BA 350 Final Exam (20%)

HOFSTEDE'S CULTURAL DIMENSIONS

- Individualism v Collectivism
- Power Distance
- Masculine v Feminine
- Uncertainty Avoidance
- Time Orientation

COLLECTIVISM

Characterized by tight social frameworks in which people tend to base their identifies on the group or organization to which they belong.

INDIVIDUALISM

Exists to the extent that people in a culture define themselves primarily as individuals rather than as part of one or more groups or organizations.

POWER DISTANCE

- The extent to which people accept unequal distribution of power
- The extent to which the lower ranking individuals of a society "accept and expect that power is distributed unequally"
- It is primarily used in psychological and sociological studies on societal management of inequalities between individuals, and individuals perception of that management.

MASCULINITY

The extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and other possessions

FEMININE

The extent to which the dominant values in a society are concern for people, relationships among people, and overall quality of life

UNCERTAINTY AVOIDANCE

The extent to which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations.

LOW UNCERTAINTY AVOIDANCE

Take more risks
(USA, Norway, Australia)

HIGH UNCERTAINTY AVOIDANCE

Wants stability
(Japan, Italy)

LONG-TERM TIME ORIENTATION

Values include focusing on the future, working on projects that have a distant payoff, relationships among people and overall quality of life
- China

SHORT-TERM TIME ORIENTATION

Values are more oriented toward the past and the present and include respect for traditions and social obligations
- Russia and USA

DIVERSITY: GENDER

-Increase in women entering workforce, decrease of men in workforce
-2014, 53.1% men and 46.9% women in workforce
-2020, expect equal \#'s in workforce
-Women 41% PhD, 57% MA/MS, 56% BA/BS, still only make 77% of male counterparts.

DIVERSITY: AGE

-WF 2020
-2014, median age 42.3Implications: pensions, less job opportunities, expectations for productivity increases.
-As more boomers retire, boomlets will be given more opportunity to find jobs or get promotions

DIVERSITY: RACE

Caucasians 76%--\>68%
African American 11%--\>11%
Hispanic 9%-14%
Asian 3%-6%
New entrants largely not Caucasian

HAWTHORNE STUDIES

- Conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company
- Hawthorne researchers hypothesized that choosing one's own coworkers, working as a group, being treated as special (evidenced by working in a separate room), and having a sympathetic supervisor were reasons for increases in worker productivity
- The hawthorne studies found that monetary incentives and good working conditions are generally less important in improving employee productivity than meeting employees' need and desire to belong to group and be included in decision making and work
- Increased productivity by management attentions, increase in efficiency.

PERSONALITY CHARACTERISTICS

- self-esteem
- self-efficacy
- positive/negative affect
- locus of control
- self-monitoring

SELF-ESTEEM

General feelings of self-worth

HIGH SELF-ESTEEM

Confident, perform better

LOW SELF-ESTEEM

See negatively, worried what other people think

SELF-EFFICACY

Belief and expectancies about your own abilities to accomplish a specific task.

HIGH SELF-EFFICACY

- Belief that you can complete a specific task on your own
- More effort, try harder, overcome obstacles

WHERE DOES SELF-EFFICACY COME FROM?

- Prior Experience: you've done it before and have been successful at it
- Behavioral Models: See other people doing it, then you can
- Persuasion from someone (usually higher up)
- Own assessment of your physical and emotional capabilities

POSITIVE AFFECT

Persistent mood disposition of seeing positive aspects in yourself, others, and the world in general

NEGATIVE AFFECT

- Tend to see the world as depressing and don't see good things about yourself or other people.
- More stress / more conflict

INTERNAL LOCUS OF CONTROL

- The belief that you have control over what happens to you (positive / negative)
- Higher salaries, more motivated, usually in a management position, less anxiety

EXTERNAL LOCUS OF CONTROL

- Believe that stuff happens because of luck / chance / fate

T/F: Internal locus of control individuals tend to do better in the USA

T

SELF-MONITORING

Ability to regulate behavior to accommodate social situations

HIGH SELF-MONITOR

- They respond more to feedback
- They are able to adapt to social situations, inconsistent, unpredictable

LOW SELF-MONITOR

- Behavior stays consistent
- Don't change
- Ex: wear flip flops to a funeral

5 BIG PERSONALITY TRAITS

- extraversion
- agreeableness
- conscientiousness
- emotional stability
- openness to experience

EXTRAVERSION

Being gregarious/sociable rather than timid/shy

AGREEABLENESS

Being cooperative/warm/helpful rather than disagreeable/cold/antagonistic

CONSCIENTIOUSNESS

Being hard working/dependable/reliable rather than lazy/disorganized/unreliable

EMOTIONAL STABILITY

Being calm/self-confident/secure rather than anxious/reserved/depressed

OPENESS TO EXPERIENCE

Being creative/curious/want to learn/cultured rather than narrow minded/practical

FIRST IMPRESSION ERROR

Think Primacy Effect. (the first impressions we make tend to have a long lasting impact on how we are perceived)
Recency Effect: people tend to remember the last few things you did as well.

SELECTIVE PERCEPTION

Not taking into account disconfirming information

IMPRESSION MANAGEMENT

Process by which individuals try to control the impressions others have of them
Two types of impression management:- self-enhancing- other-enhancing

SELF-ENHANCING

Name-dropping ("I know this person..."), managing appearance (wear a suit if you want to show you're a professional)

OTHER-ENHANCING

Flattery, agreeing with others' opinion (it's why Dwight always agreed with Michael s/o Scranton)

PERCEPTIONS OF TARGET CHARACTERISTICS

- physical appearance
- verbal communication
- nonverbal cues
- intentions

T/F: Attractiveness is helpful for certain careers, like being a brain surgeon or nuclear physicist

F: attractiveness is helpful for certain careers like flight attendants, or salespeople

ATTRIBUTIONS

seeks to explain why people behave the way they do

DIRECT ATTITUDE FORMATION

More powerful, better remembered, harder to change.

INDIRECT ATTITUDE FORMATION

Social learning: through family, peer, groups, religious organizations, culture, etc.

COGNITIVE DISSONANCE

The state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioral decisions and attitude change.

JOB SATISFACTION

degree to which one has a positive assessment for one's job

5 DIMENSIONS OF JOB SATISFACTION

1. pay
2. work itself
3. promotion opportunities
4. supervision
5. co-workers

JOB SATISFACTION WILL LEAD TO STRONGER PERFORMANCE IF...

1. there is high Job involvement
2. there are valued rewards that are equitable and linked to performance
3. Intrinsic (emotional) rewards are received
4. Challenging and accepted goals are set

ORGANIZATIONAL COMMITMENT

strength of an individual's identification with an organization

AFFECTIVE COMMITMENT

the intention to remain in organization because of a strong desire to do so

NORMATIVE COMMITMENT

the intention to remain in organization because you feel obligated to

CONTINUANCE COMMITMENT

the intention to remain in organization because you can't afford to leave

INSTRUMENTAL VALUES

Values that reflect the means to achieving goals

TERMINAL VALUES

Values that reflect the end goal to be achieved

EMOTIONAL LABOR

Effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions. (Labor you have to use)- show certain emotions while performing your job
-Emotional labor display rules - you've gotta look a certain way while in a certain environment ("Smile, we're on stage")

BARRIERS TO COMMUNICATION

- Physical separation
- Status differences - Lower ranks won't speak their mind to Higher ranks
- Language (jargon)
- Cultural diversity
- Gender differences

PROXEMICS

Study of a person's use of space (We have territorial bands that represent level of comfort).
-Intimate band - 0 to 1.5 ft
-Personal band - 1.5 to 4 ft.
-Social band - 4 to 12 ft.
-Public band - 12+ ft.

INDIVIDUAL CAUSES OF CONFLICT

- Skills and abilities
- Personalities
- Perceptions
- Values/Ethics
- Emotions
- Communication Barriers
- Cultural Differences

ORGANIZATIONAL CAUSES OF CONFLICT

- Specialization
- Common Resources
- Goal Differences
- Status Inconsistencies
- Jurisdictional Ambiguities

TWO AXIS FOR CONFLICT MANAGEMENT STYLES

1. cooperative vs. uncooperative
2. assertive vs. unassertive

COMBINATIONS OF CONFLICT MANAGEMENT STYLES

Cooperative and Assertive: Collaborating
Cooperative and Unassertive: Accommodating
Uncooperative and Assertive: Competing
Uncooperative and Unassertive: Avoiding
Mixture of All 4: Comprising

What are the 3 conflict management styles most used in the US and Canada?

Collaborating
Compromising
Competing

Which two conflict management styles are not as effective and lead to more conflict?

Avoiding and Competing

Which conflict management style is the most preferred because it leads to less conflict and higher performance?

Collaborating

INEFFECTIVE CONFLICT MANAGEMENT STRATEGIES

Nonaction
Secrecy
Administrative Orbiting
Due Process Nonaction
Character Assassination

NONACTION

- a conflict management strategy when you pretend there is no conflict and avoid the issue- one of the worst strategies

SECRECY

conflict management strategy when you try to hide the conflict

DUE PROCESS NONACTION

conflict management strategy when a company makes the reporting process so difficult that people would rather not use it.

ADMINISTRATIVE ORBITING

conflict management strategy when you take a long time (going around and around), and blaming administration

CHARACTER ASSASSINATION

an attempt to discredit someone or make someone look bad

EFFECTIVE CONFLICT MANAGEMENT STRATEGIES

- superordinate goals
- expanding resources
- changing personnel
- changing structure
- confronting and negotiating

EXPANDING RESOURCES

being creative in managing resources, more resources, less conflict

SUPERORDINATE GOALS

departments working together to try and tackle the problem

5 STAGES OF GROUP DEVELOPMENT

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

FORMING

group members get to know own another by sharing personal information
issue: INTERPERSONAL

STORMING

conflict beings to emerge as members share ideas, focus on the task and recognize the different views exist about how to proceed
issue: AUTHORITY

NORMING

group members begin to establish rules and roles
issue: INTERPERSONAL and TASK

PERFORMING

the group focuses on completing the task it confronts
issue: TASK

ADJOURNING

breaking off after meetings
issue: INTERPERSONAL

GROUP ROLES (TASK)

Initiator: People who offer new ideas, get you to look at problem differently
Information Seeker: Ask questions
Information Giver: Relate relevant experiences
Coordinator: Clarify relationships; Coordinate group activities
Evaluator: Evaluate the logic or practicality of group member ideas

GROUP ROLES (RELATION)

Encourager: Cheerleader, very accepting, necessary to groups because they make others feel good
Harmonizer: People that mediate conflict, relieve tension in a group
Gatekeeper: People who encourage participation from other people
Standard Setter: People who express standards for the group to achieve, question group goals
Follower: passive/friendly/productive followers

GROUP COHESION

the idea that the more you have interpersonal cohesion, the more you identify with the group.

NORMS OF BEHAVIOR

standards of a group that every group sets/develops; can be implicit or explicit

SOCIAL LOAFING

- Free rider effect
- when person relies on efforts of others bc they don't agree

FACTORS IN DECISION MAKING

- risk aversion
- escalation of commitment
- intuition
- personality
- creativity

RISK AVERSION

Whether you take risk or are averse to risk
Averse to Risk: Japan, China, Italy

ESCALATION OF COMMITMENT

Tendency to continue to commit resources to a losing course of action

INTUITION

-Intuition helps your decision making
-You feel that it's right (gut feeling)
-It occurs below the level of consciousness
-Helps you make more ethical decisions
-Can't only use intuition though; need other facts with it

TECHNIQUES FOR GROUP DECISION MAKING

- brainstorming
- nominal group technique
- Delphi technique
- devil's advocate
- dialectical inquiry

BRAINSTORMING

1.Make sure there's no evaluation, let it flow
2.Build on each other's ideas
3. Don't let status differences or seniority stop you --\> strive for quantity not quality
4. Wild ideas are encouraged.

NOMINAL GROUP TECHNIQUE

a structured technique to make sure everyone has an idea thrown out there, can be done orally or written

DELPHI TECHNIQUE

- has to do with experts- Gathering judgments from an expert- Or come up and present to expert.

DEVIL'S ADVOCATE

playing the critic

DIALECTICAL INQUIRY

- bring two opposing views
- you bring up the pros and cons of each side.​

GROUPTHINK

Dysfunctional process, mental deficiency, based on group pressure. You're so cohesive as a team that you don't critically evaluate all possible alternatives.
- Combat this through diversity and playing devil's advocate

SELF-ACTUALIZATION NEEDS

Realizing your full potential; being challenged and growing as a person.

ESTEEM NEEDS

Self-confidence, appreciation, respect, sense of adequacy

LOVE AND SOCIAL NEEDS

desire to belong, friendship, companionship, existing in harmony