UofG PSYC* 2070 P1 practice for FINAL

Observational research

• no random assignment or manipulation of IV

Data is qualitative

Pros- rich in data

Cons- time consuming, no control, no causation

Correlational Research

• responses are self reported

Pros- high number of responses, anonymous

Cons- low response rates, bias, validity concerns, low internal validity/high external

Experimental Research

random assignment, manipulation of IV

pros- allows for testing causal relationships

Cons- LOW generalizability (high internal/low external validity)

Reliability

Obtain results with repeated measurements. Tells us consistency

Validity

When we measure what we are trying to measure. Tells us precision.

Internal Validity

The extent that a study establishes a cause-and-effect relationship between DV and

IV

External Validity

Refers to the extent that the conditions in the study reflect the real world.

Generalizability

High and non-experimental methods like correlation

Regression analysis

used to examine the relationship between variables, and to determine how well one predictor variable can predict a continuous outcome variable.

Moderation analysis

Change the relationship between XNY at different levels of the moderator variable. Varies and strength and direction.

Theory

A coherent explanation or interpretation of one or more phenomenon.

Hypothesis

A specific prediction about a new phenomenon that should be observed if a particular theory is accurate.

• Testable and falsifiable

• Logical

• Positive claim about effect

Hypothetical deductive model

Observe phenomenon, create theory, test the prediction, refined the theory, create a new hypothesis based on your findings

Convenience sampling

Non-probability sampling in which the sample consist of individuals who happen to be easily available and willing to participate

IV

What an experimental manipulates (how many hours of sleep, a participant sleeps)

DV

What an experimenter measures (grades received on an exam)

Mode

Most frequently occurring score

Median

Midpoint of scores

Mean

Average distribution of scores

Range

Measure of dispersion/distance between highest and lowest scores

Influential statistics

Draw conclusions about a population based on data from a sample

Type one error

Pulse positive. Assume significance, even though it is not significant.

Type two error

False negative. Assume no significance even though there was a significant result.

Stage model (Tuckman)

• forming

• Storming

• Norming

• Performing

• Adjourning

This is a linear model with an over emphasis in conflict with limited empirical support

Punctuated equilibrium model (Eldridge)

• Team development involves long periods of slow change interspersed with brief burst of concentrated charge

• Phase one first meet to midpoint little progress is made

• Midpoint transition, significant change and accelerated activity

• Phase 2, decisions and a purchase are played out

• Changes over simplified and focusses on external triggers like a deadlines ignores increment change

Input process output model

• Inputs, composition team size, task design

• Process, team cohesion, team conflict

• Outputs, team performance, member reactions

• This model lacks understanding of dynamic and temporal nature of teams

Free Rider theory

Desire to benefit from the efforts of others

Suck affect theory

Desire to match the low level expected of others

Task conflict

Conflict over content or goals of the work.

Process conflict

Conflict over how to carry out tasks

Relationship conflict

Conflict over relationship relationships within the team

Pooled interdependence

Work independently and combined the results

Sequential interdependence

One person’s outputs become the next person’s inputs

Reciprocal interdependence

Working on everything together

Floundering

In ability to start a project from a lack of clear goal

Behaviour theory of leadership

• Initiating structure, aid and defining roles and expectations

• Consideration, demonstrate individual care and respect for all teammates

Fielders contingency theory of leadership

Different leaders are suited for different contexts

• Task oriented leaders (suited for high or low preferability scores)

• People oriented leaders (better suited for medium preferability scores)

Leader member exchange theory

• Leaders will have unique relationship with each of their direct reports, predict individual team and organizational level outcomes

Bass for main components of leaders

• Idealized influence/charisma

• Inspirational motivation

• Intellectual stimulation

• Individualized consideration

Transactional leadership

Where leadership is based on the relationship between the leader and the followers exchanges of contingent reinforcement

Power

Involves the capacity to influence other others who are in the state of dependence

Dependency

The more people depend on you the more power you have.

• Importance

• Scarcity

• Substitutability

Reward power

If you do it, I will give you something

Coersive power

If you don’t do something, something bad will happen

Legitimate power

Do it because the boss asks you to

Referent power

Do it because you like me

Expert power

Do it because I know a lot about this subject (like a doctor)

Information power

Do it because I have information you want

Organizational politics

Social influence attempts directed at those who can provide rewards that will help promote or protect the self interest of the actor (occurs due to resource scarcity in an organization)

The big five

Openness, conscientiousness, extroversion, agreeableness and neuroticism

Decision decision-making

• Authoritarian

• Democratic

• Laissez-faire

Milgrim experiment

Study of conformity and authority. How far would individuals hurt others when told to do so?

Ash experiment

Individuals could be influenced to say two lines are the same length when one was clearly shorter than the other

Zimbardo experiment

Guards were given no training just told to keep order a study on roles and conformity