MGMT 3661 Exam #3

CH. 7, 15, 11, 12, and 13

the Big Five personality dimensions

the Big Five personality dimensions

1. extraversion

2. agreeableness

3. openness

4. conscientiousness

5. emotional stability

extraversion (Big Five)

outgoing, talkative, sociable, assertive

agreeableness (Big Five)

trusting, good-natured, cooperative

openness (Big Five)

intellectual, imaginative, curious

conscientiousness (Big Five)

dependable, responsible, achievement-oriented

emotional stability (Big Five)

relaxed, secure, unworried

self-efficacy

belief in one’s ability to do a task

self-esteem

extent to which people like or dislike themselves

• HIGH:

  • more apt to handle failures

  • emphasize the positive

  • take more risks

• LOW:

  • tend to focus more on one’s weakness

  • may be more dependent of others

locus of control

people believe they control their fate through their own efforts

internal locus of control

you believe you control your destiny

external locus of control

you believe external forces control you

emotional stability

extent to which people feel secure and unworried and to which they are likely to experience negative emotions under pressure

HIGH levels of emotional stability

tend to show better job performance

LOW levels of emotional stability

prone to anxiety and tend to view the world negatively

emotional intelligence (EQ)

the ability to monitor your and others feelings and the ability to use this information to guide your thinking and actions

four aspect of emotional intelligence

1. self-awareness

2. self-management

3. social awareness

4. relationship management

self-awareness (EQ)

most essential trait…the ability to read your own emotions and gauge your moods accurately, so you know how you’re affecting others

self-management (EQ)

the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways. can leave occasional bad moods out of the office

social awareness (EQ)

includes empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others

relationship management (EQ)

ability to communicate clearly and convincingly, disarm conflict, and build strong personal bonds

five distortions in perception

1. stereotyping

2. implicit bias

3. the halo effect

4. the recency effect

5. causal attribution

stereotyping (distortion in perception)

the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

implicit bias (distortion in perception)

is the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner

the halo effect (distortion in perception)

an effect in which we form a positive impression of an individual based on a single trait

the recency effect (distortion in perception)

the tendency of people to remember recent information better than earlier information

causal attribution (distortion in perception)

the activity of inferring causes for observed behavior

rational model of decision making

also called classical model; the style of decision making that explains how managers should make decisions; it assumes that managers will make logical decisions that are the optimal means of furthering the organization’s best interests

four stages of rational decision making

1. identify the problem

2. think up alternative solutions

3. evaluate alternatives and select a solution

4. implement and evaluate the solution chosen

what’s wrong with rational model

• it is prescriptive, doesn’t describe how managers actually make decisions

nonrational models of decision making

models of decision-making style that explain how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimum

• satisficing

• intuition

bounded rationality

one type of nonrational decision making; the ability of decision makers to be rational is limited by numerous constraints such as complexity, time, money, and other resources

satisficing model

one type of nonrational decision making; managers seek alternatives until they find one that is satisfactory, not optimal

intuition model

making a choice without the use of conscious thought or logical inference, “going with your gut”

-stems from expertise, known as holistic hunch

-stems from feelings, known as automated experience

advantages of group decision making

• greater pool of knowledge

• different perspectives

• intellectual stimulation

• better understanding of decision rationale

• deeper commitment to the decision

disadvantages of group decision making

• few people dominate or intimidate

• groupthink

• satisficing

• goal displacement

four characteristics of group decision making

1. they are less efficient

2. their size affects decision quality

3. they may be too confident

4. knowledge counts

groupthink

agreeing for the sake of unanimity & thus avoid accurately assessing the decision situation

consensus

occurs when members are able to express their opinions and reach agreement to support the final decision

brainstorming

used to help groups generate multiple ideas and alternatives for solving problems; individuals in a group meet and review a problem to be solved, then silently generate ideas, which are collected and later analyzed

devil’s advocacy

assigns someone the role of critic; helps uncover & air all possible objections

project post-mortem

review of recent decisions in order to identify possible future improvements

extrinsic rewards

the payoff, such as money, that a person receives from others for performing a particular task

intrinsic rewards

the satisfaction, such as a feeling of accomplishment, a person receives from performing a task

maslow’s hierarchy of needs theory

theorizes that people are motivated by five levels of needs:

1. physiological need (most basic need)

2. safety need

3. love need

4. esteem need

5. self-actualization need (highest level)

mclleland’s aquired needs theory

theory that states that there are three needs—achievement, affiliation, and power—that are the major motives determining people’s behavior in the workplace

equity theory

the focus on how employees perceive how fairly they think they are being treated compared with others

justice theory

extension of equity theory, concerned with the extent to which people perceive they are treated fairly at work

procedural justice (justice theory)

the perceived fairness of the process and procedures used to make allocation decisions

• “how fair is the process for handing out rewards?”

distributive justice (justice theory)

reflects the perceived fairness of how resources and rewards are distributed or allocated

• “how fair are the rewards that are being given out?”

interactional justice (justice theory)

relates to how organizational representatives treat employees in the process of implementing procedures and making decisions

• “how fair is the treatment i receive when rewards are given out?”

goal setting theory

employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable. the goal setting process is useful only if people understand, accept, and are committed to the goals

four motivational mechanisms of goal-setting theory

1. direct attention

2. regulate effort

3. increase persistence

4. foster the use of strategies and action plans

four types of behavior modification

1. positive reinforcement

2. negative reinforcement

3. extinction

4. punishment

positive reinforcement

the use of positive consequences to strengthen a particular behavior

negative reinforcment

process of strengthening a behavior by withdrawing something negative

extinction

the weakening of behavior by ignoring it or making sure it is not reinforced

punishment

the process of weakening behavior by presenting something negative or withdrawing something positive

groups

two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

work teams

• have a clear purpose that all members share

• usually permanent, and members must give complete commitment

project teams

• assembled to solve a particular problem

• can come from same or different departments

cross-functional team

a team that is staffed with specialists pursuing a common objective

• include members from different areas (i.e. finance, operations, sales)

• can be work teams or project teams

self-managed teams

groups of workers who are given administrative oversight for their task domains

five stages of team development

1. forming

2. storming

3. norming

4. performing

5. adjourning

forming (five stages of team development)

first stage of team development; people get oriented and get acquainted

storming (five stages of team development)

second stage of team development; individual personalities, roles, and conflicts within the group emerge

norming (five stages of team development)

third stage of development; conflicts are resolved, lose relationships develop, and unity and harmony emerge

performing (five stages of team development)

fourth stage of team development; members concentrate on solving problems and completing the assigned task

adjourning (five stages of team development)

fifth stage of team development; members of an organization prepare for disbandment

two roles in teams

task and maintenance role

task role

behavior that concentrates on getting the team’s task done

• ex: coordinators, initiators, energizers

maintenance role

relationship-related role consisting of behavior that fosters constructive relationships among team members

• ex: encouragers, standard setters, compromisers

media richness

indication of how well a particular medium conveys information and promotes learning

downward communication

communication that flows from a higher level to a lower level

upward communication

communication that flows from lower levels to higher levels

sideways (horizontal) communication

communication that flows within and between work units; its main purpose is coordination

outward (external) communication

communication between people inside and outside an organization

formal communication channels

communications that follow the chain of command and are recognized as official

• upward

• downward

• sideways

• outward

informal communication channels

communication that develops outside the formal structure and does not follow the chain of command

• grapevine

• face-to-face

grapevine

the unofficial communication system of the informal organization (ex: workplace gossip)