MGMT 331-CH 4

consensus

(people)- involves a comparison of an individual's behavior with that of his peers.

distinctiveness

(tasks)- involves comparing a person's behavior on one task with the behavior from other tasks.

consistency

(time)- determined by judging if the individual's performance on a given task is consistent over time

Managerial Implications: Leadership

Good leaders exhibit: assigning specific tasks to group members telling others they had done well setting specific goals for the group

Stage 2

What stage of the Social Information Processing Model deals with encoding and simplification

Stage 4

What stage of the Social Information Processing Model deals with retrieval and response: decisions are based on the process of drawing on, interpreting, and integrating categorical information stored in long-term memory, retrieving a summary judgement that was already made

Stage 1

What stage of the Social Information Processing Model deals with selective attention/comprehension

Stage 3

What stage of the Social Information Processing Model deals with storage and retention: Event memory Semantic memory Person memory

affirmative action

an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past

stereotype

an individual's set of beliefs about the characteristics or attributes of a group, not always negative, may or may not be accurate

high consensus

behaves similarly to others

Kelley's Model of Attribution

behavior can be attributed either to: internal factors - low consensus, low distinctiveness, and high consistency external behavior- high consensus, high distinctiveness, and low consistency

perception

cognitive process that enables us to interpret and understand our surroundings

high consistency

consistent performance over time

managing diversity

enables people to perform up to their maximum potential

semantic memory

general knowledge about the world, mental dictionary concepts

Managerial Implications: Hiring

hiring decisions are based on their impression of how an applicant fits the perceived requirements of a job and on the basis of implicit cognition

Managerial Implications: Performance Appraisal

important for managers to accurately identify the behavioral characteristics and results indicative of good performance, characteristics serve as the benchmarks for evaluating employee performance.

person memory

information about a single individual or groups of people

event memory

information about both specific and general events

Managerial Implications

managers tend to disproportionately attribute behavior to internal causes, employees ability. An employee's attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem.

high distinctiveness

performs specific tasks differently than other tasks

Attention

process of becoming consciously aware of something or someone

fundamental attribution bias

reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situation factors.

Schema

represents a person's mental picture or summary of a particular event or type of stimulus

glass ceiling

represents an absolute barrier or solid roadblock that prevented women from advancing to higher level positions

implicit cognition

represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness

self-serving bias

represents one's tendency to take more personal responsibility for success than for failure

diversity

represents the multitude of individual differences and similarities that exist among people

salient

something that stands out from context- people pay attention to this.

casual attributions

suspected or inferred causes of behavior, assume they are acting a certain way due to a specific reason.

Mental model

view of the world which we create and confirm and sometimes change during our lifetime based on our personal experience and reasoning processes. our fundamental beliefs and values. we make decisions and behave according to these, often without thinking consciously about it.

internal factors

within a person such as ability

external behavior

within the environment such as difficult task, outside the control of the individual