BUSI 405- Final Exam Vocab

Prof. Petsko- Spring 2025

Self-deprecating humor can be an effective method of neutralizing _____ about oneself

negative information

Central Route

people carefully analyze the message and evaluate its logic and evidence (more durable and long-lasting)

Peripheral Route

People rely on surface-level cues instead of deep thinking

Humor can be tremendously useful in helping people cope after a ____ event

negative

The Elaboration Likelihood Model

people do not always engage in deep thinking (cognitive elaboration), thus effective communication depends on having the ability and motivation to elaborate

Sender effects

properties of senders that impact communication efficacy

Sender effects relevant to central route

number of arguments, internal consistency of arguments, precise language, genuine expertise

Sender effects relevant to peripheral route

attractiveness, charisma, use of emotional appeals, apparent expertise and authority

Receiver effects

properties of receivers that impact communication effectiveness

Receiver effects that make central likely

personal relevance, high intelligence, conscientiousness, accountability for knowing information

Receiver effects that make make peripheral likely

Distractions, multitasking, time pressure, lack of interest, tiredness

Channel Characteristics

properties of the medium that impact communication efficacy

Media richness model

the most rich communication would be face-to-face, least would be numeric or an email

High richness channels

Convey multiple cues, allow for timely feedback, allow for customized messaging (use for non-routine)

Evaluative Feedback

assess past performance (ex. you've met 80% of sales targets)

Developmental Feedback

Focus on how to improve (ex. try storytelling in pitches)

Feedback challenges

Managers are afraid of hurting relationships, triggering defensiveness, and being ignored

Self-protection mechanisms

truth triggers, relationship triggers, identity triggers

Losada ratio

5:1 positive to negative feedback ratio is optimal

Negative feedback

necessary for growth, but too much can be demotivating (experts benefit)

Positive feedback

builds engagement, motivation, and trust (novices benefit)

Conditions for giving feedback

quiet location, close to the behavior, be clear-headed, recipient is open

Using humor to dodge a ____ is another option that can be quite helpful in certain situations

question

Knowing when to use the central route vs. the peripheral route makes you a more effective ____

communicator

Advantages of a Robust Network

private information, diverse skill sets, and power

Common networking pitfalls

self-similarity principle and proximity principle

Self-Similarity Principle

The tendency to connect with others who are similar in background and perspective, leading to homogeneous networks.

Proximity Principle

Building networks based on physical or organizational closeness, which can limit diversity.

Strategies for building effective networks

participate in meaningful, interdependent projects, and identify and leverage brokers

Negotiation

the process of securing agreements between interdependent parties

Three key concepts in negotiation

BATNA, target price, and reservation price

BATNA

your best course of action if the present negotiation falls through, your number one source of power (you should never accept a deal thats worse than your BATNA)

Reservation price

the bottom line, the minimum you would need from the present deal

Target prices

numbers representing the best-case scenario for you

ZOPA (Zone of possible agreement)

how many resources there are that can be divided between parties (no ZOPA = cancel deal)

It is wise to make the ____ offer because they strongly correlate with final offers

first

There is some evidence that others are ____ if we try to negotiate with them than if we do not

happier

Anchoring

the first number we hear frames the others

Re-anchor

pivoting, let them save face, and provide your anchor with rationale

Networks

the informal and formal connections someone has

____ is correlated with becoming more central in the networks of others

developing expertise

Focusing on the ____ of others is correlated with becoming more central in the networks of others

needs

Power

the capacity to influence others while resisting their influence in return

Legitimate power

position-based

Reward power

control over resources

Coercive power

ability to punish

Expert power

knowledge/skills

Referent power

charisma/likability

Mitigating power's negative effects through

accountability, perspective taking, flatten hierarchies, reward expertise

Cialdini's persuasion principles

liking, reciprocity, consistency, authority, scarcity, and consensus

Liking

people are more likely to comply with the requests of those they like

Door-in-the-face phenomenon

you become more willing to comply with someone because they have given a concession

Reciprocity

people feel obligated to return gifts, favors, or concessions

Consistency

people are more likely to comply with requests that align with their previous behaviors, commitments, or statements

Foot-in-the-door phenomenon

small requests increase compliance with larger ones

Authority

people are more likely to comply with requests made by someone who has (real or imagined) authority

Scarcity

people value things when they're rare, limited, or in high demand

Consensus

people are more likely to comply with a request if they see that others, especially similar others, have done the same

Different bosses have different work styles

listeners (talk first) vs readers (analysis first)

Thomas Green case

align expectations and build political awareness, maintain communication channels, recognize existing dynamics with boss

The conflict between Green and Davis revolves around differences in

working styles, expectations, and communication

Thomas Green Case and Power and Influence

The case highlights how informal power and managerial influence impact careers.

Diversity

the extent to which a group of people is heterogeneous with respect to demographic identities or cultural backgrounds

Why do we want diversity in teams?

Increased variety of viewpoints, increased creativity, ability to reach additional customers

Culture

the shared set of beliefs and behaviors that characterize a group of people and that differentiate that group from other groups

Negative effects of diversity in teams

increased potential for relational conflict, reduced group cohesion, slower decision-making process, process loss, possibility of stereotyping and bias

Cognitive integration

the extent to which team members exchange different perspectives, knowledge, and ways of thinking

Affective integration

the extent to which team members feel a sense of mutual trust and emotional connection

High cognitive but low affective team

smart but dysfunctional

Low cognitive and high affective team

friendly but unproductive

Cultivating integration

physiological safety, inclusive leadership

Colorblindness

associated with feelings of alienation among non-White employees, increased cognitive load, and labor among non-White employees

Multiculturalism

associated with greater well-being among non-White employees, greater work engagement

Most mandatory diversity programs focus on

controlling behavior that activates bias rather than reversing it, and where negative incentives feel like threats

Diversity programs should

opt-in policies and mentoring, cross-training, and diversity management positions

Diversity Training

mandatory programs rarely change attitudes and can increase resentment.

Hiring Tests

often selectively applied, allowing managers to uphold existing biases.

HRM

how to attract the best talent, keep the best talent, and motivate the best talent

Key components of HRM

job analysis, selection, and performance evaluation

Strategic management theory

organizations can gain a sustained competitive advantage by owning and effectively managing valuable internal resources

HR practices measured

motivation, empowerment, and skill enhancement practices

Manager's efforts and HR

often supplement or even replace those of the HR department

Job analysis

a set of systematic procedures for identifying information about a job

Work factors

what the work involves

Worker factors

Ks (knowledge), Ss (skills), As (abilities), Os (others)

The 4 Step Selection Process

initial selection, substantive selection, contingent selection, and receiving a job offer

Initial selection

application forms and reference checks

Substantive selection

written tests, interview, and performance simulation tests

Work sample tests

tests that create a mini replica of a job

Assessment centers

locations that include a set of performance-simulation tests

Situational judgment

would you choose the correct option in a given scenario

Unstructured interviews

problematic because of inconsistency and confirmation bias

Structured interviews

standardized for each applicant

Valid tests help companies measure three critical elements of job success

competence, work ethic, and emotional intelligence

Assessments are more commonly employed for ____ positions, with tests used for 80% of these roles

senior

True positives

you selected these people and the succeeded

True negatives

you rejected these people, they would have failed

False negatives

you failed to select these people, they would have succeeded

False positives

you selected these people, they will fail

Contingent selection

the final checks before hiring, like drug testing