3030 Exam 2 Review

Scenario: Your friend Alexandria is considering dropping out of the University of Utah so that she can make money to help support her family. She says she will finish her degree some time in the future. Using Cialdini's 6 principles, develop arguments to persuade her to stay in school.

Liking Reciprocity Social Proof Consistency Authority Scarcity

Climate of inclusion

allows individuals to bring aspects of themselves that make them unique to a group while also being treated as organizational insiders.

Social responsibility

an organization's obligation to maximize its positive impact on stakeholders and minimize its negative impact.

Social class

hierarchy based on income, education, and occupational prestige.

Polarization

Team decisions move closer to extremes as they deliberate.

Stakeholder model

A broader view of the purpose of business that considers stakeholder welfare in tandem with corporate needs and interests

Shared Information Bias

In teams, information is distributed among team members. Not all information is shared.

Self-Managed Teams

Teams solve problems but also have the authority for decision-making and to implement their ideas for improvement.

Ethical awareness

The ability to perceive whether a situation or decision has an ethical dimension

Ethical issue intensity

The relevance or importance of an event or decision in the eyes of the individual, work group, and/or organization

Informational conformity

people silence themselves out of deference to the information conveyed to others.

Production Deviance

• Leaving early • Taking excessive breaks • Intentionally working slowly • Wasting resources

Integrative culture

High concern for people and performance

Caring Culture

High concern for people but minimal concern for performance issues

Exacting culture

Little concern for people but a high concern for performance

Apathetic culture

Minimal concern for either people or performance

Social Loafing

Tendency for individual effort to decline as group size increases Causes: -Task perceived as being unimportant or uninteresting -Group members feel their individual output is not identifiable -Shared reward so no incentive to contribute more

Secondary Stakeholders

Those who do not typically engage directly in transactions with a company- Special interest groups

Steps of Social Responsibility

-Discretionary Responsibility- contribute to the community, be a good corporate citizen. -Ethical Responsibility- Be ethical. Do what is right. avoid harm. -Legal Responsibility-Obey the law. -Economic Responsibility-Be profitable.

power vs influence

-Power is the authority to get things done by others -Power might not generate respect because people are forced to obey the commands of someone who is stronger and has authority over them. ----Power is positional as it usually comes with a high post and rank. . Influence -Influence is the ability to create an impact on the beliefs and actions of others without forcing them. -Influence does not require position or authority and it is wholeheartedly accepted. -Influence persuades people by changing their beliefs and perceptions.

Teams prefer to discuss shared information relative to unshared information, why?

= Shared information is more likely to support the individual decisions made (confirmation bias)• -Teams perceive shared information to be more credible than unshared information.• -It feels good (and safe) to talk about shared information because people agree with you.• -It moves the team closer to a consensus (particularly important when there is time pressure).

Conformity

A change in belief or behavior in order to fit in with the group. Example:• Asch Studies - the distortion of individual judgment by a unanimous but incorrect opposition

common commitment

A higher order goal that emphasizes the shared reason why the project is important. Examples• To maximize our learning about team dynamics through trust, transparency and openness• To grapple with the complexities of organizations in a way that pushes our team out of its comfort zone

Organizational culture

A set of values, norms, and artifacts, including ways of solving problems that members (employees) of an organization share

what is a team?

A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Groups divide and conquer. Output is the sum of individual contributions. Teams do 'real' work together. Output is the sum of individual contributions and collective work products

Implicit Association Test (IAT)

A technique for enhancing awareness of one's unconscious bias.

Customers turn away

After witnessing uncivil behavior, customers are less likely to trust anyone at that organization

what are social norms for behavior?

Attitudes, opinions, feelings, or actions shared by two or more people that guide behavior

What is Diversity?

Differences and similarities with respect to ethnicity, race, culture, gender, social class, age, functional and educational backgrounds, lifestyle preferences, personality traits, and ways of thinking

Shareholder model

Founded in classic economic precepts, including the goal of maximizing wealth for investors and owners• "The basic mission of business [is]...to produce goods and services at a profit, and in doing this, business [is] making its maximum contribution to society and, in fact, being socially responsible." - Milton Friedman

Problem-Solving Teams

Generate ideas on improving work processes or methods but don't have the authority to implement ideas without approval from higher-ups.

Locus of control

Individual differences in relation to a generalized belief about how one is affected by internal versus external events or reinforcements

Internal control

Individuals with this locus of control believe they control the events in their lives by their own effort and skill; they view themselves as masters of their destinies and trust in their capacity to influence their environment.

External control

Individuals with this locus of control see themselves as going with the flow because that is all they can do (life events are due to uncontrollable forces).

Principle #4: Consistency

People align with their clear commitments. Make their commitments: • Actively - choice spoken out loud, written down, or made explicitly • Publicly - choice shared with others, either spoken or in writing • Voluntarily - personal ownership is more effective than something forced, coerced, or imposed

Principle #5: Authority

People defer to experts. • People are more likely to follow the suggestions of someone who is a legitimate authority .• "Dentist recommended" • Uniforms and White coats are powerful!

Principle #3: Social Proof

People follow the lead of similar others • People feel obligated to comply with a request for behavior if it is consistent with what similar others are thinking or doing (social evidence) • Persuasion can be effective if it comes from peers • Influence is best exerted horizontally rather than vertically

Principle #1: Liking

People like those who like them. Uncover real similarities and offer genuine praise.•Similarity•Praise

Principle #2: Reciprocity

People repay in kind. Give what you want to receive. Ex: "Free" gifts and trials • Free snacks, popcorn, coffee at car dealerships • Free return address labels from charities •Sending participants small cash payments in advance for surveys

Principle #6: Scarcity

People want more of what they can have less of. • Highlight unique benefits and exclusive information. • "Items going fast!"• "Offer available for a limited time." • "One time offer!"

Ethical culture

Reflects the integrity of decisions and is a function of many factors (e.g., corporate policies, top management's leadership, the opportunity for unethical behavior)

SMART

Specific Measurable Attainable Relevant Time-bound

Cross Functional Teams

Teams comprised of different areas in an organization to solve a problem (e.g., manufacturing, procurement, finance, and fulfillment)

Virtual

Teams comprised of members who are not physically located together - connected via technology

Groupthink

Tendency for members of a group to value group consensus and cohesion over the critical evaluation of the decision. Goal is to reach a unanimous decision. Symptoms : Extreme reluctance to communicate disagreements; no dissent

Opportunity

The conditions in an organization that limit or permit ethical or unethical behavior.

Direction of Polarization Depend on What?

The direction of polarization depends on what the team was exposed to early on. • e.g. If the majority are leaning toward 'yes' as individuals, then the team is likely to move that direction. It can also be influenced by information provided by a high status member or particularly vocal member.

Significant others

Those who have influence in a work group, including peers, managers, coworkers, and subordinates.

Primary Stakeholders

Those whose continued association and resources are absolutely necessary for a firm's survival - Employees, customers, and shareholders

Business ethics

carefully thought-out rules or heuristics of business conduct that guide decision making.

Reputational conformity

people silence themselves to avoid backlash from others.

Stakeholders

those who have a stake or claim in some aspect of a company's products, operations, industry and outcomes.

Psychological safety

the degree to which people perceive their work environment as conducive to taking interpersonal risks. • Will not be penalized or judged for mistakes• Will not be resented or rejected for asking for help, information, or feedback• Feel accepted and respected• Comfortable to propose new ideas, give candid feedback, etc.

Achievement versus Ascription:

• Achievement - status attained by personal achievements such as educational attainment, technical skills, talents • Ascription - status earned through one's age, family, social connections, and class into which they were born

The creators - valuing, incorporating, and leveraging differences

• Differences explicitly recognized and accepted, even nurtured. • Differences are leveraged to create value. NOTE: There were no significant differences in individual skill levels between the various teams.

The equalizers - suppressing differences to smooth processes

• Differences minimized or suppressed including differences in ideas and perspectives. • Conflict is avoided. "I guess they are getting things accomplished. But they assembled the best minds in the company, then produced a compromise that didn't even approach the expected cost savings. We might get the benefits we hoped for eventually, but I'm more than a little disappointed!"

The destroyers - "unmitigated disasters"

• Distrust • Guarded information • Jealously • Negative stereotypes • Destructive conflict "Those Brits on our team are too serious, the Germans are so stuck up about engineering they don't think anyone else has a brain, and the French couldn't care less about production quotas."

Fixed vs Fluid Time Orientation

• Fixed - manage time with calendar and clock in mind • Fluid - focus on relationships rather than schedules

Past, Present and Future Focus:

• Focus on the Past - emphasis on tradition • Focus on the Present - "seize" the day, short-term thinking • Focus on the Future - long-term planning and success

Formality and Informality:

• Formal - people show respect by adhering to decorum • Informal - casual in how one speaks, dresses, and acts

High and Low Power Distance:

• High Power - Hierarchical: expect social inequality and that managers make decisions and tell employees what to do • Low Power - Egalitarian: expect managers to empower employees and draw on their expertise

Individualism versus Interdependence:

• Individualism - Independence: putting one's own interest above the interest of the group • Collectivism - Interdependence: putting the group's interest above the interest of the individual

High and Low Uncertainty Avoidance

• Low - comfortable with personal or organizational change - "change or die" • High - promote stability over change

High and Low Context:

• Low Context - emphasize the spoken word, facts, get right down to business • High Context - emphasize the intent behind the words

Neutral and Expressive Emotional Displays:

• Neutral - show no emotion • Expressive - used to emphasize a point, show interest, show commitment

Choice

• Prefer to make their own choices • Prefer to have others make the choice for them

Property Deviance•

• Sabotaging equipment • Lying about hours worked • Stealing from the company

Personal Aggression

• Sexual harassment • Verbal abuse • Stealing from coworkers

Political Deviance

• Showing favoritism • Gossiping about coworkers • Blaming coworkers • Competing nonbeneficially