Management and HR Exam 2
anchoring
bias that occurs when decision makers are influenced by the first information received about a decision, even if its irrelevant
dialectic method
calls for managers to foster a structured debate of opposing viewpoints prior to making a decision
decision support systems
computer-based interactive systems that help decision makers use data and models to solve unstructured problems
sacrificing
consists of choosing a solutions that meets some minimum qualifications, one that is "good enough"
competence
desire to feel qualified, knowledgeable, and capable to complete a task, act or goal
arbitration
disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses
prosocial behaviors
positive acts performed without expecting anything in return
motivator-hygiene theory
proposes that job satisfaction and dissatisfaction arise from 2 sets of factors: satisfaction that comes from motivating factors and dissatisfaction that comes from hygiene factors
storming
second stage in group development, time of testing. Individuals test the leaders' policies and assumptions as they try to determine how they fit into the power structure
waypower
see one or more alternative paths to achieve your goal, even when faced with adversity
organizational culture
set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
negotiation
give-and-take decision making process involving two or more parties with different preferences
resilience
have the capacity to consistently bounce back from adversity and to sustain yourself in the face of the demands of positive events
coercive power
make threats of punishment and deliver actual punishment
legitimate power
managers who obtain compliance primarily because of their formal authority to make decisions
mediation
mediator actively guides the disputing parties in exploring innovative solutions to the conflict
group think
mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' striving for unanimity overrides their motivation to realistically appraise alternative courses of action
Theory Y
modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative
behavioral decision making
most people make decisions using this process, have tendency to avoid conflict and can be too concerned with others
reward power
obtain compliance by promising or granting rewards
Conflict
occurs when one party perceives that its interests are being opposed or negatively influenced by another party
strategic plan
outlines an organization's long-term goals and the actions necessary to achieve them
Theory X
pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishments
laissez-faire
a general failure to take responsibility for leading, "leave them alone"
Conciliation
a neutral third party informally acts as communication conduit between two disputing parties
narcissism
a self-centered perspective, feelings of power or superiority, drive for personal glory
norm
an attitude, opinion, feeling, or action shared by two or more people that guides behavior
impression management
any attempt to control or manipulate the images related to a person, organization or idea
formal groups
assigned by organizations or managers to accomplish specific goals
devil's advocacy
assigning someone to the role of critic
self-determination
assumes that three innate needs influence our behavior and well being: competence, autonomy and relatedness
leader-member exchanges (LMX)
based on the assumption that leaders develop unique one-on-one relationships with each person reporting to them
Fielder's contingency model
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches the characteristics of the situation at hand
Meaningfulness
belonging and serving something that you believe is bigger than yourself
overconfidence
bias that describes a person who is overconfident about estimates or forecasts
Herzberg
made motivator-hygiene theory, job satisfaction
valence
the positive or negative value people place on outcomes
organizational climate
employees' perceptions of formal and informal organizational policies, practices, procedures and routines
task role
enable the work group to define, clarify, and pursue a common purpose
machiavellianism
entails the use of manipulation, a cynical view of human nature
informal groups
exist when the members' overriding purpose of getting together is friendship or a common interest
delphi technique
group process that anonymously generates ideas or judgement from physically dispersed experts
will power
have a goal and the determination to achieve it
power
the ability to marshal human, informational, and other resources to get something done
conceptual decision making
high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation
analytical decision making
higher tolerance for ambiguity and tend to over-analyze a situation
transformational leadership
leaders that transform followers to pursue organizational goals over self-interests
evidence based decision making
process of conscientiously using the best available data and evidence when making managerial decisions
Maslow
published his need hierarchy theory of motivation in 1943. Used to explain entire spectrum of human behavior
expectancy
represents an individual's belief that a particular degree of effort will be followed by a particular level of performance
bounded rationality
represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions
ambiguity
uncertainty or inexactness of meaning in language
brainstorming
used to help groups generate multiple ideas and alternatives for solving problems
ZOPA
zone of possible agreement: the range of possibilities you are willing to accept
inspirational appeals
trying to build enthusiasm by appealing to others emotions, ideals, or values
non-rational decision making
explains how managers actually usually make a decision
forming
first stage in group development; group members are uncertain and anxious about their roles, the people in charge and the group's goals
transactional leadership
focuses on clarifying employees' roles and task requirements and providing followers with positive and negative rewards contingent on performance
instrumentality
how an individual perceives the movement from performance to outcome
coalition tactics
informal group bound together by the active pursuit of a single issue
directive decision making
low tolerance for ambiguity and are often oriented toward task and technical concerns when making decisions
PERMA
the combination of the 5 elements of well-being: positive emotions, engagement, relationships, meaning, achievement
self actualization
the desire to become the best one is capable of becoming
motivation
the psychological processes that underlie the direction, intensity and persistence of behavior or thought
social loafing
the tendency for individual effort to decline as group size increases
norming
third stage in group development, respected member other than the leader challenges the group to resolve its power struggles so that something can be accomplished