MGMT 21003 Exam 2

Chapters 7-10

trust

The willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions.

justice

The perceived fairness of an authority’s decision making

ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms

disposition based trust

Trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness.

cognition based trust

trust that is rooted in a rational assessment of the authority’s trustworthiness

affect based trust

Trust that depends on feelings toward the authority that go beyond rational assessment

ability

Relatively stable capabilities of people for performing a particular range of related activities

benevolence

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives

integrity

The perception that an authority adheres to a set of acceptable values and principles

distributive justice

The perceived fairness of decision-making outcomes

procedural justice

The perceived fairness of decision-making processes

interpersonal justice

The perceived fairness of the interpersonal treatment received by employees from authorities

informational justice

The perceived fairness of the communications provided to employees from authorities

moral awareness

When an authority recognizes that a moral issue exists in a situation

moral intensity

The degree to which an issue has ethical urgency

moral attentiveness

The degree to which people chronically perceive and consider issues of morality during their experiences

moral judgment

When an authority can accurately identify the “right” course of action

learning

A relatively permanent change in an employee’s knowledge or skill that results from experience

decision making

The process of generating and choosing from a set of alternatives to solve a problem

explicit knowledge

Knowledge that is easily communicated and available to everyone

tacit knowledge

Knowledge that employees can learn only through experience (most important)

learning orientation

A predisposition or attitude according to which building competence is deemed more important by an employee than demonstrating competence

performance prove orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others think favorably of them

performance avoid orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others will not think poorly of them

rational decision making model

A step-by-step approach to making decisions that is designed to maximize outcomes by examining all available alternatives

bounded rationality

The notion that people do not have the ability or resources to process all available information and alternatives when making a decision

satisficing

When a decision maker chooses the first acceptable alternative considered

limited information

people have to filter and simplify information to make sense of their complex environment and the myriad of potential choices they face which leads them to miss information when perceiving problems, generating and evaluating alternatives, or judging the results

selective perception

The tendency for people to see their environment only as it affects them and as it is consistent with their expectations

projection bias

The faulty perception by decision makers that others think, feel, and act the same way as they do

social identity theory

A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with

stereotype

Assumptions made about others based on their social group membership

heuristics

Simple and efficient rules of thumb that allow us to make decisions more easily

availability bias

The tendency for people to base their judgments on information that is easier to recall

fundamental attribution error

The tendency for people to judge others’ behaviors as being due to internal factors such as ability, motivation, or attitudes

self serving bias

When we attribute our own failures to external factors and success to internal factors

escalation of commitment

A common decision-making error in which the decision maker continues to follow a failing course of action

anchoring

the tendency to rely too heavily on one trait or piece of information when making decisions even when the anchor might be unreliable or irrelevant

contrast

the tendency to judge things erroneously based on a reference that is near to them

recency

the tendency to weigh recent events more than earlier events

personality

The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. Reflects what people are like and creates their social reputation

conscientiousness

One of the “Big Five” dimensions of personality reflecting traits like being dependable, organized, reliable, ambitious, hardworking, and persevering

agreeableness

One of the “Big Five” dimensions of personality reflecting traits like being kind, cooperative, sympathetic, helpful, courteous, and warm

neuroticism

One of the “Big Five” dimensions of personality reflecting traits like being nervous, moody, emotional, insecure, jealous, and unstable

openness to experience

One of the “Big Five” dimensions of personality reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated

extraversion

One of the “Big Five” dimensions of personality reflecting traits like being talkative, sociable, passionate, assertive, bold, and dominant

MBTI (Myers Briggs Type Indicator)

A personality framework that evaluates people on the basis of four types or preferences: extraversion versus introversion, sensing versus intuition, thinking versus feeling, and judging versus perceiving. Not useful

individualism-collectivism

The degree to which a culture has a loosely knit social framework or a tight social framework

power distance

The degree to which a culture prefers equal power distribution or an unequal power distribution

uncertainty avoidance

The degree to which a culture tolerates ambiguous situations or feels threatened by them

motivation toward achievement/success

The degree to which a culture values competition and excellence as a definition of success (decisive) or consensus and quality of life as a definition of success (consensus)

short term versus long term orientation

The degree to which a culture stresses values that are past- and present-oriented or future-oriented

indulgence versus restraint

The degree to which a culture values expression, freedom, and leisure versus strict social norms and order

ability

Relatively stable capabilities of people for performing a particular range of related activities

cognitive ability

Capabilities related to the use of knowledge to make decisions and solve problems

verbal ability

Various capabilities associated with understanding and expressing oral and written communication

quantitative ability

Capabilities associated with doing basic mathematical operations and selecting and applying formulas to solve mathematical problems

reasoning ability

A diverse set of abilities associated with sensing and solving problems using insight, rules, and logic

spatial ability

Capabilities associated with visual and mental representation and manipulation of objects in space

perceptual ability

The capacity to perceive, understand, and recall patterns of information

self awareness

The ability to recognize and understand the emotions in oneself

other awareness

The ability to recognize and understand the emotions that other people are feeling

emotion regulation

The ability to recover quickly from emotional experiences

use of emotions

The degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do

physical ability

being evaluated on your strength, stamina, flexibility, and sensory skills