Human Relations Chapters 2-4,7, Etc.

Factors leading to groupthink

-High level of group cohesiveness -Isolation of group from outside information or influences -Dynamic, influential leader -High stress from external threats

Pathological Critic

A negative inner voice that attacks and judges you

Extraversion

A personality dimension describing someone who is sociable, gregarious, and assertive

self-awareness

A self-conscious state in which attention focuses on oneself. It makes people more sensitive to their own attitudes and dispositions

influence

Allowing each member of an organization to participate and a wide range of activities

attitude

An evaluation a person makes about an object, person, group, event or issue.

self-efficacy

An individual's belief that he or she is capable of performing a task.

positive attitude

An outlook that focuses on the good side of things

What are the four leadership styles?

Autocratic Leader, Consultive, Participative, and Free-Rein.

Charasmatic Power

Based on the attractiveness a person has

culture

Beliefs, customs, and traditions of a specific group of people.

reward power

Compliance achieved based on the ability to distribute rewards that others view as valuable

Leaders

Do the right thing

manager

Do things right

value system

Frameworks people use in developing beliefs about themselves, others, and how they should be treated.

What makes a positive attitude?

Healthy self-esteem, Optimism, Extraversion, Personal Control.

What qualities do leaders have?

Honesty, Integrity, Trustworthiness, and Ethics.

self-esteem

How much you value, respect, and feel confident about yourself

What are the four parts of self concept?

Ideal Self, The Looking Glass Self, Self-Image, and Real Self.

8 symptoms of groupthink

Illusion of invulnerability, collective rationalization, belief of inherent morality, Stereotyping of outsiders, Direct pressure, Self Censorship, Illusion of shared unanimity, Self appointed mind-guards

Feedback

Information given to people either on how well they're doing or what they need to work on.

low self-esteem

Negative self image, lack of confidence

lower self-worth

Occurs when an individual believes himself or herself to have little value to offer the world.

lower self-esteem

Occurs when individuals are unable to see themselves as capable, sufficient, or worthy

higher self esteem

Occurs when people have healthy feelings about themselves and are therefore more likely to succeed in personal goals and career goals.

15 American Values

Personal Achievement Progress Material Comfort Work Ethic Individualism Efficiency Morality Practicality Humanitarianism Equality Democracy Freedom Nationalism Science Rationality Racial Superiority Group Superiority

organizational climate

Th emotional weather within an organization that reflects the norms and attitudes of the organizations culture and affects work morale, attitudes, stress levels, and communication

inner critic

The critical voice that bombards you with constant negative self-talk.

integrity

The extent managers and others are truly willing to put the shared values and expectations of a culture into action

The blind pane

The pane in the Johari Window that contains everything other people can see about you, but you can't see about yourself.

The hidden pane

The pane in the Johari Window that contains information and feelings that you are hiding from other people

The open pane

The pane in the Johari Window that contains information that you know about yourself and that you tell to other people.

The unknown pane

The pane of the Johari Window that contains unknown talents, abilities, and attitudes, as well as forgotten and repressed experiences, emotions, and possibilities.

Ideal Self

The person you would like to be

Justice

The reward must fit the achievement

compensation

The use of strength to make up for a real or perceived weakness

self-concept

The way we picture ourselves to be.

self-image

The way you honestly see yourself

Real Self

The way you really are when nobody is around to approve or disapprove

Values

The worth or importance to different factors in one's life.

Why don't people self disclose?

They are afraid of rejection / judgement.

Equity

Treating everyone with the same rules

self-respect

a high regard for oneself because one behaves in responsible ways

autocratic leader

a leader who has control and makes decisions with little or no consultation with others

looking-glass self

a self-image based on how we think others see us

the johari window

a visual representation of components of the self that are known or unknown to the self and to others

mentor

a wise and trusted guide and advisor

unconditional positive regard

an attitude of total acceptance toward another person

Organizational citizenship behavior

an attitude of willingness to go above and beyond the behaviors that are generally associated with life in the work place

psychological contract

an unwritten agreement that sets out what management expects from an employee and vice versa

participative leader

consults with group members and uses their suggestions before making a decision

Consultive Leader

discuss issues with workers but retain the final authority for decision making

expectations

hopes about how well others will do or about how they should behave

expert power

influence based on special skills or knowledge

free-rein leaders

leaders who set objectives for their followers but give them freedom to choose how they will accomplish those goals

sociocultural perspective

perspective that focuses on the relationship between social behavior and culture

conditional positive regard

positive regard that is given only when the person is doing what the providers of positive regard wish

networking power

power that is attained by gaining contacts and knowing the right people

Self-fullfilling prophecies

predictions about future interactions that lead us to behave in ways that ensure the interaction unfolds as we predicted

coercive power

results from managers' authority to punish their subordinates

self-disclosure

revealing intimate aspects of oneself to others

egocentric thinking

seeing the world from only your own point of view; the inability to take another person's perspective

role model

someone whose success or behavior serves as an example for you

culture stories

stories that illustrate the values of the people who make an organization work

power

the ability of one person to influence another

Leadership

the ability to motivate individuals and groups to accomplish important goals

respect

the basis of all fairness

personal control

the extent to which people perceive control over their destinies.

external locus of control

the perception that chance or outside forces beyond your personal control determine your fate.

internal locus of control

the perception that you control your own fate

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization

Positive self-talk

the practice of making affirming statements about oneself to oneself to oneself helpful in building self esteem

authority

the vested power to influence or command within an organization

critical thinking

thinking that does not blindly accept arguments and conclusions. Rather, it examines assumptions, discerns hidden values, evaluates evidence, and assesses conclusions.

organizational or corporate culture

widely shared values within an organization that provide unity and cooperation to achieve common goals