MIE 330 Exam 2

Complexity

Distinct Selves

Consistency

How consistent selves are

Clarity

How clear self-concepts are

Social Self

Relartionship with others

Self enhancement

Innate drive to view ourselves positively

Self evaluation

• Self esteem: how good I feel about myself

• Self efficacy: how much I believe in myself to do something

• Locus of control: your general belief of how much control you have over your life

Self verification

• We accept information about things we already believe about ourselves

Locus

1. Internal: not smart enough to pass a test

2. External: Test was too hard

Control

1. I got sick before test → uncontrollable

2. Didn’t study enough → within your control

Fundamental attribution error:

• Failures of others is due to internal factors not external

False-Consensus Effect

• Overestimates that others share your beliefs

Recency Effect

Most recent information dominates our perception

Primary Effect

First thing perceived becomes perception of someone

Attitudes

beliefs, more stable over time

• Beliefs → Feelings

• Can share a belief and have different feelings about it

• Feelings → Behavior

• Same feeling but form different behavioral intentions due to experience, personality, etc

  • Long working hours, A=quits, B=complains, C=keeps working

• Behavioral Intentions → Behavior

• Same behavioral intentions, but different situation/skills enables only one to act

  • Both think compensated not enough, A=just pushes through, B=asks for a raise

Surface Acting:

• displaying emotions, poor strategy for emotional labor

Deep Acting:

• consciously change how you feel about something

Exit

Leaving/quitting

Voice

voicing concerns of situation

Loyalty

wait it out

Neglect

Reduce work effort/quality

Instrumentality

• if i put in effort, i can perform, but if I perform it will lead to meaningful outcomes

Valence

• Do I care about the outcome?

Effort leads to

Expectancy

performance leads to

instrumentality

Outcome leads to

Valence

1. Transformational Leadership Model 

1. Develop and communicate strategic vision: symbols, metaphors, stories, framing the story, communicate with compassion, humility, sincerity

Managerial

tasks that need to be completed

Implicit Leadership

unconscious perceptions of a good leader

Leader attributes

theory, specific attributes incline people to have leadership potential

Servant leadership

leaders serve followers

power distance

Strength of a society’s social herarchy

Multidisciplinary

• what makes you unique, what am I looking for? Willing to draw from different disciplines 

Contingency

Most relevant, the answer: "it depends" the relationship depends on something else, (trust depends on smthn, context is required)

Organizational Citizenship Behaviors

• Voluntary above and beyond behavior, OCBI-individual, or OCBO-organization; Descriptive vs Required

Practical Orientation

people r working well in organization, what do i need to know