MGMT

problem solving

-A systematic process of closing the gaps between an actual and desired situation -Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions. Step 1: Define the problem- Define problems in terms of desired outcomes. Then test each one by asking, "Why is this a problem?" Step 2: Identify potential causes using OB concepts and theories.-Test your causes by asking, "Why or how does this cause the problem?" Step 3: Make recommendations and (if appropriate) take action.- Map recommendations onto causes or 1.Selection criteria. Identify the criteria for the decision you must make, such as its effect on: -Bottom-line profits. -You and classmates or coworkers. -Your organization's reputation with customers or the community. -Your own values. -The ethical implications. 2.Consequences. Consider the consequences of each alternative, especially trade-offs between the pros and the cons, such as: -Who wins and who loses. -Ideal vs. practical options. -Perfection vs. excellence. -Superior vs. satisfactory results. 3.Choice process. Decide who will participate in choosing the solution. (If more than one person, agree on the method. Will you vote? Will the vote be public or secret? Unanimous or simple majority?): -You -Third party -Team

job satisfaction

-An affective or emotions response toward various facets of ones job -Goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance. -need fulfillment, met expectations, value attainment, dispositional/genetic components

withdrawal behavior/cognitions

-An individual's overall thought and feelings about quitting

personality types

-The Inspector -The Counselor -The Mastermind -The Giver -The Craftsman -The Provider -The Idealist -The Performer -The Champion -The Doer -The Supervisor -The Commander -The Thinker -The Nurturer -The Visionary -The Composer

Job Characteristics Model

-The goal of the job characteristics model is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics. The five characteristics are as follows: 1. Skill variety. The extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities. 2. Task identity. The extent to which the job requires an individual to perform a whole or completely identifiable piece of work. Task identity is high when a person works on a product or project from beginning to end and sees a tangible result. 3. Task significance. The extent to which the job affects the lives of other people within or outside the organization. 4. Autonomy. The extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job. 5. Feedback. The extent to which an individual receives direct and clear information about how effectively he or she is performing the job

critical thinking

-Using logic and reasoning to identify the strengths and weaknesses of alternate solutions, conclusions, pr approaches to problems -a sought after skill

concept of having multiple intelligences

-While many people think of intelligence in general terms, such as IQ, it is more common and more practical to think in terms of multiple intelligences, or an intelligence for something specific. 1. logical-mathematical intelligence: potential for deductive reasoning, problem analysis, and mathematical calculation 2. musical intelligence: potential to appreciate, compose, and perform music 3. bodily-kinesthetic intelligence: potential to use mind and body to coordinate physical movement 4. spatical intelligence: potential to recognize and use patterns 5. interpersonal intelligence: potential to understand, connect with, and effectively work with others 6. intrapersonal intelligence: potential to understand and regulate yourself 7. naturalist intelligence: potential to live in harmony with your environment 8. linguistic intelligence: potential to learn and use spoken and written languages

values

-are abstract ideals that guide our thinking and behavior across all situations. They stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence our behavior without our being aware of it. Understanding the way values affect our behavior matters for two reasons. 1.First, values guide our actions across all situations. Knowing this helps you to self-manage, such as by choosing a major or career for which you are well suited. 2.Second, you will be more effective at influencing others' attitudes and behaviors when you are armed with an understanding of values and their effects.

counterproductive behavior

-behavior that harms other employees, the organization as a whole, or organizational stakeholder such as customers and shareholders -harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders.

organizational behavior

-describes an interdisciplinary field dedicated to understanding and managing people at work. To achieve this goal, OB draws on research and practice from many disciplines, including: •Anthropology •Economics •Ethics •Management •Organizational theory •Political science •Psychology •Sociology •Statistics Vocational counseling

mood elevator

-grateful -wise, insightful -creative, innovated -resourceful -hopeful, optimistic -appreciative, compassionate -patient, understanding -sense of humor -flexible, adaptive, cooperative -curious, interested** -impatient, frustrated -irritated, bothered -worried, anxious -defesive, insecure -judgmental, blaming -self-righteous -stressed, burned-out -angry, hostile -depressed

difference between implicit cognition and discrimination

-implicit cognition: represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. -discrimination: occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job

ethical dilemma

-involve situations with two choices, neither of which resolves the situation in an ethical acceptable manner -are situations with two choices, neither of which resolves the situation in an ethically acceptable manner.

civic virtue

-is the harvesting of habits important for the success of the community. Closely linked to the concept of citizenship, civic virtue is often conceived as the dedication of citizens to the common welfare of their community even at the cost of their individual interests.

self-serving bias

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

fundamental attribution bias

-reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors.

interactional perspective

-states that behavior is a function of interdependent person and situation factors. -describes the "quality of the interpersonal treatment people receive when procedures are implemented."

Emotional intelligence

-the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions. 1.Self-awareness 2.Self-management 3.Social awareness 4.Relationship management

psychological development

-the development of human beings' cognitive, emotional, intellectual, and social capabilities and functioning over the course of the life span, from infancy through old age.

organizational commitment

-the extent to which an individual identifies with an organization and commits to its goals. Committed individuals tend to display two outcomes: •Likely continuation of their employment with the organization. •Greater motivation toward pursuing organizational goals and decisions. -Savvy managers will track four key workplace attitudes: 1.Organizational commitment 2.Employee engagement 3.Perceived organizational support 4.Job satisfaction

types of bias

1. anchoring bias 2. availability bias 3.cognitive bias 4. confirmation bias 5.framing bias 6.fundamental attribution bias 7.hindsight bias 8.overconfidence bias 9.representativeness bias 10.self-serving bias

big 5 personality

1. extroversion- outgoing, talkative, sociable, assertive 2. agreeableness- trusting, good-natured, cooperative, softhearted 3. conscientiousness- dependable, responsible, achievement-oriented, persistent 4. emotional stability- relaxed, secure, unworried 5. openness to experience- intellectuals imaginative, curious, broad-minded

levels of diversity

1. organizational dimensions 2. external dimensions 3. internal dimensions 4. personality

how we build stereotypes

1.Categorization. We categorize people into groups according to criteria (such as gender, age, race, and occupation). 2.Inferences. Next, we infer that all people within a particular category possess the same traits or characteristics: women are nurturing, older people have more job-related accidents, African Americans are good athletes. 3.Expectations. We form expectations of others and interpret their behavior according to our stereotypes. 4.Maintenance. We maintain stereotypes by: -Overestimating the frequency of stereotypic behaviors exhibited by others. -Incorrectly explaining expected and unexpected behaviors. -Differentiating minority individuals from ourselves.

ethical behavior

Acting in ways consistent with what society and individuals typically think are good values.

10 key outcomes to job satisfaction

Attitudes -motivation -job involvement -withdrawal cognitions -perceived stress Behavior -job performance -organizational citizenship behavior -counterproductive work behavior -turnover Organizational level -accounting/financial performance -customer service/satisfaction

brain model

Blue: logical, analytical, fact based, quantitative Green: sequential, organized, detailed planned Red: interpersonal, feeling based, kinesthetic, emotional Yellow: holistic, intuitive, integrating, synthesizing

diversity is only about race and gender

FALSE

external locus of control

In contrast, those who believe their performance is the product of circumstances beyond their immediate control

internal locus of control

People who believe they control the events and consequences that affect their lives

Schwartz's Value Theory

Schwartz proposed that broad values motivate our behavior across any context. First bipolar dimension -self-transcendence: Concern for the welfare and interests of others (universalism, benevolence). -self-enhancement: Pursuit of one's own interests and relative success and dominance over others (power, achievement). Second bipolar dimension -openness to change: Independence of thought, action, and feelings and readiness for change (stimulation, self-direction). -conservation: Order, self-restriction, preservation of the past, and resistance to change (conformity, tradition, security).

job rotation

calls for moving employees from one specialized job to another.

mood elevator middle

curious and interested

difference between expectancy, instrumentality and valence

expectancy- "Can I achieve my desired level of performance? An expectancy represents an individual's belief that a particular degree of effort will be followed by a particular level of performance. instrumentality- "What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?" Instrumentality is the perceived relationship between performance and outcomes. valence- "How much do I value the rewards I receive?" Valence describes the positive or negative value people place on outcomes.

ethics

guides behavior by identifying right, wrong, and the many shades of gray in between.

citizenship behavior

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

unethical behavior

is an action that falls outside of what is considered morally right or proper for a person, a profession or an industry.

affirmative action

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

voice

is the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization.

procedural justice

is the perceived fairness of the process and procedures used to make allocation decisions.

job enrichment

modifies a job such that an employee has the opportunity toexperience achievement, recognition, stimulating work, responsibility, and advancement.

psychological empowerment

occurs when employees feel a sense of meaning, competence, self-determination, and impact at work. Reflects employees' belief that they have control over their work.

discrimination

occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job.

difference between personalities and traits

personality-is the combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identities trait-a distinguishing quality or characteristic, typically one belonging to a person.

Americans with Disabilities Act

prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities

job characteristics model

promotes high inartistic motivation by designing jobs that possess the core job characteristics 1. skill variety: the extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities 2. task identity: the extent to which the job requires an individual to perform a whole or completely identifiable piece of work. Task identity is high when a person works on a product or project from beginning to end and sees a tangible result 3. task significance:the extent to which the job affects the lives of other people within or outside the organization 4. autonomy: the extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job 5. feedback: the extent to which an individual receives direct and clear information about how effectively he or she is performing the job

job enlargement

puts more variety into a worker's job by combining specialized tasks of comparable difficulty.

distributive justice

reflects the perceived fairness of the way resources and rewards are distributed or allocated.

job crafting

represents employees' attempts to proactively shape their work characteristics

difference between stereotypes and bias

stereotypes- is an individual's set of beliefs about the characteristics or attributes of a group