social system (glue holding organization together). culture defines the rules of the game.
culture; dysfunctional
employees organized in teams may show greater allegiance to their team and its values instead of the whole organization. virtual organization have a hard time because of lack of frequent face to face interaction. strong leadership is needed to regularly communicate common goals and priorities. this is why companies often pick the person they feel will fit in the best and has the same ideals and goals as the company.
leadership
the ability to influence a group toward the achievement of a vision or set of goals
trait theories of leadership
theories that consider personal qualities and characteristics that differentiate leaders from nonleaders
behavioral theories of leadership
theories proposing that specific behaviors differentiate leaders from nonleaders
initiating structure
the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
consideration
the extent to which a leader is likely to have a job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings
employee-oriented leader
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members
production-oriented leader
a leader who emphasizes technical or task aspects of the job
transactional leaders
leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
transformational leaders
leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers
charismatic leadership
a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
Fiedler contingency model
proposes that effective groups depend on a proper match between a leader's style interacting with subordinates and the degree to which the situation gives control and influence to the leader
Least preferred co-worker (LPC) questionnaire
an instrument that purports to measure whether a person is task or relationship oriented
situational theory
focuses on the followers' readiness
path-goal theory
it is the leaders' job to assist followers attaining their goals and to provide the necessary direction and or support to ensure that their goals are compatible with overall objectives of the group or organization
leader-participation model
provides a set of rules to determine the form and amount of participative decision making in different making in different situations
leader-member exchange theory (LMX)
supports leaders' creation of in-group and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction
purpose of performance evaluation
help management make general HR decisions about promotions, transfers, and terminations. evaluations can identify training and development need. pinpoint employee skills. provide feedback
performance evaluations
individual task outcomes, behaviors, and traits
methods of performance evaluations
written essays; graphic rating scales; behaviorally anchored rating scales (BARS); forced comparison; group order ranking; individual ranking
360-degree performance evaluations
employee evaluation tool that includes feedback from a supervisor, subordinate, colleagues, and customers; minimizes potential biased feedback on the employee's performance from a single supervisor
