MGT 323 Exam 1 Study Guide
self-serving bias and how it changes with low self esteem
Self-serving bias is accepting credit for success and giving out credit for failure, basically not accepting any negative responsibility. This process is reversed for people with low self esteem
situations that make us most rely on our prejudices
Situations that are new and uncomfortable cause people experience implicit cognition/bias. These situations cause this because they automatically activate prejudice from memory, leading them to make a biased decision.
the benefits and drawbacks of the Myers Briggs Type Indicator as compared with the Big Five
Advantages of Myers Briggs: provides interpretable feedback, easy to take, easy to understand Drawbacks of Myer Briggs: oversimplification and inaccuracy
impact of performance evaluations that are disconnected from expectations
Disconnected evaluations are toxic for the workplace. They can become counter productive and "box checking exercises"
the three step approach to problem solving
1. Define the problem (what is the problem?) 2. Identify causes (what caused it?) 3. Make recommendations (what are suggested changes?)
Big Five traits
1. Openness to experience- imaginative, artistic, progressive, adventurous, different foods, museums, try new approaches, liberal political orientation 2. Conscientiousness- competent, cautious, disciplined, hard working, organized, punctual, diligent 3. extraversion- friendly, upbeat, higher minimum threshold for excitement, needs social contact, socially confident, sensation seeking 4. Agreeableness- trusting, moral, altruistic, honest, lower minimum threshold for trust, high empathy, moral and ethical, submissive 5. neuroticism (or emotional stability)- anxious, irritable, self conscious, reactive, emotional fluctuations, hostile; OCEAN
Kurt Lewin's assertion about what predicts behavior
All human behavior is predicted on a person, situation, person*situation basis. Meaning who you are, the situation you are in, and how you as an individual reacts in that situation
What constitutes an unethical act and be able to recognize one
An act that takes advantage of someone or something, only for your own gain and no matter the cost to the thing the act is performed on
whistleblower
An individual with good intentions who is not illegally disclosing negligence. They have exhausted all legit pathways and maleficence must be present
benefits and potential downsides to self-presenting all the time
Benefits: Can add real confidence to a low self-esteem individual, gives other a better perception of oneself; Downsides: can lead to deception, can lead to overconfidence, Can get extreme, where we deceive/convince ourselves of things that are not true
perceiver and target effects
Characteristics of target: verbal, non verbal, subtle, appearance; Characteristics of perceiver: observation, needs/goals, previous experience, categorical knowledge, demographics, cognitive burden
workplace outcomes we went over that are associated with these cultural dimensions
Collectivist individuals work for the perceived benefit of helping the company, ex: helping the company helps all of us, Individualistic individuals work for the perceived benefit of helping themselves, ex: helping the company helps myself
Common forms of resistance to affirmative action that exist
Complaints, negative attitudes, poor performance systems
difference between mentoring, coaching, and counseling
Counseling- problem focused intervention from an outside, Coaching- skill and development focused from an outsider, Mentoring- Career focused from an outsider
what makes each of the Dark Triad traits unique and what they have in common
Dark triad traits are Machiavellianism, psychopathy, and narcissism. All three traits are: callous-manipulative, low in agreeableness/honesty/humility, and neutral in IQ. Narcissism- high overestimations of one's self (especially in intelligence) and ego-driven/entitled; Psychopathy- self-destructive, impulsive, anti-social, aggressive, and erratic; Machiavellianism- flexible, cautious, and cunning/tricky
Deloitte's approach to feedback
Deloitte's approach: set your own goals, take a "snapshot" or keep a diary of day-to-day, review performance or "check in", "caught doing good" and rewards
do's and don'ts of feedback
Do's: Keep feedback relevant by relating it to existing goals, deliver feedback as close as possible to the time the behavior was performed, provide specific and descriptive feedback, focus the feedback on things employees can control, and be honest, developmental, and constructive. Don'ts: Don't use feedback to punish, embarrass, or put someone down, don't provide feedback that is irrelevant to the person's work, don't provide feedback too late to do any good, don't provide feedback about something beyond the individual's control, and don't provide feedback that is overly complex or difficult to understand.
three "E's" of fighting prejudice in the workplace
Education- train non-traditional managers and teach traditional ones about potential biases Enforcement- Having real consequences for not following procedures Exposure- get people together and expose them to intergroup contact
How to reduce bias when hiring
First, managers can be trained to understand and recognize hidden, implicit biases. Second, they can use structured rather than unstructured interviews. Interviewers ask the same sequence of questions to all applicants in a structured interview, which leads to more reliable evaluations. Finally, managers can rely on evaluations from multiple interviewers rather than just one or two people.
reinforcement schedules
Fixed ratio- everytime you do the task, you receive a reward (get a bonus for opening an account) Variable ratio- reinforcement once within a set of times (if you complete a task 5 times, you may get a reward on the second or fifth attempt, but you will get a reward at least ⅕ attempts) Fixed interval- reinforcement on a schedule (payday once every two weeks) Variable interval- you get a reward some time within a time interval (for the next two weeks, random subscribers receive a reward)
Perceptual biases that exist in person perception (e.g. Fundamental Attribution Error, self-serving bias)
Fundamental Attribution Error- people think behavior always equals personality, ex: acting like a jerk doesn't mean you are one; Self serving bias- taking credit for success and giving excuses for failure
two basic human motivations (get ahead, get along) and how that maps onto personality
Getting along: agreeableness was positively linked to social goals. maps onto a desire for social acceptance and approval. Refers to the ability to relinquish individuality through participating in larger social networks, and manifests in striving for community, social relationships, intimacy, or altruism Getting ahead, in which extraversion and conscientiousness were positively related to economic goals. Reflects a desire for status, power, and control of resources. Refers to the capacity to deal with the environment as a separate individual unit, and manifests in goal pursuit as well as in striving for power, fame, or self-expansion
different cognitive biases when evaluating the performance of others.
Halo- liking or disliking one trait taints everything, leniency- "grade inflation" (no bad grades) Central tendency- "no one gets it right the first time" recency bias- we only remember the most recent significant thing that person did contrast- " a flashlight shines too bright in a cave", we compare people to exceptional or poor performers
The difference between hard and soft skills
Hard skills are physical skills that can be learned (ex: coding or speaking Spanish) soft skills are mental skills (ex: leadership, teamwork)
Kelley's theory of attributions (consistency, consensus, distinctiveness) and personal vs. situational attributions
High consistency- person's disposition, low consistency= the situation; Distinctiveness- behavior across similar situations, high=the situation, low= the person Consensus- do others do this, high= the situation, low= person's disposition
cultural dimensions we discussed and the bullet points that define them
Individualism- self reliance, rugged individual, blaze your own path, independence; Collectivism- interconnectedness, group harmony, inclusion, common goals/support; Power distance (hi vs low)- in hi power distance cultures low power individuals accept their spot, in low power distance cultures low power individuals strive for more; Masculine/ Feminine cultures- Masculine cultures have assertive, ambitious, competitive men and women who care for children and the week, Feminine cultures have overlapping social roles for both genders and neither gender is competitive; Uncertainty avoidance (hi vs low)- high uncertainty avoidance cultures don't like unpredictability and like control, can be intolerant, low uncertainty avoidance cultures are more flexible and tolerant
what intelligence is and is not, and what its assessment is good for
Intelligence represents an individual's capacity for constructive thinking, reasoning, and problem solving. It is not simply IQ or brainpower. Multiple intelligences are linguistic, logical, musical, kinesthetic, spatial, interpersonal, intrapersonal, and naturalist. Identifying the intelligences relevant to particular jobs can be used to select, place, and develop individuals accordingly.
how Hogan assesses the "dark side" of personality
It transforms personality disorders into euphemistic trade-offs; ex: you're not paranoid, you are skeptical, or you're not narcissistic, you are bold
reasons for feedback
Motivational- to warn or praise someone Informational- to inform them
The proper ways to reduce stereotyping and prejudice
Multicultural diversity training (typically doesn't work and leads to higher levels of stereotyping) Color blind approach (works but deprive different cultures of their uniqueness) Perspective taking (the best because it maintains multicultural diversity but reduces prejudice; absolute best is intergroup contact (just have people on interact on equal footing with a common goal)
How effective narcissistic leadership is and how narcissistic leadership is perceived.
Narcissistic leadership is perceived as high outcomes. It typically is poor performance outcomes, stemming from disregard for subordinate information
benefits and drawbacks of objective vs. interpersonal performance metrics
Objective measures work best in situations where each employee can be assessed directly and each employee's performance can be meaningfully compared to another employee. However, objective measures fail when supervisors distill complex processes into a single score that may not have much meaning in the real world. Interpersonal measures are very good at allowing a supervisor to exercise judgment about an employee's performance in complicated systems. However, if the employer/employee relationship is sour, employees may see a negative rating as either punitive or unfair.
Social forces that create unethical behavior
Performance concerns, personal expectations, unbalanced reward systems, non-salient consequences
performance and non-performance reasons people get raises or promotions
Performance: results, behaviors and habits (teamwork, cooperation, risks, creativity) Nonperformance: tenure, seniority, lab space, difficulty, danger
How the Dark Triad predicts cheating
Psychopathy- all forms of cheating, from plagiarizing to glancing at exams, Machiavellianism- plagiarism only, narcissism- no correlation with cheating
Why stereotypes are resistant to change (e.g., the effect of consistent vs. inconsistent information)
Re-fencing: seeing a stereotype disconfirming individual as unrepresentative of their group/ seeing one positive attribute; Tokenism: when 1 person who succeeded is used as an example of why racism is gone
reasons why people are hesitant to give negative feedback
Reasons: relational strain, time constraints, uncertainty on how, no motivation to do it, not anonymous
reasons for raises
Results: Getting a job done well, complete, and mistake-free Behaviors and habits (actions): Teamwork, cooperation, risks, and creativity Non-performance: Tenure, seniority, lab space, difficulties, danger
self-esteem, self-efficacy, stability, locus of control and how they relate to workplace behaviors such as persistence in the face of failure.
Self esteem- evaluation of self concept, global attitude of your overall self, after failure: low self esteem individuals perform more poorly and are more likely to give up, high self esteem individuals work harder and are less likely to give; Locus of control- Expectancy model (will my efforts bring the rewards i want?), differential reinforcement, Internal (up to you) vs External (up to fate) locus of control
key steps you must take in succeeding in an interview
Slight overconfidence, learn as much as you can about the company before the interview, have answers ready, ask reasonable but good questions; DO NOT: Exaggerate your skill sets, Seem unwilling to work / train / learnInsist on anything, Seem shallow (corner office?), Seems petty (expense your candybar?), Discuss salary / benefits / packages / anything prematurely, Aggressively disagree, Trash former employers / employees, Fail to Negotiate or negotiate poorly
the difference between a trait and a state in terms of personality and behavior
State- fluid, can transfer in and out of; state- fixed, a part of your personality; aggression is something that could be either
Emotional intelligence is and other personality traits that correlate with it
The "hodge podge" trait, contains: self-awareness (self esteem), self management (emotional stability), social awareness (empathy), relationship management (theory of mind, emotional control)
Organizational Behavior
The ability to manage various types of people and concepts. OB is a vital part of business, and the science of it is essential to understanding how to help a business to succeed
The employment rule when using IQ or personality for employee selection
The employer must always be able to provide proof of why they did what they did. The burden of proof is always on the employer
affirmative action
affirmative action- intervention designed to correct imbalances or discriminatory actions, exists to create more equity
four distinctions (e.g., introversion vs. extroversion) in the Myer's Briggs
extraversion vs introversion sensing (real physical judgement, hands on learner) vs intuition (abstract concepts & imagination) Thinking (rational decision making) vs Feeling (emotional decision making) Judging (Hard and fast rules) vs Perceiving (flexible, adaptable)
proactive personality and how it predicts certain outcomes
it predicts entrepreneurial efforts, job performance, job satisfaction, affective commitment
SMART goals
specific measurable attainable result based time bound