MENT 1 (copy)

Pros of Diversity in Group Work

More innovative, creative, productive, increased market share by reaching a broader group of people.

Surface Level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

Deep level diversity

Personality, values, attitudes, beliefs

Cognitive Dissonance

Discomfort, confusion, confliction over certain things ex. HR firing employee without proper evidence

Glass ceiling

Invisible barrier that impacts women from climbing the corporate ladder

6 world views helps manage culture awareness and sensitivity

(from least to most developed)

Denial

Defense

Minimization

Acceptance

Adaptation

Integration

Denial

People don't believe there are differences between people

Defense

People recognize we are different but are threatened by it.

Minimization

Aware of differences but focus on the human element instead

Acceptance

Deep understanding of their own and others cultural identities

Adaptation

People's ability to view a certain situation from a different perspective

Integration

Integrating diverse people into their own identity

Cultural Metacognition

Feeling nervous being in a new environment

self concept

belief we have about who we are and how we fell about ourselves

2 types of self concept

Self esteem

self-efficacy

Self efficacy

belief in our ability to succeed and reach goals

self-esteem

how much you value, respect, and feel confident about yourself

Myers-Briggs Type Indicator (MBTI)

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

Neuroticism

Tense, moody, irritable, temperamental

Big 5 Model

extraversion, agreeableness, conscientiousness, Neuroticism (emotional stability), openness to experience

Locus of control

People believe they have influence over events

Personal conception

Degree to which individuals relate to and think about their social and physical environments and beliefs on issues

Machiavellianism

Behavior of people who manipulate others and use unethical practices for personal gain

Type A orientation

competitive, impatient, aggressive, achievement oriented

Type B orientation

relaxed, easy-going, patient, less competitive

risk-taking propensity

willingness to take chances

Business chemistry

70 questions including self assessment, recognizing personality traits in others, increasing stakeholder engagement

Paradox of choice

There is a such thing of too many options

VIA character strengths

24 character strengths

Situation strength

the degree to which norms, cues, or standards dictate appropriate behavior

Personality strength

People who are less susceptible to exterior forces and have a stronger personality

Four layers of diversity

Personality

Internal Dimensions (race, ethnicity)

External Dimensions (personal status, income)

Organizational Dimensions (management status, work location)

Perciever

Past experiences culture, attitude, upbringing. Tough to change opinion on perception once it is formed about something or someone

Environment

The setting the situation is in

Focal object

The person, thing, or event being interpreted affects our perception.

Selective attention

Selectively focusing on aspects of situations that fit our beliefs and attitudes

Halo effect

Impression of someone is influenced by how we feel about their character

ex. positive personality traits to pretty person

Primacy effect

judging someone on the first information about them

Recency effect

Most recent information available to judge someone

Contrast effect

Rank something higher or lower than they should be as a result of exposure to recent situations

Projecting

Transferring own thoughts to others

Self fulfilling prophecy

when expectations about a behavior act to increase the likelihood that the behavior will occur

Impression management

How we influence perceptions on ourself on social media

Attribution theory

People look for two (internal and external) causes to explain behavior of others

Distinctness

extent which a person behaves consistently in similar situations

Fundamental Attribution Error (FAE)

Attributing internal factors to behavior of others more than external factors

Ex. Some who is late is lazy, but instead they were just stuck in traffic

Self-serving bias

Attributing external factors more than internal factors for failures

ex. did well on test because we studied hard, but if we failed it's because the teacher is a tough grader

Classical conditioning

Learning can be accomplished through use of stimuli

ex. the dog example and food

Operant conditioning

Using rewards and punishment to modify behavior

ex. boss reprimands you for being late, less likely to repeat behavior.

Reinforcement theory

the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

ex. Child gets burned by hot stove, less likely to touch it again

Organizational behavior modification

Use of behavioral techniques to reinforce positive work behavior and discourage unhelpful work behavior

Extincition

Absense of any consequences to reduce chances of behavior being repeated again

ex. don't pay attention to annoying person

Continuous reinforcement

comission on each sale

Intermittent reinforcement

reward for behavior after certain amount of time

Fixed ratio schedule

reward after a certain number of items produced

Variable interval schedule

a reinforcement schedule that reinforces a response at unpredictable time intervals

Variable ratio schedule

in operant conditioning, a reinforcement schedule that reinforces a response after an unpredictable number of responses

Social cognitive theory

we learn by observing and imitating behavior of others

3 aspects of social cognitive theory

Self-efficacy (belief we have in ourselves to perform tasks

Vicarious learning (learning by watching others)

Self-regulation: Setting goals and setting expectations

ex. being nervous about completing a goal on time so you work harder to reduce discomfort

Triadic reciprocal model of behavior

Relationship between cognitive processes (knowledge, expectations), behavior (Skills, self-efficacy), and environmental (social norms)

Affects

People or events enact a variety of feelings that cause us to respond in different ways

Emotions

intense feelings that are directed at someone or something

Emotional Contagion

the process by which emotions are transferred from one person to another

Emotional labor

a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

Display rules

appropriate time for showing certain emotions

emotional dissonance

difference between emotions displayed vs how they actually feel

Surface acting

hiding one's inner feelings and foregoing emotional expressions in response to display rules

Deep acting

trying to modify one's true inner feelings based on display rules ex. viewing a situation from a customer's perspecitve

Situation selection

Avoiding situations that have the potential to generate certain emotional responses ex. Avoiding a bad coworker

Situation modification

Altering a situation to change it's emotional impact. Ex. moving closer to engage with someone

Attention deployment

refocusing your attention to an area of a situation that results in a more positive emotional outcome. Ex. taking a short break to refresh focus before a big deadline

Cognitive change

Re-assess an event or situation to see the bigger picture. Ex. boss is late for meeting so you do additional preparation instead of being mad

Response-Focused strategies:

Reappraisal: reevaluating a potentially emotional situation in a more objective way. Ex. taking a deep breath before a speech.

Suppression

When we consciously mask inward emotional reactions with more positive or neutral behavioral responses. Ex. keeping in a laugh when a colleague messes up someone's name.

How attitudes are created:

Cognitive appraisal: sum total of a person's underlying beliefs, opinions, information, and knowledge about a specific object, person, or event

Affective evaluation

Reflects a person's positive and negative feelings toward a specific object, person or event

Behaviuoral intention

the perceived likelihood that someone whill behave in a particular way toward a specific object, person, or event

Cognitive Dissonance (Festinger)

discomfort with inconsistency faced with beliefs or values

Organizational Citizenship Behavior

Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it

Counterproductive work behaviors

types of behavior that harm employees and the organization as a whole

Challenge stressors

stressors associated with workload, pressure to complete tasks, and time urgency

Hindrance stressors

stressful demands that people tend to perceive as hindering their progress toward personal accomplishments or goal attainment

Eustress

A positive stress that energizes a person and helps a person reach a goal

Physiological element:

negative physical health effects such as insomnia or exhaustion

Job burnout

Emotional exhaustion, cynicism, and loss of interest from high levels of stressors.

problem-focused coping

Understand the problem and seek practival ways to resolve it

Emotion-focused coping

Changing someone’s emotional reaction, positive language, distracting techniques

Content Theories

Explain why people have different needs at different times and how those needs motivate behavior

Mazlow Hierarchy of Need Theory

a content theory that proposes that people are motivated by five categories of needs-(physiological, safety, belongingness, esteem, and self-actualization)-that exist in a hierarchy order.

ERG Theory

a theory that organizes human needs into the categories of existence, relatedness, and growth

two-factor theory

the Schachter-Singer theory that to experience emotion one must (1) be physically aroused and (2) cognitively label the arousal

hygiene factors

characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied

McCelland Acquired Needs Theory

Our needs are shaped over time and formed by our owen experiences and cultural background

3 McCelland Aquired Needs Theories

Need for Achievement

Need for Affiliation

Need for Power

Goal Setting Theory

Goals serve as a directive function and help us direct our attention

Goals serve an energizer function (energize people to work harder)

Goals affect persistence (they help us follow thorugh on difficult tasks)

Goals leed to discovery ajnd or use of task relevant knowledge

Goldilocks Rule

Achievable goals fall in the middle of the difficulty range

Equity Theory

Employees create a mental ledger of outcomes they get for what they do and compare to someone in a similar situation

\
This is maximized when inputs are equal to outputs

Organizational Justice

overall perception of what is fair in the workplace

Distributive Justice

perceived fairness of the amount and allocation of rewards among individuals (ex. same pay for everyone doing same task)

Procedural Justice

perceived fairness of the process used to determine the distribution of rewards