management exam 2 hackney baylor

Rational Vs Non-rational Decision Making

non rational includes bias but rational has 3 benefits of at least trying: enhanced quality, transparency, and responsibility

What is work-family conflict?

occurs when the demands or pressures from work and family are mutually incompatible

representitiveness heuristic

occurs when we estimate likelihood of event by comparing it to an existing prototype that already exists in our minds.

storming stage

the second stage in group development, characterized by intragroup conflict

norming stage

the third stage of group development, which is characterized by close relationships and cohesiveness

five generations in the workplace

tradionallist baby boomer gen x millennial gen z

Contrast Effect Bias

rater compares an individual, not against an objective standard, but against other employees

Optimizing vs. Satisficing

rational-optimizing, nonrational-satisficing Both are models for managerial decision making. Optimizing means maximizing or minimizing the outcome by choosing the best among all alternatives, and occurs under the assumption of objective rationality which means all alternatives are considered, the full consequences of each is known, and the system of values to be applied has been defined. Satisficing means instead of optimizing, the manager accepting the course of action that is "good enough." This manager operates under the assumption of bounded rationality, only accounting for those few factors of which he is aware, understand, and considers relevant

criteria for giving rewards

results, behavior and actions, nonperformance considerations

What are norms?

rules and expectations by which a society guides the behavior of its members

What causes team conflict?

scarcity of resources, task interdependence, differing goals, personality clash

Define performance

set goals and communicate performance expectations

learning goals

set targets to create the knowledge and skills required for performance

forming stage

team is created

obliging style

tend to show low concern for yourself and a great concern for others

recency effect

tendency to remember recent information better than earlier information

overconfidence bias

the bias in which people's subjective confidence in their decision making is greater than their objective accuracy

adjourning stage

the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance

performing stage

the fourth stage of group development when the group is fully functional and works on group task

Groupthink

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives

Four stages in rational decision making

1. Identify the problem or opportunity 2. Generate alternative solutions 3. Evaluate alternatives and select a solution 4. Implement and evaluate the solution chosen

Group vs. Team

A group is two or more freely interacting individuals who share goals and have a common identity.. A team is a group of people with skills who are committed to a common purpose/goal who keep each other accountable

performance goals

Focus on achieving standards of performance or objectives independently of other competitors—usually making comparisons with one's own previous performance

framing bias

the tendency of decision makers to be influenced by the way a situation or problem is presented to them

halo effect

the tendency to draw a general impression about an individual on the basis of a single characteristic

leniency error

the tendency to give all workers very positive performance appraisals

Communication Process

the transfer of a message from a sender to a receiver and then receiving feedback

What are proxemics?

use of space

what might cause reward systems to fail

using rewards that people don't value or putting too much value on money, make sure over time employees don't view these rewards as entitlements, don't make it in a way that can produce counterproductive behaviors

Extinction

weaken a behavior by ignoring it

hindsight bias

I knew it all along phenomenon

Performance Management

The process of ensuring that employees' activities and outputs match the organization's goals

what is social loafing

The tendency for individuals to put forth less of an effort when working in a group than when working alone.

competence trust

Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

communication trust

Trust of disclosure. How well do people share information and tell the truth?

Alternative Dispute Resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

360-degree feedback

a process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers or subordinates

how do you solve work-family conflict

flex space and time, importance of work, philosophy of the company, mostly BALANCE!

compromising style

give and take approach with a moderate concern for both self and others

communication compentencies

nonverbal active listening non defensive listening empathy

Types of Operant Conditioning

positive reinforcement, negative reinforcement, punishment, extinction

How to avoid groupthink

brainstorming, the delphi technique, decision support systems

the 3 C's of effective teams

charters and strategies team composition capacity

conflict may arise due to

- interdependencies - incompatibilities - overlapping or unclear boundaries - competition over limited resources - unreasonable or unclear organizational policies - organizational complexity

Three forms of trust

contractual, communication, competence

escalation of commitment bias

decision makers increase their commitment to a project despite negative information about it

what are the five stages of team development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

review performance

deliver feedback and coaching

performance management systems functions

employee related decisions signal desired employee behavior guided employee development

contractual trust

- trust of character - do people do what they say they are going to do?

different types of teams

-work teams -project teams -cross-functional teams -self-managed teams -virtual teams

disadvantages to group decision making

1. a few people dominate or intimidate 2. groupthink 3. satisficing 4. goal displacement

the 4 steps of performance management

1. define performance 2. monitor and evaluate performance 3. review performance 4. provide consequences

Advantages of Group Decision Making

1. greater pool of knowledge 2. different perspectives 3. intellectual stimulation 4. better understanding of decision rationale 5. deeper commitment to the decision

Delphi Technique

A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.

integrating conflict style

High concern for own interests and High concern for others interests Assertive and Cooperative

bounded rationality

Cognitive limitations that constrain one's ability to interpret, process, and act on information.

central tendency error

Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.

conceptual decision making

High tolerance for ambiguity, people and social concerns

Common Perceptional Errors

Halo Effect Leniency Central Tendency Recency Effects Contrast Effects

positive reinforcement

Increasing behaviors by presenting positive stimuli, such as food. A positive reinforcer is any stimulus that, when presented after a response, strengthens the response.

negative reinforcement

Increasing behaviors by stopping or reducing negative stimuli, such as shock. A negative reinforcer is any stimulus that, when removed after a response, strengthens the response. (Note: negative reinforcement is not punishment.)

Decision Support System (DSS)

Models information to support managers and business professionals during the decision-making process

SMART goals

Specific Measurable Attainable Relevant Time-bound

monitor and evaluate performance

measure and evaluate progress and outcomes

avoiding style

a style for managing conflict that represents a low concern for both the self and the other party

anchoring bias

a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information

confirmation bias

a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence

operant conditioning

a type of learning in which behavior is strengthened if followed by a reinforcer or diminished if followed by a punisher

integrative negotiation

a win-win negotiation in which the agreement involves no loss to either party

provide consequences

administer valued rewards and appropriate punishment

punishment

an event that decreases the behavior that it follows

distributive negotiation

any gain to one party is offset by an equivalent loss to the other party

how do you select the right medium for communication

base the discussion on if you want rich or lean medium (rich being face to face and lean being web posting and then everything in between) think about noise when deciding this

Why is proxemics important?

because how we use our space and others can send different messages

dominating style

have a high concern for self and low concern for others

Analytical Decision Making

high tolerance for ambiguity; task and technical concerns

media richness

indicates how well a particular medium conveys information and promotes learning

what are the five conflict handling skills

integrating dominating compromising obliging avoiding

availability bias

items that are more readily available in memory are judged as having occurred more frequently

Why is feedback important?

its instructional and motivation and critical for success

how do you avoid social loafing

limit group size, assure equity of effort, hold people accountable, offer hybrid rewards

behavioral decision making

low tolerance for ambiguity, people and social concerns

directive decision making

low tolerance for ambiguity; task and technical concerns

Intuition decision making

making decisions on the basis of experience, feelings, and accumulated judgement