MGT 291 Exam 1

What are the four components of cultural competence?

1. Awareness of our own cultural worldview, and our reactions to people different from us 2. Our attitude towards cultural differences 3. Knowledge of different worldviews and cultural practices 4. Cross-cultural skills

Emotional intelligence

the ability to perceive, understand, manage, and express emotions

The three influences in organizational cultures as a result of technology:

(1) the shift toward a service-based economy (2) the growing use of technology for competitive advantage (3) mushrooming change in information technology

What are the barriers to change?

- We feel anxious - We feel alone - The feeling like we have to give something up - We can only take so much change at a time - When the pressure is off, we revert back to change

What four major factors contribute to the growth in international trade?

- improved communication and transportation - businesses have expanded internationally to increase their markets - firms are entering into international markets to control costs

What are the current trends in workplace diversity?

- the population is expected to become older and grow by 49% in the US - the population of non-Hispanic whites is expected to decrease, while Hispanic, black, and Asian populations are expected to increase - non-white populations are expected to take up half of the working-age population -large loss of senior-level employees due to retiring baby boomers - declining populations in Europe - The proportion of women to men in the workplace is narrowing - Talent shortages are expected to rise globally

General observations of cultural similarities and differences

1. Cultural and national borders may not coincide 2. Behavior in organizational settings varies across cultures 3. Organizations and the way they are structured appear to be growing increasingly similar 4. Cultural diversity can be an important source of synergy in enhancing organizational effectiveness 5. The same individual can act differently in differing cultural settings

What are the barriers to inclusion?

1. The "Like Me" Bias: We tend to associate with and hire others who we perceive to be like ourselves; may have the impression that someone "like me" is better at doing a job than someone different from me 2. Stereotypes: A belief about an individual or group based on the idea that everyone in that particular group behaves the same way; can reduce inclusion opportunities for women and minorities 3. Prejudice: Outright bigotry for or against a targeted group or individual; can help reduce occurrence by carefully selecting and training managers and employees, evaluating inclusion behaviors, and tracking promotion rates 4. Perceived Threat of Loss: Inclusion efforts may make previous majorities feel anxious or angry and view the new employees and initiatives as a direct threat to their own careers 5. Ethnocentrism: Reflects the belief that one's own language, native country, and cultural rules and norms are superior to all others. More to do with inexperience or ignorance about other people and environments. Education about different cultures can ease this problem. 6. Unequal Access to Organizational Networks: Women and minorities are often excluded from informal organizational networks, which can be important to job performance, mentoring opportunities, and being seen as a candidate for promotion.

Continuance commitment

A belief that leaving the job poses unacceptable costs or risks; employee stays because she feels she has to

Employee engagement

A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work

Culture

A set of shared values that help people in a group, organization, or society understand which actions are considered acceptable and which are deemed unacceptable

Advantages and Disadvantages of Technology

Advantages: leaner and more flexible organizations, increased collaboration, improved management processes/systems Disadvantages: less personal communication, less downtime, increased sense of communication and decision-making urgency

Big Five Personality Traits

Agreeableness - ability to get along with others Conscientiousness - extent to which a person can be counted on Neuroticism - a person's tendency to experience unpleasant emotions such as anger, anxiety, depression Extraversion - the quality of being comfortable with relationships Openness - capacity to entertain new ideas and to change as a result of information

Change Activation Model

Awareness + Motivation + Ability to Change = Success or Failure to Change

Machiavellianism

Behavior directed at gaining power and control of others

Trust disconnectors

fear, anxiety, and stress

The Limbic system is the __________ brain

feeling brain, critical for memory, sociability, feelings/emotions, trust, visualization

how to reduce cognitive dissonance

Change attitude change perception change behavior minimize the importance of the conflict seek additional information

attitudes

a person's complexes of beliefs and feelings about specific ideas, situations, other people

Ethics

a person's sense of right and wrong

Affirmative Action

Executive Order - Signed by President Johnson in 1965 Requires government contractors to intentionally seek and hire qualified employees from racial, gender, and ethnic groups that are underrepresented in the organization

Separation diversity

Differences in position or opinion among group members reflecting disagreement or opposition—dissimilarity in an attitude or value, for example, especially with regard to group goals or processes

Equal Opportunity Employment

Federal Legislation - Title VII of the Civil Rights Act of 1964 Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship

Interactional fairness

Encompasses both interpersonal and informational fairness

Contrast effect

Evaluating someone by comparing them with recently-encountered people

Halo effect

Forming a general impression of something or someone based on a single characteristic

Building personal connection requires:

Honesty, authenticity, vulnerability, humility

What are Hofstede's categories for cultural behaviors and attitudes?

Individualism, collectivism, power distance, uncertainty avoidance, masculinity, long term orientation

emotions

Intense, short-term reactions directed at something or someone

Surface-level diversity

Observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender

Managing Diversity

Organizational strategy leverages the business potential of diversity by creating an inclusive environment with fair organizational policies that maximizes the performance of all employees

What are the important neurochemicals for building trust?

Oxytocin (the trust chemical/bonding hormone) Cortisol (the stress chemical) - aids in focus but can also cause distress

Reverse mentoring

Pairing a senior employee with a junior employee to transfer the technical/computer skills of a younger worker to an older one in a more approachable setting

What is the goal of realistic job previews?

Provide accurate information, build trust, reduce turnover

projection

Seeing one's own characteristics in others

moods

Short-term emotional states that are not directed toward anything in particular

What is the enemy of personal growth?

Status quo

Authoritarianism

The belief that power and status differences are appropriate within hierarchical social systems such as organizations

global perspective

a willingness to be open to and learn from the alternative systems and meanings of other people and cultures, and a capacity to avoid assuming that people everywhere are the same

First impression bias

The inability to let go of first impressions, particularly negative ones

Corporate governance

The oversight of a public corporation by its board of directors

Interpersonal fairness

The perceived degree to which people are treated with respect by those who execute procedures or determine outcomes

Informational fairness

The perceived extent to which employees receive adequate explanations about decisions affecting their working lives

affectivity

The tendency to experience a particular mood or to react to things with certain emotions

Categorization

The tendency to put things into groups and then exaggerate the similarities within and the differences among the groups

What legal mandate prohibits discrimination based on race, color, religion, sex, or national origin within the workplace?

Title VII of the Civil Rights Act

Human relations movement

Views organizations as cooperative systems and treats workers' orientations, values, and feelings as important parts of organizational dynamics and performance

Individuals have a deep psychological need to believe that their organization ________ _________ _________.

cares about them

Normative commitment

a feeling of moral or ethical obligation to the organization; employee stays because they believe it would be wrong to leave

Why do attitudes change?

availability of new information object of attitude becomes less important changes in the object of the attitude

Culturally diverse teams make ___________ decisions than homogenous ones because...

better, they use their diverse backgrounds to develop a more comprehensive view of the problem and a broader list of solutions to solve it, as well as a wider well of resources and information

The root brain is the __________ brain

brain, critical for breathing, hunger/thirst, balance, avoidance, survival, and safety

Corporate social responsibility

businesses living and working together for the common good and valuing human dignity

Diversity fosters

creativity, innovation, and competitive advantage

values are influenced by _______

culture

Variety diversity

differences in a certain type or category, including group members' expertise, knowledge, or functional background

Disparity diversity

differences in the concentration of valuable social assets or resources - dissimilarity in rank, pay, decision-making authority, or status, for example

What are the five central environmental forces for change faced by today's organizations?

diversity, globalization, technology, ethics and corporate governance, and new employment relationships

What is the primary motivation for increasing diversity?

doing so brings out the best in employees, allowing them to contribute maximally to the firm's performance

Organizational behavior is the study of:

human behavior in organizational settings

What counteracts the correlation of age and unwillingness to learn and process?

increasing contentiousness and knowledge

Deep-level diversity

individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes. Can have stronger effects on group and organizational performance than surface level characteristics.

What are some ethical issues in corporate governance?

information technology (privacy rights), social responsibility, new employee relationships (knowledge worker management and compensation, outsourcing, offshoring, temps, tiered workforces)

Building professional credibility requires:

knowledge, skill, and capability

Garder's Theory of Multiple Intelligences

linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial-visual, interpersonal, intrapersonal

Reciprocal mentoring

matches senior employees with diverse junior employees to allow both people to learn more about a different group

Hawthorne effect

people improve some aspect of their behavior or performance simply because they know they are being assessed

What are the four functions of management?

planning - Determining an organization's desired future position and the best means of getting there organizing - Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units leading - Getting the organization's members to work together toward the organization's goals controlling - Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

Scientific management

positive effects of goal setting, precise instructions, and rewards - training workers in "one best way" - pay based on # of units produced - study the jobs of workers - break jobs into small tasks Goal: maximize productivity

Affective commitment

positive emotional attachment to the organization, its values, and its goals; employee stays because they want to

Age tends to be _______________ related to work performance, and ________________ related to willingness to learn, most likely due to a ______________ and __________________.

positively, negatively, lack of motivation, slower speed of processing

Terminal values

reflect long-term goals such as prosperity, happiness, and a sense of accomplishment

Instrumental values

reflect preferred means of achieving terminal values and preferred ways of behaving

extrinsic values

relate to the outcomes of doing work (money/large office)

Intrinsic values

relate to the work itself (challenging job)

What are the four critical managerial skills?

technical - Skills necessary to accomplish specific tasks within the organization interpersonal - Skills used to communicate with, understand, and motivate individuals and groups conceptual - The ability to think in the abstract diagnostic - The ability to understand cause-effect relationships and to recognize the optimal solutions to problems

Cultural competence

the ability to interact effectively with people of different cultures

General mental ability

the capacity to rapidly and fluidly acquire, process, and apply information

cognition

the knowledge a person presumes to have about something

Information processing capacity

the manner in which individuals process and organize information

Technology

the methods used to create products, including both physical goods and intangible services

Diversity

the variety of observable and unobservable similarities and differences among people

The Neocortex is the ____________ brain

thinking brain, critical for logic and analysis, rational thought, judgment

What is the most important element in effectively leveraging the positive potential of diversity?

top management support for diversity and for diversity initiatives

Values

ways of behaving or end-states that are desirable to a person or to a group