Bus 301 Mid Term Practice Exam, Chapter 7, Chapter 5, Chapter 6, Chapter 4

1st layer of diversity

Personality- is at the center of the diversity wheel because it represents a stable set of characteristic responsible for a person's identity.

Benefits of Positive Emotions

Positive emotions are processes that influence many of the outcomes in the Organizing Framework. They have desirable effects on: 1. Organizational commitment 2. Creativity 3. Decision making 4. Intentions to quit 5. Performance 6. Stress

Diversity

Represents the multitude of individual differences and similarities that exist among people.

Effective Perfomance Management

Step 1: Defining performance. Step 2: Monitoring and evaluating performance. Step 3: Reviewing performance. Step 4: Providing consequences.

Goal Setting Process

Step A: Set goals. Step B: Promote goal commitment. Step C: Provide support and feedback. Step D: Create action plans.

Perception is influenced by three key components

The characteristics of the perceiver, Of the target- the person or group being observed- and of the situation

Ethnocentrism

The ethnocentrism barrier is based on the feeling that our cultural rules and norms are superior to or more appropriate than the rules and norms of another culture.

The two components of hope are willpower and waypower.

This means to have hope you need to have a goal and the determination to achieve it—willpower—and you also need to see one or more paths to achieve your goal, even when faced with adversity—waypower.

Research does not support the two-factor aspect of Herzberg's motivator-hygiene theory. 1. True 2. False

True

Well-being is the combined impact of positive emotions, engagement, relationships, meaning, and achievement, pursued for their own sake. 1. True 2. False

True

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance

Job Design

also referred to as job redesign or work design, refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity.

negative reinforcement

also strengthens a desired behavior by contingently withdrawing something displeasing.

S.M.A.R.T

applied to goals is an acronym for specific, measurable, attainable, results oriented, and time bound.

Content Theories of Motivation

are based on the idea that an employee's needs influence his or her motivation.

self-determination theory

assumes that three innate needs influence our behavior and well-being—the needs for competence, autonomy, and relatedness.

extrinsic rewards

benefits and/or recognition received from someone else. Examples of extrinsic rewards are financial, material, and social because they come from others.

Postive OB

focuses on positive human characteristics that can be measured, developed, and effectively managed for performance improvement.

360-degree feedback

individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers.

Mindfulness

is "the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment by moment."

Equity Theory

is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Theory Y

is a modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.

Theory X

is a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks").

Performance Management

is a set of processes and managerial behaviors that include defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Mindlessness

is a state of reduced attention. It is expressed in behavior that is rigid," or thoughtless.

positivity effect

is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting.

2nd Element Of The Justice Theory ( Procedural Justice).

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

Evaluating Performance

is the process of comparing performance at some point in time to a previously established expectation or goal.

Marslow's Hierarchy of Needs

states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.

positive deviance

successful performance that dramatically exceeds the norm in a positive direction.

willpower

the self-control strength used to overcome counterproductive impulses to achieve difficult goals

well-being

was the combined impact of five elements—positive emotions, engagement, relationships, meaning, and achievement (PERMA)

Herzbergs Motivator Hygiene Theory

which proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors.

Law of Effect

which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.

Acquired Needs Theory

which states that three needs—for achievement, affiliation, and power—are the key drivers of employee behavior.

Martha has several business meetings today. She also has to pick up her son for soccer practice, get to the grocery store, and wrap her mother's birthday gift. Martha is increasingly frustrated trying to reprioritize these activities in her mind. This is an example of mindfulness. 1. True 2. False

False

Maslow's need hierarchy and Herzberg's motivator-hygiene theories are both examples of process theories. 1. True 2. False

False

People who have a high need for affiliation make the best managers. 1. True 2. False

False

People with high levels of positive psychological capital have high levels of hope, efficacy, resilience, and optimism. 1. True 2. False

False

Performance management involves monitoring, measuring, and evaluating, but does not include providing consequences for employees' performance. 1. True 2. False

False

Process theories of motivation include equity theory and Herzberg's motivator-hygiene theory. 1.True 2. False

False

The acquired needs identified by McClelland include the need for achievement, the need for affiliation, and the need for esteem. 1. True 2. False

False

When a person perceives that his or her outcome to input ratio is greater than that of a relevant comparison person, he or she is experiencing negative inequity. 1. True 2. False

False

While perception is a part of the organizing framework for understanding and applying OB, it is a relatively unimportant process. 1. True 2. False

False

H.E.R.O.

Hope, Efficacy, Resilience, and Optimism.

Bottom-up

In the last 10 years, the top-down perspective gave way to bottom-up processes, based on the idea that employees can change or redesign their own jobs and boost their own motivation and engagement. Job design is then driven by employees rather than managers.

Central tendency

To avoid all extreme judgments and rate people and objects as average or neutral.

Leniency

To consistently evaluate other people or objects in an extremely positive fashion.

Contrast effect

To evaluate people or objects by comparing them with characteristics of recently observed people or objects.

Halo effect

To form an overall impression about a person or object and then use that impression to bias ratings about same.

Recency effect

To over-rely on the most recent information. If it is negative, the person or object is evaluated negatively.

buffering effect

positive practices and resources reduce the impact of negative events and stressors.

amplifying effect

positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes.

postive psychological capital

possess considerable hope, efficacy, resilience, and optimism (HERO).

instructional feedback

provides information about the specific behaviors that should be performed, the levels of proficiency that should be achieved, and the performer's current level of proficiency in the desired skills and activities

1st Element Of The Justice Theory ( Distributive Justice).

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

Idiosyncratic deals (i-deals)

represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development."

Virtuous Leadership

represents "what individuals and organizations aspire to be when they are at their very best."

self-serving bias

represents our tendency to make more personal responsibility for success than for failure.

florishing

represents the extent to which our lives contain PERMA.

entrinsic motivation

results from the potential or actual receipt of external rewards.

intrinsic rewards

satisfaction a person receives from performing the particular task itself

perma

positive emotions, engagement, relationships, meaning, achievement

3rd component of person perception "Characteristics of the situation".

1. Context of interaction- Perceptions are affected by the social context in which the interaction occurs. For example, your parent will likely perceive your eating food from the kitchen when you visit home differently than will a coworker whose food you taken from the office refrigerator. 2. Culture and race consistency- We more accurately recognize emotions displayed by people from our own culture or from other familiar cultures. We also better understand and remember facial expressions displayed by people from our own race.

1st key component of a perception "Characteristics of the Perceiver".

1. Direction of gaze- Gaze is the first step in the perception process because it focuses your attention and tells the brain what you think is important in the immediate environment. 2. Need and goals- We are more likely to perceive whatever is related to our goals and needs. 3. Experience with target- Our perception of a target is influenced by our past experience with him or her. 4. Category based knowledge- Category based knowledge consists of perceptions, including stereotypes, that we have stored in memory about various categories of people (professors, singers, artists, police, politicians, and so on). 5. Gender and emotional status- Women recognize emotions more accurately than men, and both men and women are more likely to recognize a target's emotions when they are consistent with their own. 6. Cognitive load- Cognitive load represents the amount of activity going on in your brain.

Perceptual Errors in Evaluating Performance

1. Halo effect. 2. Leniency 3. Central tendency 4. Recency effect 5.Contrast effect

Key Factors in Organizational Reward Systems

1. Types of rewards. 2. Distribution criteria 3. Desired outcomes.

Efficacy is a component of a person's core self-evaluation; it influences how we perceive ourselves but does not influence how we perceive the world. 1.True 2. False

False

Stereotype Formation and Maintenance built through a four step process.

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.

Kelly's Model of Attribution

1. Consensus compares an individual's behavior with that of his or her peers. There is high consensus when one acts like the rest of the group and low consensus when one acts differently. 2. Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in question in a significantly different manner than he or she has performed other tasks. 3. Consistency judges if the individual's performance on a given task is consistent over time. Low consistency is undesirable for obvious reasons, and implies that a person is unable to perform a certain task at some standard level. High consistency implies that a person performs a certain task the same way, with little or no variation over time.

2nd key component in perception " Characteristics of the target".

1. Direction of gaze- We form different perceptions of people based on whether they are looking at us while conversing. 2. Facial features and body shape- We often use faces as markers for gender, race, and age, but face and body characteristics can lead us to fall back on cultural stereotypes. 3. Nonverbal cues- Communication experts tell us that nonverbal actions are highly influential in perception. Gestures, touching, facial expressions, eye contact, and body movements like slouching all convey messages. 4. Appearance or dress- We all are susceptible to being influenced by appearance. We may conclude someone who shows u for work dirty, tattered clothes is lazy or uncaring. 5. Physical attractiveness- While attractiveness is culturally determined, the beauty-is-good stereotype leads us to perceive attractive people positively.

Benefits of Mindfulness

1. Increased physical, mental, and interpersonal effectiveness. 2. More effective communications and decision making. 3. More balanced emotions. 4. Performance and satisfaction.

Three common sources of feedback

1. Others(peers, supervisors, lower-level employees, and customers). 2. Task(writing code, landing a plane, or driving a golf ball provide a steady stream of feedback about how well or poorly you are doing). 3. Self(feedback from yourself).

Three key strategies of managing diversity

1. The educational component- Education " has two thrusts: one is to prepare nontraditional managers for increasingly responsible posts, and the other is to help traditional managers overcome their prejudice in thinking about and interacting with people who are of a different sex or ethnicity. 2. The enforcement component- Enforcement " puts teeth in diversity goals and encourages behavior change". 3. The exposure component- Exposing people to others with different backgrounds and characteristics " adds a more personal approach to diversity by helping managers get to know and respect others who are different".

3rd layer of diversity

External Influences- These are individual differences over which we have more control, such as where we live, our religious affiliation, our martial and parental status, and our work experience. These dimensions also exert a significant influence on our perceptions, behavior, and attitudes.

Carla has been asked to analyze the needs of Supreme Research's largest clients. She has not done this type of task before, so her supervisor provides feedback on the analysis of each customer. Continuous reinforcement schedules are detrimental when employees are learning a new task or skill. 1. True 2. False

False

Effective managers give employees timely and task-specific feedback about what they are doing right, but do not give feedback about what they are doing wrong. 1. True 2. False

False

Employees' perceptions of formal and informal organizational policies, practices, procedures and routines are known as organizational culture. 1. True 2. False

False

In distinctiveness, I compare an individual's behavior with that of his or her peers. 1. True 2. False

False

Justine, a manager, has decided that Harrison is performing poorly because he is lazy. This is an example of a negativity bias. 1.True 2. False

False

Managers cannot be trained to reduce implicit cognition; the best that they can do is to merely recognize its importance. 1. True 2. False

False

2nd layer of diversity

Internal Dimensions- is also referred to as surface level dimensions of diversity which is those that are quickly apparent to interactants, such as race, gender, and age. Because we view these characteristics of others as unchangeable, they strongly influence our attitudes, expectations, and assumptions about them, which, in turn, influence our behavior.

Perception

Is a cognitive process that enables us to interpret and understand our surroundings.

stereotype

Is an individual's set of beliefs about the characteristics or attributes of a group.

Top-down

Managers changed employees' tasks with the intent of increasing motivation and productivity. In other words, job design was management led.

Waypower

Means for achieving the goal Need to see alternative paths to achieve the goal

The Three Acquired Needs

Need for achievement, the desire to excel, overcome obstacles, solve problems, and rival and surpass others. Need for affiliation, the desire to maintain social relationships, be liked, and join groups. Need for power, the desire to influence, coach, teach, or encourage others to achieve.

Fourth layer of diversity

Organizational dimensions- such as seniority, job title and function, and work location. Integrating these last two layers yields deep- level characteristics of diversity. " Deep-level characteristics"- are those that take time to emerge in interactions, such as attitudes, opinions, and values.

Justice Theory

Organizational justice refers to the extent to which people perceive that they are treated fairly at work

achivement

pertains to the extent to which you have a self-directed "achieving life." In other words, we flourish when we pursue achievement for its own sake.

Alice wants to join THS, the Theatrical Honor Society. She plans to volunteer at the local community theater, take an additional course in stagecraft, and submit her CV—all before December. Alice creates a schedule for her goals, ensuring that everything will be done in time. Writing goals down increases goal commitment and the likelihood of successfully meeting the goal. 1. True 2. False

True

Allen, the manager, is setting goals and giving feedback to his staff. He is employing expectancy theory. 1. True 2. False

True

Brenda has two exams and a research paper scheduled within the next 10 days. She creates a study plan in which she studies an hour a day for each exam and devotes an additional 90 minutes to her research paper. On Tuesday and Wednesday, Brenda is invited to go out with her friends. Instead, she stays at home and sticks with her study plan because she knows this will help her learn more effectively. 1. True 2. False

True

Causal attributions are the suspected or inferred causes of behavior. 1. True 2. False

True

Employees who flourish report less stress and more organizational commitment and job satisfaction. They perform better, and are absent less, than employees who don't flourish. 1.True 2. False

True

External influences are individual differences that we have the ability to influence. 1. True 2. False

True

Ferdinand sets a goal for himself of finishing the first draft of a project report by Friday. This is a performance goal. 1. True 2. False

True

In order to fit a situation, a manager should consider creating behavioral, objective, or task/project goals as appropriate. 1. True 2. False

True

Joe, a marketing major, believes that Mary is probably better at math than he is because she is a finance major. This is an example of a stereotype. 1. True 2. False

True

Kelley identified three dimensions of behavior that people observe when making attributions: consensus, distinctiveness, and consistency. 1. True 2. False

True

Perception is a cognitive process that enables us to interpret and understand our surroundings. 1. True 2. False

True

Positive emotions broaden your mindset and open you to consider alternatives when trying to solve a problem, as well as help you build social relationships. 1. True 2. False

True

motivational feedback

attempts to facilitate performance by enhancing confidence, inspiring greater effort and energy expenditure, and creating a positive mood

Organizational climate

consists of employees' perceptions "of formal and informal organizational policies, practices, procedures, and routines."

Process Theories of Motivation

describe how various person factors and situation factors in the Organizing Framework affect motivation.

3rd Element Of The Justice Theory ( Interactional Justice).

describes the "quality of the interpersonal treatment people receive when procedures are implemented.

Managing Diversity

enables people to perform up to their maximum potential.

Total Rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance.

external factors

environmental characteristics that cause behavior. (such as a difficult task).

Expectancy Theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

hygiene factors

including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction.

positive reinforcement

is the process of strengthening a behavior by contingently presenting something pleasing.

punishment

is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive.

Meaningfulness

is the sense of "belonging to and serving something that you believe is bigger than the self.

intrinsic motivation

occurs when an individual is inspired by "the positive internal feelings that are generated by doing well.

internal factors

personal characteristics that cause behavior (such as ability)