Human Relations Chapters 2-4,7, Etc.
Factors leading to groupthink
-High level of group cohesiveness -Isolation of group from outside information or influences -Dynamic, influential leader -High stress from external threats
Pathological Critic
A negative inner voice that attacks and judges you
Extraversion
A personality dimension describing someone who is sociable, gregarious, and assertive
self-awareness
A self-conscious state in which attention focuses on oneself. It makes people more sensitive to their own attitudes and dispositions
influence
Allowing each member of an organization to participate and a wide range of activities
attitude
An evaluation a person makes about an object, person, group, event or issue.
self-efficacy
An individual's belief that he or she is capable of performing a task.
positive attitude
An outlook that focuses on the good side of things
What are the four leadership styles?
Autocratic Leader, Consultive, Participative, and Free-Rein.
Charasmatic Power
Based on the attractiveness a person has
culture
Beliefs, customs, and traditions of a specific group of people.
reward power
Compliance achieved based on the ability to distribute rewards that others view as valuable
Leaders
Do the right thing
manager
Do things right
value system
Frameworks people use in developing beliefs about themselves, others, and how they should be treated.
What makes a positive attitude?
Healthy self-esteem, Optimism, Extraversion, Personal Control.
What qualities do leaders have?
Honesty, Integrity, Trustworthiness, and Ethics.
self-esteem
How much you value, respect, and feel confident about yourself
What are the four parts of self concept?
Ideal Self, The Looking Glass Self, Self-Image, and Real Self.
8 symptoms of groupthink
Illusion of invulnerability, collective rationalization, belief of inherent morality, Stereotyping of outsiders, Direct pressure, Self Censorship, Illusion of shared unanimity, Self appointed mind-guards
Feedback
Information given to people either on how well they're doing or what they need to work on.
low self-esteem
Negative self image, lack of confidence
lower self-worth
Occurs when an individual believes himself or herself to have little value to offer the world.
lower self-esteem
Occurs when individuals are unable to see themselves as capable, sufficient, or worthy
higher self esteem
Occurs when people have healthy feelings about themselves and are therefore more likely to succeed in personal goals and career goals.
15 American Values
Personal Achievement Progress Material Comfort Work Ethic Individualism Efficiency Morality Practicality Humanitarianism Equality Democracy Freedom Nationalism Science Rationality Racial Superiority Group Superiority
organizational climate
Th emotional weather within an organization that reflects the norms and attitudes of the organizations culture and affects work morale, attitudes, stress levels, and communication
inner critic
The critical voice that bombards you with constant negative self-talk.
integrity
The extent managers and others are truly willing to put the shared values and expectations of a culture into action
The blind pane
The pane in the Johari Window that contains everything other people can see about you, but you can't see about yourself.
The hidden pane
The pane in the Johari Window that contains information and feelings that you are hiding from other people
The open pane
The pane in the Johari Window that contains information that you know about yourself and that you tell to other people.
The unknown pane
The pane of the Johari Window that contains unknown talents, abilities, and attitudes, as well as forgotten and repressed experiences, emotions, and possibilities.
Ideal Self
The person you would like to be
Justice
The reward must fit the achievement
compensation
The use of strength to make up for a real or perceived weakness
self-concept
The way we picture ourselves to be.
self-image
The way you honestly see yourself
Real Self
The way you really are when nobody is around to approve or disapprove
Values
The worth or importance to different factors in one's life.
Why don't people self disclose?
They are afraid of rejection / judgement.
Equity
Treating everyone with the same rules
self-respect
a high regard for oneself because one behaves in responsible ways
autocratic leader
a leader who has control and makes decisions with little or no consultation with others
looking-glass self
a self-image based on how we think others see us
the johari window
a visual representation of components of the self that are known or unknown to the self and to others
mentor
a wise and trusted guide and advisor
unconditional positive regard
an attitude of total acceptance toward another person
Organizational citizenship behavior
an attitude of willingness to go above and beyond the behaviors that are generally associated with life in the work place
psychological contract
an unwritten agreement that sets out what management expects from an employee and vice versa
participative leader
consults with group members and uses their suggestions before making a decision
Consultive Leader
discuss issues with workers but retain the final authority for decision making
expectations
hopes about how well others will do or about how they should behave
expert power
influence based on special skills or knowledge
free-rein leaders
leaders who set objectives for their followers but give them freedom to choose how they will accomplish those goals
sociocultural perspective
perspective that focuses on the relationship between social behavior and culture
conditional positive regard
positive regard that is given only when the person is doing what the providers of positive regard wish
networking power
power that is attained by gaining contacts and knowing the right people
Self-fullfilling prophecies
predictions about future interactions that lead us to behave in ways that ensure the interaction unfolds as we predicted
coercive power
results from managers' authority to punish their subordinates
self-disclosure
revealing intimate aspects of oneself to others
egocentric thinking
seeing the world from only your own point of view; the inability to take another person's perspective
role model
someone whose success or behavior serves as an example for you
culture stories
stories that illustrate the values of the people who make an organization work
power
the ability of one person to influence another
Leadership
the ability to motivate individuals and groups to accomplish important goals
respect
the basis of all fairness
personal control
the extent to which people perceive control over their destinies.
external locus of control
the perception that chance or outside forces beyond your personal control determine your fate.
internal locus of control
the perception that you control your own fate
legitimate power
the power a person receives as a result of his or her position in the formal hierarchy of an organization
Positive self-talk
the practice of making affirming statements about oneself to oneself to oneself helpful in building self esteem
authority
the vested power to influence or command within an organization
critical thinking
thinking that does not blindly accept arguments and conclusions. Rather, it examines assumptions, discerns hidden values, evaluates evidence, and assesses conclusions.
organizational or corporate culture
widely shared values within an organization that provide unity and cooperation to achieve common goals