man 336h review qs exam 1

be able to describe the appeal of the "big 5" personality instrument to organizations. be able to define each of the big 5 factors of personality. be able to assign a personality factor based upon a description of behavior.

*appeal :* - based in 100s of research studies - comprehensive description of personality - reliable (stable scores over time) - valid (answers correlate w behavioral observations) - generalizes across cultures / languages - *predictive validity in workforce* (1) conscientiousness - highest predictor of overall job performance (2) extraversion - predictor of performance in people oriented roles (3) agreeableness - predictor of organizational citizenship behaviors *breakdown of factors :* (1) openness to experience - the extent to which someone seeks new experiences and is tolerant of change - sub dimensions : imagination, artistic interests, emotionality, adventurousness, intellect, liberalism - degree to which a person is : curious, creative, intellectual, open to new ideas L : sees things black / white, resistant to change, traditional - D : less creative, does not consider big picture, relies on familiarity - A : pragmatic, focused interests, routine oriented - careers : financial managers, performers, project managers H : enjoys exploring ; interested in abstract - D : easily bored, impractical, poor implementer - A : generates big ideas, inventive, sees big pic - careers : entrepreneurs, architects, artists (2) conscientiousness - how an individual approaches goals - and the drive and motivation to achieving them - sub dimensions : self efficacy, orderliness, dutifulness, achievement, striving, self discipline, cautiousness - degree to which a person is : achievement oriented organized, dependable, punctual L : laid back, casual, dislike structure - D : struggles w self discipline, easily distracted, looks irresponsible - A : flexible, reacts well to emergencies, makes time to relax - careers : researchers, detectives, consultants H : stable, orderly, hard working, goal oriented, happy - D : overly serious, burn out, not spontaneous - A : responsible, detail oriented, dependable - careers : leaders, executives, professional athletes (3) extraversion - degree to which a person is outgoing, talkative, sociable, and enjoys socializing - sub dimensions : friendliness, gregariousness, assertiveness, activity level, excitement seeking, cheerfulness - degree to which a person is : outgoing, talkative, sociable L : engagement with others is draining - D : no initiative w others, not good at networking, appears withdrawn - A : independent, good listeners, strong in 1x1 relationships, deep thinkers - careers : production managers, natural sciences H : engages actively w ppl and surroundings, drained by inactivity - D : bad listener, attention seeking, loud/demanding, confuses activity & productivity - A : outgoing, charismatic, ambitious, approachable, okay in spotlight, enjoys collaborations - careers : sales, politics, arts (4) agreeableness - interest in social harmony ; degree to which we take others' opinions into account - sub dimensions : trust, morality, altruism, cooperation, modesty, sympathy - degree to which a person is : affable, tolerant, sensitive, trusting L : less empathy, selfish, seen as hostile, competitive, antagonistic, prone to conflict - D : seems critical and skeptical, seems cold and tough - A : strong opinions - u know where they stand, willing to take charge and initiative - careers : advertising, management H : empathetic, others first, trusting, forgiving - D : takes feedback personally, can not say no, conflict averse - A : warm, engaging, good team member, trust worthy, maintains relationships - careers : social work, teaching, psychology (5) neuroticism - degree to which a person seeks to avoid negative experiences and anxiety and respond well to stress ; need for stability - sub dimensions : anxiety, anger, depression, self consciousness, immoderation, vulnerability - degree to which a person is : anxious, irritable, temperamental L : resistant to stress, minimal negative emotions, can handle more stress - D : not open to feedback, does not ask for help, seems indifferent to deadlines, unreasonably optimistic - A : calm, consistent, predictable, can handle pressure, even tempered, upbeat, patient - careers : air traffic controllers, finance managers, accountants H : emotional to potentially negative emotions, high alert for threats, less secure - D : tense, critical, worrisome, stress prone, muddy, easily irritated, takes criticism personally - A : emotionally expressive, non complacent (speaks up), self aware, wants feedback, show urgency, concerned abt avoiding negative events - careers : academian, customer service

what is negotiation ? principled negotiation (fisher & ury) provided a new approach to negotiation that framed it as a problem to be solved instead of a battle to be won. what are some principles that one would follow in practicing principled negotiation ?

* negotiation * / a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them ; negotiation = bargaining / * principled negotiation - fisher & ury* (1) separate people from the problem (2) focus on underlying interests instead of positions (3) invent options for mutual gain (4) insist on objective criteria

be able to describe the 5 phases of negotiation and what happens in each phase. what are "concessions" and why are they important in the bargaining phase ? (see textbook)

(1) investigation - gather all the information necessary for the negotiation (2) determining ur batna - determine your best alternative to a negotiated agreement - try and identify others' batna (3) presentation - assemble the information in a way that supports your position (4) bargaining - discuss your goals and seek an agreement with the other party - may need to make concessions in bargaining / concessions / - giving up one thing to get something else in return - not a sign of weakness : parties expect to give up some of their goals - demonstrate cooperativeness + help move the negotiation toward its conclusions - particularly important in tense union-management disputes - making a concession shows forward movement and process - allies concerns about rigidity or closed mindendess - examples : money, time, resources, responsibility, autonomy (5) closure - either come to an agreement or walk away

be able to describe the three descriptive models of decision-making. why is it called the bounded rationality model? how do leaders use the intuitive decision-making model to use their "gut hunch" of the right decision ? how does "incubation" relate to "illumination" in the creative decision-making model ?

* (1) bounded rationality model * - simpler than rational decision making - acknowledges the limitations on making optimal decisions : cognitive limitations, imperfect information, time constraints - individuals knowingly limit their options to a manageable set and choose the first alternative without counting an exhaustive search for alternatives / bounded rationality / (1) limited search : rely on familiar, easy found criteria and alternatives (2) limited review : focus on alternatives that are similar to those already in effect -----> - satisfying : deleting first alternative that is satisfactory and sufficient (aka, good enough) -----> sub optimal decision / reason for its name / - it is bounded, limited by familiarity - satisficing : picking the first option for time reasons * (2) intuitive decision making model * - non conscious process based on distilled experience and accumulated judgment - arriving at decisions without conscious reasoning - argues that experts making decisions scan the environment for cues to recognize patterns / steps / (1) situation (2) cues (3) patters (4) action scripts ----- (1) scan the environment for cues and patterns that suggest past situations or where you have experience (2) apply expertise, knowledge past experience to the recognized pattern to derive potential solution (3) consider one solution at a time - choose the first solution that will work / intuitive decision making / (1) increases with experience (2) powerful complement to rational decision making (3) useful in generating hypothesis ; not acceptable as proof - thanks to training, experience, and knowledge, these decision makers have an idea of how well a given solution may work - alter solutions based on viability assumptions - from outside, appears to be a guess, but in reality, these are calculated by experience * (3) creative decision making model * - creativity : the generation of new, imaginative ideas - innovation : the application of creative ideas to solve real world problems / steps / (1) problem recognition (2) immersion (3) / incubation / : individual sets the problem aside and does not think about it for a while ; brain is unconsciously working on the problem (4) / illumination / : insight moment ; solution becomes apparent (usually when least expected, eureka) (5) verification and application : decision maker consciously verifies feasibility of solution and implements decision / relation between incubation and illumination / - incubation : thoughts, illumination : solution - incubation leads to illumination - preparation for verification and application / similarities / (1) all models include problem identification (where the need for problem solving becomes apparent (2) immersion : the step in which decision makers consciously think about decisions

* COME BACK TO THIS * according to the article, "outsmart your own biases," what are the common traps people encounter in "thinking about the future," "thinking about objectives," and "thinking about options" ? what is at least one action they recommend to reduce bias at each level (e.g., future, objectives, options) ? what is the "rule of threes," according to the authors ?

* COME BACK TO THIS * * big idea * - instead of exploring decision uncertainties, cognitive biases narrow our thinking to consider only (1) one possible outcome (2) one objective to pursue (3) one viable option to select * solution * - understand these biases and tendencies - use mental trucks and tools to broaden our thinking * rule of thumb / threes * - anticipate three possible future outcomes - establish three key objectives - generate three viable options

what is the "big idea" of the article, "how management teams can have a good fight" ? what are some techniques teams can use to ensure group conflict is not destructive ?

* big idea * teams that handle conflicts well do things differently and more successfully than companies and teams that do not * tactics to handle * (1) focus on issues, not personalities - use more data/facts - have more alternatives/solutions (2) frame decisions as collaborations - create common goals - use humor (3) establish a sense of fairness and equity in the process - balance power structure - seek consensus with qualification - if consensus cannot be reached, senior manager/ececutive makes decisions * addressing conflict * (1) see it from their perspective : it is not all about you ; give them the most generous interpretation (2) figure out your goal : what do i want ; what do i need (3) be clear on the points of disagreement : what are we disagreeing about ; the how ? the what ? who makes the decision

what is conflict ? how is "perception" at the heart of conflict ? what is functional vs. dysfunctional conflict ? what are some "upsides" and "downsides" of conflict ?

* conflict * - a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something the first party cares about - this is a process ; a series of events * perception in conflict * - conflict is initiated based on /perceptions/ of difference (1) perceived conflict : at least one party is aware that the conflict conditions exist (2) felt conflict : at least one party feels an emotional reaction * types of conflict * / functional / - conflict that supports the goals of the group and improves its performance / dysfunctional / - conflict that hinders group performance * upsides of conflict * - signals growth and opportunity - gets problems into the open - increased engagement - fosters creativity and innovation - results in higher quality decisions - improves relationships - fosters understanding - note : lack of conflict may indicate lack of engagement, groupthink, or unsupportive culture * downsides of conflict * - strong negative emotions : anger, anxiety, stress - climate of mistrust - diversion of attention from task at hand - reduced communication - reduced coordination - note : conflict can be beneficial, but it may also spiral downward into ugly behaviors and personalization

what is BATNA ? what is its objective and why is it important to effective negotiation ? how do you develop a BATNA ? be able to identify the ZOPA from a BATNA description.

* definition * BATNA : - (Best Alternative To a Negotiated Agreement) - the best alternative available to a negotiating party if negotiations fail * objectives and importance * (1) used in negotiations to clarify what outcomes are possible - or to know when to walk away (2) should always be considered before negotiation takes place (3) key advantages - gives you an alternative if negotiations fall through - provides negotiating power (particularly if you know the other party's batna) - determines your walkaway point (the worst deal you will accept) * diagram * (1) buyers settlement range - lowest point : desired price - highest point : worst case (2) sellers settlement range - lowest point : worst case - highest point : desired price (3) zopa - space between sellers worst case and buyers worst case (4) buyers alternatives / batna - approaching and following the buyers worst case -> (5) sellers alternatives / batna - approaching and following sellers worst case <- * development * (1) list all alternatives to the current negotiation - what could you do if negotiations fall through (2) evaluate the value of each alternative - how much is each alternative worth to me (3) select the alternative that would provide the highest value to you - this is your best alternative to a negotiated agreement (4) after determining your banta - calculate the lowest valued deal that you are willing to accept * zopa * - Zone of Possible Agreement

be able to - at a high-level - describe how someone skilled at managing conflict (as a competency) behave differently than someone who is unskilled at that competency ? what are some skills or techniques one could use to avoid conflict or successfully manage it with other people ?

* descriptions * / leadership competency : managing conflict / (1) unskilled - avoids conflict - will let things fester - may accommodate so everyone gets along - gives in and says yes too soon - takes it personally : (2) skilled - steps up to conflicts, seeing them as opportunities - read situations quickly - good at listening - can find common ground and get cooperation (3) overused skilled - may be overly aggressive and assertive - may drive for a solution before people are rady - may have a chilling effect on an open debate * skills to avoid unnecessary conflict * - use neutral language - give reasons first and solutions last - attack the problem, support the people - no blaming or name calling - describe the problem and its impact * successfully manage conflict * - practice aikido : the ancient art of absorbing the energy of your opponent and using it to manage him/her (1) let people vent frustration and blow off steam & do not react (2) listen + pay attention (3) paraphrase their complaints (4) ask clarifying questions - what one change could you make so we can achieve our objective better ? - what could i do that would help you the most ?

be able to describe the differences between distributive and integrative negotiation strategies. what are some differences in objectives and tactics ? what does either have to do with "pie" ?

* distributive negotiation strategies * / objective : a fight for a slice of pie / - price - winner and loser - haggling and brinksmanship - distrust and deceit / characteristics / (1) goal : get as much of the pie as possible (2) duration of relationship : short term (3) motivation : win - lose (4) focus : positions ("i cannot go beyond this point on this issue") (5) interests : opposed (6) information sharing low (sharing info will allow mother party to take advantage) * integrative negotiation strategies * / objective : enlarge the pie / - different and creative combinations of scope, terms, and price - exploring interests - collaborative problem solving - trust and respect (1) goal : expand pie so both parties are satisfied (2) duration of relationship : long term (3) motivation : win - win (4) focus : interests ("can you explain why this issue is so important to you") (5) interests : congruent (6) information sharing : high (sharing information will allow each party to find ways to satisfy interests of each party)

be able to describe the fundamental attribution error and how self-serving bias colors our attributions of our own behavior.

* fundamental attribution error * - tendency to underestimate the influence of external factors and overestimate that of internal factors of other ppl / external attribution / - attributing observed behavior to events/causes outside the person (1) high consensus : everyone else behaves the same way (2) high distinctiveness : does not usually behave this way in diff situations (3) low consistency : does not usually behave this way in this situation / internal attribution / - attributing observed behavior to some internal characteristic or motive within a person (1) low consensus : no one else behaves the same way (2) low distinctiveness : usually behaves this way in diff situations (3) high consistency : every time in this station, acts the same way * self serving bias * - occurs when individuals overestimate their own (internal) influence on successes and overestimate the external influences on their failures * impact of self serving bias * - result good --> take credit - result bad --> blame others

when does it make better sense to make a decision in a group versus just by yourself ? what are some of the advantages of group decision-making and the potential downsides ? what can you do to help prevent the errors common to group decisioning.

* group decisions >>> * - non urgent decisions - if additional information would increase decision quality - if others have knowledge/experience in topic - if societal acceptance of decision is important - if ppl can be developed through participation * pros of group decisions * - more experience + knowledge can improve decision quality - may make it easier to implement (group buy in) - greater the diversity, better the outcome - more enjoyable * cons of group decisions * - possibility of / groupthink / (1) desire to avoid dissent from group's position to maintain consensus (2) occurs when stakes are high or situation is stressful - possibility for / group polarizations / : tendency for group discussion to lead to more extreme views in members * how to prevent group decision errors * - silence the leader (1) leader should not share opinions or ideas at beginning (2) should express a desire to hear from everyone - bring in different perspectives (1) appoint a devils advocate (2) bring in outside experts / sources of information - break group into subgroups occasionally - use nominal group technique (1) receive problem description (2) / individually / : silently write down possible solutions (3) / group / : take turns describing ideas + discuss and evaluate ideas (4) / individually / : silently rank or vote on each solution / why use nominal group techniques / - process for evaluating ideas in a group setting - meet face to face to judge ideas in a systematic but independent fashion - allows group to meet formally - does not restrict independent thinking

be able to describe at least one hardball tactic you could use in negotiations. how can you foil someone else's attempts to use hardball tactics against you ?

* hardball tactics * / best used when negotiations are win - lose or zero - sum + when relationships are not long - term / (1) good cop / bad cop - assign soft / hard issues to different people (2) highball / lowball - make an offer you know will be rejected (3) bogey - pretend something is important (4) nibble - make many small requests as agreement nears (5) chicken - make ultimatums * dealing with hardball tactics * (1) ignore them - pretend it did not happen - change the topic (2) time out - regroup and rethink (3) name the tactic - remove its power (4) respond in kind - play the same game * tips for ethical negotiations * - be honest - keep your promises - platinum rule : treat people the way *they* want to be treated

how are job rotation, job enlargement, and job enrichment similar or different from one another ? what is a requirement for job empowerment to work ?

* job design* - process of designing the contents (tasks/responsibilities) of a job and how it gets donee *job rotation* / involves moving employees from job to job at regular intervals / - monotonous aspect of job specialization can be relieved - effective way for employees to acquire new skills and for organizations to increase the overall skill level of their employees - cross-training increases internal rotation flexibility - increased accountability and ethical behavior *job enlargement* / refers to expanding the tasks performed by employees to add more variety ; more variety ; horizontal loading / - reduce boredom and monotony - utilize human resources more effectively - similar benefits to job rotation : it involves teaching employees multiple tasks - when jobs are enlarged, employees view themselves as being capable of performing a broader set of tasks - positively related to employee satisfaction & higher quality customer services (increases chances of catching mistakes) *job enrichment* / job redesign technique that allows workers more control over how they perform their own tasks ; more responsibility ; decision authority ; vertical loading / positives - reduced turnover - increased productivity - reduced absences - employees are more efficient - eliminate unnecessary tasks - take shortcuts - improve overall performance negatives - can sometimes cause dissatisfaction : may expect greater levels of pay - not suitable for everyone *job crafting* / recent approach to job enrichment ; refers to the changes employees make to their own job education - expanding elements that are a better fit to their own personality, or reducing the scope of the job to achieve better work life balance, all in the service of better meeting the employee's career and life goals / *requirements for job empowerment to work* / providing more autonomy, discretion in decisions + how work gets done / - careful selection and training - autonomy and ability

what are the two major determinants of individual behavior ? what is mischel's theory of "situational strength" and the conditions under which, according to the theory, the situation versus the person has a more powerful influence on behavior ?

* mischel's theory * - major determinants of behavior/attitude : situation & person - situational strength : degree to which cues in environment signal the "correct" behavior (1) high situational strength : strong situation, situation has a stronger influence (ex : the light is red) (2) low situational strength : weak situation, person has a stronger influence (ex: the light is yellow) - reflect on "interactionist" model

know the missteps to avoid in negotiating with others and tactics you can use to improve your chances of successful negotiations.

* missteps * (1) failing to negotiate / accepting the first offer (2) letting your ego get in the way (3) having unrealistic expectations (4) getting overly emotional (5) letting pat negative outcomes affect current negotiations * tactics to improve success * - preparation is key - focus on what you agree on first, leave disagreements for kater - use timing + deadlines to advantage - be patient - listen more than you talk - be comfortable w silence - be willing to walk away * negotiating as a leadership competency * (1) unskilled - may be too soft or hard - feels a need to win every battle - poor conflict manager - may hold back and be afraid to take tough stances - poor listener - may not seek common ground (2) skilled - gains trust quickly - can negotiate skillfully in tough situations - can settle differences w minimal noise - can win concessions without damaging relationships - diplomatic, tactful - active listeners (3) overused skilled - may leave people-damage in his/her wale - may walk over ppls feelings - may always need to win - may be reluctant to walk away - may take too long to get things decided

what is perception ? how does perception influence the quality of our decision making ?

* perception * - a process by which individuals organize and interpret their snooty impressions in order to give meaning to their environment - perception is about how your brain interprets sensory inputs - how you see others or things and the assumptions you make about them - assumptions based on attitudes, personality, motives, interest, experiences, and expectations - how are brains are wired * influence of perception * - people's behavior is based on their perception of what reality is, not on reality itself - the world as it is perceived is the world that is behaviorally important - perception becomes the reality from which we act - leads to unconscious biases (1) awareness that a problem exists (2) the interpretation and evaluation of information (3) perceptual errors often surface that can bias the analysis and conclusions

how are the goals of rational decision models and descriptive decision models similar or different ?

* rational decision making models * / show how managers ought to make decisions in order to maximize decision outcomes / * descriptive decision making models * / show how managers actually make decisions, often under imperfect conditions /

what is the relationship between conflict and performance ? how are different types of conflict (task, process, relationship) related to team performance ?

* relationship between conflict and performance * - reference the bell curve graph - optimal point : medium conflict + high performance (the middle) - low and high conflict : dysfunctional * types of conflict + relation * (1) task : the what ; moderate task conflict is positively correlated with team performance + (2) process : the how ; process conflict negatively correlated with team performance - (3) relationship : the people ; relationship conflict negatively correlated with team performance -

frederick taylor's scientific management promoted the idea of job specialization ? what is it, and what are its limitations ?

* scientific management * / philosophy based on taylor's published ideas / - was a mechanical engineer, so he saw work being done haphazardly without proper manaagement - saw inefficiencies inherent in employees' production methods - argued that a manager's job was to carefully plan the work to be completed by employees - believed that scientific methods could be used to increase productivity - found that instead of allowing workers to use their own shovels, if they were given specially designed shovels, productivity increased - by providing training and specific instructions, he was able to dramatically reduce the # of laborers required to handle each job *job specialization :* entails breaking down jobs into their simplest components and assigning them to employees so that each person would perform a select number of tasks in a repetitive managers / advantages / - reduces skill requirements of jobs - decreases the effort and cost of staffing - training times tend to be shorter / limitations / - jobs are boring and associated w absenteeism - counterproductive work behaviors such as tardiness *dark ages* - taylorism now has a bad rep - time when employees' social motives were ignored - still served as a fundamental change in management mentality - still paved the way for universal automation and standardization - still allowed managers to finally realize how significant their role in influencing output levels of employees

be able to describe what happens in each of the 5 stages of the conflict process. be able to describe potential sources of conflict. at what stage does conflict become "visible" ?

* stage 1 * / potential opposition or incompatibility / / conflict root causes / - limited resources : limited resources of time, money, information - org structure : role design, org structure, reporting relationships - task interdependence : dependency on others' work to accomplish goals - incompatible goals : mutually exclusive goals + outcomes - personality differences : differing personality traits, styles, values - communication issues : semantic misunderstandings, "noise", barriers * stage 2 * / cognition and personalization / / conflict root causes lead to either / - perceived conflict : at least one party is aware that conflict conditions exist - felt conflict : at least one party feels an emotional reaction * stage 3 * / intentions / / conflict handling intentions / (1) accommodating - you win, i lose (2) avoiding - no winners or losers (3) compromising - we both win + we both lose (4) competing - i win, you lose (5) collaborating - i win, you win * stage 4 ** VISIBILITY * / behavior / / overt conflict / - party's behavior - other's reaction / conflict intensity continuum / - higher number, higher intensity (6) effort to destroy the other party (5) aggressive physical attacks (4) threats and ultimatums (3) assertive verbal attacks (2) overt questioning or challenging (1) apparent tension * stage 5 * / outcomes / / overt conflict leads to either / - increased group performance - decreased group performance / reference to types of conflict / - task conflict = positive - relationship conflict = negative - process conflict = negative

describe the rational decision-making model by outlining the steps using an example (e.g., deciding which car to buy). what are some limitations in using this model ?

* steps * (1) identify the problem : need a car to get to work (2) define objectives : buy a new car (3) identify decision criteria : price range, fuel economy, electric, safety features (4) generate alternatives : honda civic, nissan centra, ford focus (5) evaluate alternatives : 1 civic, 2 sentra, 3 focus (6) make a choice : civic (7) implement choice : buy civic (8) follow up : does it work ------> (1) if solution is found : / problem solved / (2) if solution is not found : / repeat steps / * assumptions * - all relevant information is present (problems + alternatives) - clear, constant preferences - no time constraints - unlimited information processing * limitations * - decisions are time constrained - decisions contain elements of chance and chaos - decision maker are sensitive to political pressure, culture and norms - decisions are not completely rational

what are some tactics you could take to measure job attitudes ? be able to contrast conducting a survey with focus groups or interviews and the advantages/disadvantages of each.

*(1) surveys :* - advantages : great for large groups, easy to administer, measure changes over time, benchmark against other groups/orgs - disadvantages : difficult to understand root cause, anonymity is suspect for small teams *(2) focus groups :* - advantages : great for deep-diving into what people are thinking about issues, build on others' perspectives - disadvantages : time intensive, difficult to quantify *(3) 1:1 conversations :* - advantages : if trust is high, best way to understand how someone is feeling, great for small teams - disadvantages : time intensive, if trust is neutral/negative, you may not undercover the issues *(4) exit interviews :* - advantages : while we hate losing goof people, most will take the time to tell you why they are moving on - disadvantages : it is too little too late to save the person from leaving (these are regrettable exits)

know about third-party negotiations and the difference between mediation and arbitration. what are the aims of each and how do they each operate ? (see textbook)

* third party negotiations * / last resort / (1) alternative dispute resolution (a) mediation - mediator (outside third party) enters situation to help parties reach agreement - mediator can facilitate, suggest, and recommend - mediator does not represent either side - helps parties share feelings, verify facts, exchange perceptions, work toward agreements, clear up misunderstandings, determine underlying interests or concerns - confidential - helps parties design their own solutions (b) arbitration - parties submit the dispute to a third party arbitrator - arbitrator makes final decision - neutral party - awards (decisions) are written and binding - often used in union-management grievance conflicts / relationship between mediation and arbitration / (i) mediation -> arbitration - common (ii) arbitration -> mediation - alternative ; format : - have both sides formally make their acse - arbitrator makes a decision and seals it - parties then work through mediation - if resolution is not reached through mediation, arbitration becomes binding (c) other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing (d) effective in dealing with challenging problems

be able to define the three types of conflict (task, process, relationship) and the 3 loci (locations) of conflict (dyadic, intrapersonal, intragroup, intergroup). be able to recognize a situation describing each.

* types of conflict * / task / - the what - disagreements over content, goals of work / process / - the how - disagreements over methods, procedures, how the work gets done / relationship / - the people - conflicts based in interpersonal relationships : personalities, attitudes, style * 3 loci of conflict * - locus : where something occurs / dyadic / - conflict between two people / intrapersonal / - conflict within oneself / intragroup / - conflict within a group or team (2+) / intergroup / - conflict between groups or teams

what are the three levels of analysis of organizational behavior ? be able to provide examples of concepts at each layer.

*(1) individual* concepts : individual difference, personality & values, perceptions, attitudes & behavior, motivation, stress & emotions examples : assessments, performance measures specific : understanding our manager's' personality *(2) group* concepts : ethics, decision making, working in groups/teams, conflict & negotiation, power + influence + politics examples : team effectiveness, attitude surveys specific : understanding how our manager's personality affects our team *(3) organization* concepts : leadership, culture, organizational design, change management examples : financial performance, corporate reputation specific : understand how our organization's culture affects organizational performance

be able to describe the "dark triad" traits of personality ? how can these traits show up in the workplace ? be able to describe at least one way organizations can avoid or manage such individuals.

*(1) machiavellianism* - using manipulation to achieve power - the ends justifies the means - if it works, use it *(2) narcissism* - a person with a grandiose sense of self importance - requires excessive admiration, is arrogant - props themselves up at expense of others *(3) psycopathy* - lack of concern for others - lack of guilt / remorse when actions cause harm *how to deal* - look for triad when hiring - honestly appraise team members - address the behavior - do not support behavior - understand u can not change them - (m) set boundaries - (m) talk work at work - (m) be transparent/authentic to combat them *traits in workforce* - do well in creative/innovative/ambiguous/ruleless situations - do not show as much emotion/a little detached charismatic/friendly at first - competitive performer - two faces/personalities based on audience (authority vs personal)

what is mcclelland's needs theory of motivation ? what is one implication of this theory for how organizations should manage employees ?

*(1) need for power* /need to make others behave in ways they otherwise wouldn't/ - best managers (when emotionally mature) - seeks out leadership positions - goal setter, decision maker - watch out for self serving abuses of power *(2) need for achievement* /need to accomplish goals, overcome barriers, and excel/ - difficult managers (put their achievement first) - prefers challenging tasks - likes to take calculated risks - craves performance feedback (3) need for affiliation /need to be liked, have close relationships, avoid isolation/ - poor managers (need to be liked more than getting things done) - prefers roles allowing them to engage & help others - thrives with good workplace relationships - may emphasize relationships over tasks

what is the difference between a programmed and a non-programmed decision ? be able to provide an example of each. which type of decisions are more likely to be made at the top, middle or bottom layers of an organization ?

*(1) programmed* /system 1/ - programmed decisions are routine decisions that rely on predetermined courses of action - typically frequent and unimportant ; automatic, unconscious - for example, deciding how many raw materials to order should be a programmed decision based on anticipated production, existing stock, and anticipated length of time for the delivery of the final product *(2) non-programmed* /system 2/ - non-programmed decisions are decisions for which there are no ready made solutions - typically unique and important ; conscious, deliberate - for example, consider a manager trying to decide whether or not to adopt a new technology. will the new technology really be better than the existing technology ? there will always be unknowns in situations of this nature *top management :* - strategic decisions - NON programmed *middle management :* - tactical decisions - transform NON programmed to programmed decisions *lower management :* - operational decisions - programmed decisions

be able to define and distinguish the self-concepts discussed in class and presented in your textbook. be able to describe at least one similarity and one difference between the concepts of self-efficacy and self-esteem. what is locus of control and what is its relationship to behavior in organizations ? how does it impact ethical behavior ?

*(1) self esteem :* perception of our own self-worth or value ; higher self-esteem correlated with higher job satisfaction and performance ; harder to change *(2) self efficacy :* belief that one can perform a task successfully ; higher self-efficacy correlated with higher job performance - similarity : our own perception of ourselves, higher scores indicate higher job performance - difference : esteem regards feelings about our worth, efficacy regards feelings about our capabilities *(3) locus of control :* extent to which people feel accountable for their own behaviors and outcomes ; - internal LoC correlated with higher job satisfaction and emotional well-being - higher internal locus of control : more effort being placed on adhering to internal ethics and morals, more cognizant of responsibilities and awareness of consequences

why should organizations be interested in such work attitudes as job satisfaction, organizational commitment, employee engagement or intention to leave ? what work outcomes are satisfaction and commitment related to ?

*attitudes :* evaluative judgements (favorable/unfavorable) concerning objects, people, events, or issues at work ; reflective of one's feelings or beliefs about something (influences choices) - affective = feeling - cognition = belief - behavior = action *attitude chain :* job satisfaction (most imp) -> job involvement -> organization commitment -> perceived organization support -> employee engagement -> intention to leave *why should organizations be interested & track satisfaction + commitment levels :* - work attitudes provide valuable clues as to who will leave or stay with an organization - why some individuals will perform better and which employees will be more engaged *outcomes* (1) team member : satisfaction, commitment, perform better, display citizenship behaviors, and be absent less often for shorter periods of times (2) customer : satisfaction, loyalty (3) company results : revenues, increased profits, better safety, better customer service, higher company performance * job satisfaction * * organizational commitment * * employee engagement * * intent to leave *

why should organizations care about the study of organizational behavior ?

*better understanding of* - work attitudes : job satisfaction, organizational commitment, more effective relationships and teamwork, more effective decisions - workplace behaviors : customer service, counterproductive work behaviors - personality interactions : individual, group, organization - employers care about OB top five personal qualities/skills : problem solving, teamwork, written communication skills, leadership, work ethic

what is the big idea of maslow's hierarchy of needs ? what are some of its limitations ? how does alderfer address those limitations with his ERG theory ?

*big idea :* individuals have /needs/ that, when unsatisfied, result in motivation *structure* (top to bottom) *(5) self actualization* - general ex : meeting life goals - organizational ex : job that fulfills potential *(4) esteem* - general ex : status - organizational ex : job title *(3) belonging* - general ex : friendship - organizational ex : work relationships *(2) safety* - general ex : stability - organizational ex : benefits ; job security *(1) physiological* - general ex : shelter - organizational ex : wages *limitations* - can not be tested empirically - there is no way to measure precisely how satisfied one level of need must be before the next higher need becomes operative - too simplistic : the same product or service can satisfy several needs at once - too culture-bound : it lacks validity across different cultures and the assumptions of the hierarchy may be restricted to western cultures (ppl may go through stages at different times/oders) - was not created through rigorous sampling, rather by selectively chosen ppl (restricted # of self actualized people) erg : existence relational growth *ERG addressing* (3) /growth /: self actualization + esteem (2) /relatedness/ : belonging (1) /existence/ : safety + physiological - modification of maslow's hierarchy - doesn't assume that there ae rigid hierarchies in which a lower need must be gratified before one can move on - ex : a person can be working on growth even though existence or relatedness needs are unsatisfied - at a given point of time, more than one need may be operational - defines the frustration-regression principle : can not go up a level, so u are frustrated, which makes u go down a level ; etc : no social level, self esteem goes down, next level down

what is the "nature vs. nurture" debate with regard to personality ? what did the minnesota twins studies reveal about the determinants of personality ? do these studies support the notion that personality can change ?

*bottom line* - nature & nurture both contribute to personality *minnesota twins* (13 yrs) - 40-60% explained by genetics - 70% of iq explained by genetics - 40% of work values explained by genetics *changing* - genetics and environment work together to develop a personality, but genetics does in fact play a large part - personality can change bc environments can change

according to daniel pink, what is the impact of external rewards on job performance ? be able to describe the kinds of intrinsic rewards that are most likely to stimulate performance on cognitive tasks.

*daniel pink motivation theory* secret to high performance is invisible, intrinsic drive, which is heightened by : - three elements : (1) autonomy : human desire to lead a life of one's own; freedom to explore interests (2) mastery : desire to improve something that matters ; growth and improvement (3) purpose : about the desire to serve something greater than man himself ; connection of work to something meaningful *theory additional notes* - organizations and leaders should adopt a self-determination focused approach tp motivation - should focus on ppl's drive to be autonomous, connected, and self determines - organizations should develop environments for employees in which they can direct their own lives + learn and do things that contribute to organization and real world *impact* - (similar to herzberg's theory) + money or any other external motivator is not the most effective *intrinsic rewards* - actively ask for input - encourage mindfulness - be positive - celebrate milestones + achievements - set interim goals - validate good work - offer self improvement opportunities

be able to describe the decision biases discussed in class (e.g., availability bias, anchoring bias, overconfidence bias, hindsight bias, status quo bias, framing bias, confirmation bias, escalation of commitment). from lecture, what two actions you could take to reduce the chances of heuristic biases impacting your decisions (e.g., training, devil's advocate, etc.) ?

*decision biases* (1) availability bias : overweighing information that is readily available, most recent, or most easily comes to mind ; which is more common - death by shark or death by falling airplane ? ppl said 58% 42%, but actually airplane 30x likely than shark (2) anchoring bias : when making an estimate, fixating on initial information that may or may not be relevant + overweighing that information ; philippines population vs indonesia population (3) overconfidence bias : when one believes too much in his or her ability to make good decisions (4) hindsight bias : believing falsely that we could have predicted the outcome of an event after that outcome is already known. (5) status quo bias : preferring tried and true solutions or options over an unknown option ; commission vs salary (6) framing bias : bias introduced by how information is presented or framed (7) confirmation bias : seeking out information that reaffirms our past choices and discounting information that contradicts past judgments ; conspiracy theories (8) escalation of bias : staying with a decision even when there is clear evidence that it is wrong ; (sunk cost fallacy) *heuristic* - cognitive tools or shortcuts we use to simplify decision making (mental rules of thumb) / actions to reduce heuristic bias / (1) training and awareness - applying lessons to other situations can help (2) do not react on first impulse - sleep on it (3) try diff perspectives - changing reference point can change decision (4) expand data/options considered - brainstorming - assign a devil's advocate (5) outsider views can help

define personality. why is personality studied in an OB class ? what is the potential impact of personality on individual behavior and organizational outcomes ?

*definition* - "who we are" - the sum of ways in which an individual reacts to and interacts with others - relatively stable feelings, thoughts, patterns of behavior *potential impact* - influences our "choices" of attitudes, thoughts, feelings, + behaviors we display - self-awareness is key to leadership development - gives us clues to how others will act in different situation *personality can influence* - people's behavior in organizations - types of careers ppl choose - job satisfaction of ppl - how well ppl handle stress - how effective ppl are as leaders - job performance

what are job attitudes and what is their impact on individuals ? what are influences on the attitudes that people have in the workplace ?

*definition* - job attitudes : evaluative judgements (either favorable or unfavorable) concerning objects, people, events, or issues at work - reflects how ppl feel or believe about something, which impacts behavioral choices *attitude impacts* affective -> feeling cognition -> belief behavior -> action *job attitude chain* (1) job satisfaction (most important) (2) job involvement (3) organization commitment (4) perceived organization support (5) employee engagement (4) intention to leave *influences on the attitudes* - internal, interpersonal, job-related relationships - manager : key predictor of satisfaction *- ex :* (1) personality (2) person-job fit (3) person-organizational fit (4) characteristics of the job (5) psychological contract (6) organizational justice (7) stress (8) relationships at work (9) work life balance

be able to define the concept of "motivation" and its relationship to behavior intensity, direction and persistence.

*definition* - motivation : the desire to achieve a goal or a certain performance level, leading to goal-directed behavior *connections* - performance = motivation x ability x environment - intrinsic & extrinsic - maslow + hezberg + mcclelland *internal state of goal-directed behavior* (1) direction : where the effort is channeled (2) behavior intensity : amount of effort exerted (3) persistence : how long effort is maintained

what is the idea or definition of organizational behavior ? what is it about ?

*definition* - systematic study and application of knowledge about how individuals and groups act within the organizations where they work - strong social relationships among coworkers and supervisors leads to greater job satisfaction : less stress, higher employee retention, superior financial performance

under what conditions are goals likely to motivate higher performance (e.g., commitment, feedback, etc.) ? what are SMART goals ? how are goals used in organizations (MBO or OKR) ? what are potential downsides of using goals ? be able to provide an example.

*goal setting theory* - key idea : specific and difficult goals lead to higher performance esp when feedback is provided - goals tell an employee what needs to be done and how much effort is needed *conditions* - specific goals increase performance - difficult goals (when accepted) result in higher performance - feedback on progress toward goals lead to higher performance - commitment to goal is key to goal performance relationship *SMART goals* (1) specific (2) measurable / meaningful (3) aggressive / achievable (4) realistic / relevant (5) time bound - goldilocks rule : work toward goals that fall within the margins of difficulty rather than extremes *mbo (management by objectives)* - direct employee attention toward a common end (1) setting company wide goals derived from corporate strategy (2) determine team and department level goals (3) collaboratively setting individual level goals that are aligned with corporate strategy (4) developing an action plan (5) periodically reviewing performance and revising goals ------ - measure performance - what - set on a personal level - top down - tied to compensation : risk averse - private / siloed - measuring the past *okr (objectives and key results)* - drive improvements - what + how - set collaboratively on company and team levels - not tied to compensation : ambitious - transparent via cooperation and communication - forward looking *potential upsides* - provides focus and direction - energizes and challenges - promotes thinking outside the box - makes it easier to get support of others *potential downsides* - single mindedness develops - adaptability declines - ethical problems increase - ex : sears, sales quota, overcharging customers to meet quota

be able to distinguish a "growth" versus "fixed" mindset. why would organizations have an interest in the "growth mindset" of their employees ? how can companies impact the degree of "growth" versus "fixed" mindsets in their organization ?

*growth* - believes talents can be developed + effort is the path to mastery - sees mistakes + failures as opportunities - views failures as temporary setbacks - embraces challenge - welcomes feedback - is inspired by success of others *fixed* - believes talents are fixed + efforts are fruitless - sees failure as endpoint + believes failures define who they are - avoids challenge - ignores feedback - threatened by success pf others' *why organization interest* - higher levels of trust and collaboration - stronger ownership + commitment - greater innovation + risk taking - see organization as committed to learning + growing *how organization impact* - selection process : hire for growth mindset - promote internally vs. externally - focus on capacity + passion for learning vs. credentials

be able to differentiate Intrinsic from extrinsic motivation. what is the potential impact of external rewards on intrinsic motivation ?

*intrinsic* : the motivation to engage in work primarily for its own sake (1) self worth (2) knowledge (3) passion (4) dedication (5) growth (6) fun (7) purpose *extrinsic* : motivation in response to something apart from the work itself (1) deadlines (2) social status (3) money (4) prizes (5) winning (6) failure (7) perks *potential impact* these external rewards can encourage ppl to work toward internally improving, helping people feel more fulfilled and ready to begin experimenting with new work

why are organizations most interested in job satisfaction ? according to research, what are the key influences on whether an employee feels satisfied ? what organizational outcomes does job satisfaction predict ?

*job satisfaction :* refers to the feelings people have toward their job - built by manager, the work itself, growth opportunities, colleagues, autonomy, corporate social responsibility, kinda pay - relates to most organizational outcomes as employees are the backbone to company structure/culture *key influences* *- ex :* (1) personality (2) person-job fit (3) person-organizational fit (4) characteristics of the job (5) psychological contract (6) organizational justice (7) stress (8) relationships at work (9) work life balance *organizational outcomes* - absenteeism - citizenship - turnover - job embeddedness : degree of strength to other people, their communities, jobs, and organizations, & when leaving there job would entail many sacrifices (such as valuable benefits, giving up well liked colleagues, or having to give up prestige) - job involvement, organizational commitment, perceived support, employee engagement, intent to leave

what are organizational citizenship behaviors (OCBs) and how are they different from job performance ? what factors predict OCBs ? how do these factors differ from the factors that are most predictive of job performance ? (textbook chapter 4)

*organizational citizenship* - ocb : voluntary behaviors employees perform to help others + benefit the organization - ex : helping a new coworker understand new company norms, volunteering to organize company picnics - agreeableness *predictors :* (1) organizational justice + interpersonal relationships (2) personality - good predictor of job performance, better indicator of citizenship (3) job attitudes : commitment (4) age (+) agreeablessness *job performance* - definition : (in-role performance), refers to the degree to which an employee successfully fulfills the factors included in the job description - conscientiousness *measures :* (1) quality + quantity of work (2) accuracy + speed of performance (3) overall effectiveness of person/performance *predictors :* (1) general mental ability (cognitive abilities : reasoning, verbal, numerical, analytical, intelligence levels and skills) (2) perceptions of organizational justice & interpersonal relationships (3) stress (4) work attitudes : job satisfaction + engagement (5) personality traits - modest predictor

at a high-level, be able to describe a few of the relationship difficulties of wolfgang keller and dmitri brodsky. what did keller learn from his experiences with brodsky and dr. haussler ? be able to apply describe each in terms of big 5 dimensions, with supporting examples.

*relationship struggles* - keller thinks : brodsky has a lack of personal connection with distributors, he is responsive, and he gives us - brodsky thinks : keller does not delegate, wants more autonomy - haussler thinks : keller is overstepping *keller learns* - he must delegate - he must collaborate - he must develop his team - he must be open minded - less "my way orr the high was" - he must trust his team - he should not try to do everything *keller big 5* - HIGH openness to experience - LOW conscientiousness - HIGH extraversion - LOW agreeableness - HIGH neuroticism *brodsky big 5* - LOW openness to experience - HIGH conscientiousness - LOW extraversion - LOW agreeableness - LOW neuroticism

what are values and why do organizations care about them ? what are some characteristics of values (how they are influenced, etc.) ? what are organizational values (and be able to provide an example) ? what is the relationship between org values, personal values and person-organization fit ?

*values* - basic convictions about what is good, right, or desirable - influenced by : environments (parents, teachers, friends, national culture) - someone's value system influences attitudes, perceptions, behaviors, & tends to be stable & enduring *organizational values* - clarify how people are expected to behave in their company - ex : google poster care values, some include (1) we want to work with great people (2) technology innovation is our lifeblood (3) working at google is fun (4) don't take success for granted (5) we aspire to improve and change the world *relationship between org values, personal values, and person-organization fit :* - when people's values match their organization's culture, there is (1) higher job satisfaction (2) higher commitment to the organization (3) low turnover

what is herzberg's two-factor (or motivator-hygiene) model of motivation and how did it advance our understanding of motivation ? what is one limitation of this model ?

- discusses two separate factors for motivation (internal and externally pertaining to work) *(1) hygiene factors* / avoid job dissatisfaction + outside of the work itself / - company policy & administration - supervision - interpersonal relations - working conditions - salary - status - security *(2) motivator factors* / lead to job satisfaction + about the work itself / - achievement - recognition - challenging, meaningful work - responsibility - advancement - growth *how did it increase our understanding* - points out that improving the environment of job performance goes only so far in motivating employees - contextual factors matter bc absences cause dissatisfaction - solely focusing on hygiene factors will not be enough - managers should enrich jobs by giving employees opportunities for more challenging work, greater responsibilities, + advancement opportunities *general problems with earlier theories of motivation* - not held up under closer examination - have fallen out of favor - have little supporting documentation *particular limitations* - not a lot of research to support - factors are not completely independent from one another - arbitrary - classification of the factors as hygiene or motivator (ex : pay can be hygiene or symbolic of motivator) - people can attribute their satisfaction/dissatisfaction to external factors

what are some challenges in using personality testing as part of a new hire selection process ? (textbook chapter 3.2)

- interviewers need to work on detecting conscientiousness better, bc in interviews it is difficult, and personality tests is their go-to ; combine with a cognitive test (1) ppl filling out the test do not have a strong incentive to be truthful : validity concerns ; ppl may fake their answers to appear more appealing (2) self-reporting is less effective, as we see ourselves different than how we portray ourselves ; probably how supervisors, coworkers, and customers see us is more important than the way we see ourselves ; references more relevant (3) uncertain relationship between performance and personality ; personality only explains about 10-15% of variation in job performance, and job performance is what employers are looking for ; personality relates more to job satisfaction and other attitudes

be able to define the attitudes of job satisfaction, organization commitment and employee engagement. why is each important to organizations ?

- job satisfaction : refers to the feelings people have toward their job ; (built by manager, the work itself, growth opportunities, colleagues, autonomy, corporate social responsibility, kinda pay) - organization commitment : emotional attachment people have toward the company the work for. (connection to job satisfaction, hand in hand) - employee engagement : degree of discretionary effort/willingness to exert energy into your job ; investment of one's mental, emotional, and physical energies into work ; engagement reflects employees' enthusiasm, involvement, and satisfaction w their work & consequent implications for work behavior. - given that job engagement has similar predictors and outcomes, and organizations track job engagement in a way similar to how the other two are tracked, we focus on these three concepts in our discussion of work attitudes

be familiar with each of the conflict handling styles and the "win/lose" outcomes they are trying to achieve. in what situations or conditions is each conflict style most appropriate ? which is the most challenging conflict handling style to use (and why) ? be able to identify a conflict handling style from a description.

- level of competitiveness : concern for self - level of cooperation : concern for others (1) accommodating - low level of competitiveness, high level of cooperation - you win, i lose - use with someone in an authority position (2) avoiding - low level of competitiveness, low level of cooperation - no winners or losers - use for machiavellians (3) compromising - medium level of competitiveness, medium level of cooperation - we both win + we both lose - use when relationships matter and are long term (4) competing - high level of competitiveness, low level of cooperation - i win, you lose - use when relationships are not long term ; use when looking to maximize short term outcome ; use in grave situations where survival is key ; use when situation are unethical and do not align with your values (5) collaborating - high level of competitiveness, high level of cooperation - i win, you win - use when you are highly interest in both parties' outcomes / most challenging style / - collaboration - difficult to come up with a third solution that incorporates everything the two parties want - it needs shared control - it needs deep effort - time consuming - creative - must build a strong relationship with the opposing team

what are the three components of expectancy theory? be able to describe how this theory can be applied in organizations. be able to provide an example of how you might improve an employee's motivation through expectancy theory perceptions.

/ effort -> perrformance -> reward / / expectancy + instrumentality + valence / / managers -> employee validation/ /well accepted ; lots of research attention ; simple & intuitive / *(1) expectancy* - perceived effort -> success probability / "if i work hard, will i get the job done ?"/ - provide training & development ; remove obstacles ; encourage & support *(2) instrumentality* - perceived performance-reward probability /"if i perform well will i be rewarded ?"/ - reward performances ; communicate rewards ; remove non-performance related factors *(3) valence* - perceived value of reward /"do i value these rewards ?"/ - give rewards ppl want ; ensure rewards are fair; provide employee choice

what are some commonly encountered perceptual biases that influence how we evaluate other people ?

/ perceptual assumptions that simplify things and make our life easier, albeit at a cost / (1) stereotyping : judging someone on the basis of the perception of the group to which they belong (2) selective perception : a perceptual filtering process based on interests, background, and attitude ; seeing what we want to see (3) contrast effects : our reaction is influenced by others we have recently encountered ; the context of the observation (4) halo/horn effect : allowing impression of one trait, either good (halo) or bad (horn) to overshadow perception of other traits + behaviors

what are the 5 job design elements of the job characteristics model ? according to the model, what are the psychological and behavioral outcomes of a job designed with the 5 characteristics ? does a job designed using the model always motivate higher performance ?

/"the key to maintaining motivation is in the job itself"/ *design elements* /(1) skills variety /: do tasks vary and are they challenging ? or are they monotonous, repetitive, and too easy ? /(2) task identity :/ do tasks have defined beginnings, middles, and ends ? /(3) task significance /: does the employee feel that his/her role has meaning ? /(4) task autonomy/ : can individuals have a say in how they carry out their work ? /(5) job feedback /: are employees receiving feedback on their performance ? *psychological & behavioral outcomes* /core job dimensions (motivating potential) -> critical psychological states -> personal and work outcomes/ (1) skill variety + task identity + task significance -> experienced meaningfulness of the work -> high internal work motivation, high quality work performance (2) autonomy -> experienced responsibility for outcomes of the work -> high satisfaction with the work (3) feedback -> knowledge of the actual results of work activities -> low absenteeism & turnover _a job using this model does not function unless the employee /wants/ to be challenged_

be able to describe equity theory and the process of comparisons that, according to the theory, people make to determine positive or negative inequity. be able to prescribe antidotes to inequity (i.e., how can people alter their equity perception) ?

/basic idea : individuals rationally determine their motivation/ (person | comparison other) (outcomes/ inputs -> O/I) (inputs = our contributions, outcomes = perceived rewards) (subjective process) *definition :* - individuals are motivated by a sense of fairness in their interactions (think abt office manager situation) - sense of fairness results from social comparisons we make - referent : the person we compare ourselves to in this theory *(1) inequity :* OI = OI - happy *(2) negative inequity :* OI < OI - efforts to restore *(3) positivity inequity :* OI > OI - u rationalize it *efforts to restore* - alter inputs/outcomes : make yourself work/earn more/less, or negotiate or steal - alter others' inputs/outcomes : make referent work/earn more/less - change comparison person : pick a diff person in organization - rationalize the inequity : maybe they/you deserve more/less - leave the situation : quit, take legal action if inequality is not justified *individual differences in reactions to inequity* - equity sensitivity : distribution of strength of different reactions to inequity - entitleds : who expect to receive substantial compensation for relatively little input benevolence : whose who give without waiting to receive much in return

what are appropriate uses for the MBTI ? what are a few flaws with the MBTI as a personality assessment ? why do you think its use is so widespread?

structure (1) extraversion / introversion (2) sensing / intuition (3) thinking / feeling (4) judging / perceiving appropriate uses (1) examining your style + behavior preferences (2) understanding team dynamics (3) improving communications (4) identifying + leveraging differences between ppl bad uses (1) hire people / assign ppl to jobs (2) to limit / stereotype ppl (3) to excuse bad behavior (4) performance reviews flaws (1) low validity : measures preferences, not skills (2) low reliability/consistently : low test-retest reliability (ppl's results change) (3) no predictive power : inability to predict important outcomes (performance and leader effectiveness, etc) why widespread (1) a vehicle for group members to gain a better understanding of each other" because it gives them something to talk about - icebreaker (2) positive reinforcement / reaffirmation : forer effect (3) easy, simple, fun

why is the topic of motivation important to companies and the employees that work for them ?

why ? - one of the most important and challenging aspects of management - managers/leaders who can successfully motivate employees are much more likely to produce high functioning teams and reach organizational goals