Human Relations Exam 1 (Chapt 1-5)

Major take-aways from the Hawthorne studies?

- social variable such as group pressure, relations between employees and management, relation around employees, and various group norms all played a role in producing the results -1 case these factors enhanced productivity (relay room) and in the other it restrained productivity (bank-wing room)

What are the 6 building blocks of charisma?

-->Emotional expressivity- the ability to express emotions nonverbally- facial expressions and gestures- (expressivity) -->Emotional sensitivity- the ability to "read" the nonverbal and emotional communication of others (empathy) -->Emotional control- skill in controlling spontaneous expressions of feeling when necessary, as well as skill as feigning emotions (controlling one's emotions) -->Social expressivity (poise)- the ability to speak fluently and engage others in social interactions -->Social sensitivity (tact, discretion, appropriateness)- general knowledge of social norms- knowing what is appropriate across different settings -->Social control (impression management, role-playing)- self representation

Common sense: How far does it take us?

-An effective way to cope with stress is to mentally or behaviorally avoid the problem. -When people brainstorm in a group, they generate more ideas than the same number of people who are generating ideas alone. -A person who is a good leader will be effective in all settings. -People who have different personalities or interests are often attracted to each other ("opposites attract"). ALL OF THESE ARE FALSE, based on research but they are common misconceptions!

The Humanistic Approach- what are the three things this approach suggests

-Carl Rodgers, Abraham Maslow, Fritz Pearl -Humanistic theories place great emphasis on positive aspects of personality--> 1. they suggest that humans pocess strong tendencies toward growth and are actively motivated to maximize their personal freedom and potential. 2. We must also understand individuals' subjective points of view 3. takes a very optomistic view about the capacity of humans to accept responsibility, acquire new skills and behave in constructive ways

Classical Conditioning

-Classical conditioning begins with an existing stimulus-response (S-R) association. -Pavlov, a Russian physiologist who was studying the process of digestion in dogs, was astute enough to recognize the importance of the fact that the dogs learned to salivate even before they were given the food. -Understanding that there was an existing S-R association between the food (S) and the dog's salivation, he quickly perceived that there might also be a learned or "conditioned" association between cues associated with feeding (S) and the dog's salivation (R). -Using the sound of either a bell or a tuning fork as his conditioned stimuli, he found that he could indeed "condition" the response of salivation to the sound of a bell or a tuning fork. -Once the new S-R association is established, it can be used to condition yet another S-R association in a process called second-order conditioning. -For example, once the dog is reliably salivating to the sound of the bell, the bell can be paired with a green light and soon the dog will salivate whenever the green light comes on. *Both first-order and second-order classical conditioning are subject to extinction.*

Individualist Cultures

-Identity derived from personal choice and achievement -Independence and freedom -Personal goals -Superficial relationships with a wide variety of people -Individual has priority over the group -Higher mobility

Collectivist Cultures

-Identity derived from the in-group Interdependence with in-group -Group goals -Close and frequent interaction with in-group members -Group has priority over individual -Lower mobility

What are transferable job skills?

-Learn to learn-openness to learning from new experiences -Keep up with technology -Develop person (social) skills- ability to communicate w/ other persons and relate to them in an effective manner -->Emotional expressivity- the ability to express emotions nonverbally- facial expressions and gestures- (expressivity) -->Emotional sensitivity- the ability to "read" the nonverbal and emotional communication of others (empathy) -->Emotional control- skill in controlling spontaneous expressions of feeling when necessary, as well as skill as feigning emotions (controlling one's emotions) -->Social expressivity (poise)- the ability to speak fluently and engage others in social interactions -->Social sensitivity (tact, discretion, appropriateness)- general knowledge of social norms- knowing what is appropriate across different settings -->Social control (impression management, role-playing)- self representation

When social perception fails: common errors in our efforts to understand others

-Overestimating the role of internal causes: -the fundamental attribution error (the way others act- sometimes in a negative way- is attributed to internal problem (they just must be "that kind of person") instead of attributing it to possible external factors The self-serving bias: taking credit for success, avoiding blame for failure -Self-enhancement -Self-protection

What does it mean when perception is organized?

-Perception is organized: Gestalt principles of perceptual organization --> perceptual organization processes responsible for providing structure and order to our perceptual world

Techniques of Organizational Development

-Survey Feedback: Change though information -Sensitivity training (encounter groups, laboratory, groups, T-groups) -Team Building

Scientific management- who made it? what is it?

-frederick w taylor -book: the principles of scientific management -he remained concerned with maximizing efficiency and getting the most work out of the employees -emphasized the importance of effective job design, planning work tasks in a systematic manner

What are conditions that strongly affect performance in work settings (other than motivation)

-nature of the relation among employees -communication between employees -attitudes toward work -effectiveness of their leaders

The international perspective- what is it?

-shift to understand the differences between work settings in various nations and the effects these differences have on both employees and organizations -->the differences of management is responsible for differences in productivity levels Theory Z- written by Ouchi -argued that Japanese companies are more likely than Western companies to: -Focus on long-range planning rather than short-term performance -Offer lifelong employment but fewer promotion opportunities -Make decisions by consensus -See their co-workers as an extension of their family -Emphasize loyalty and commitment

Operant Conditioning

-skinner -Operant conditioning concerns the effect certain kinds of consequences have on the frequency of behavior. -A consequence that increases the frequency of a behavior is called a reinforcement. -A consequence that decreases the frequency of a behavior is called a punishment. -Whether a consequence is reinforcing or punishing varies according to the person and the situation.

What factors contribute to happiness in individualist and collectivist cultures?

-social support systems are a characteristic of collectivist cultures that may contribute to the well-being of members of those cultures -more social support = reduce neg effects of stress -individualist cultures are more likely to support individual needs for achievement and gender equality- people in those cultures may be more likely to reach their intellectual and creative potential

What are examples of changes in the workplace?

-the "darwinian" global economy -the virtual office & telecommuting -flexible work schedules -emphasis on results versus "putting in time" -multiple jobs/careers -diversification & Globalization of the Workplace

How did the hawthorne studies influence the study of human relations as a whole?

-the foundation for modern human relations -they called attention to the fact that work settings are actually complex social situations and that full understanding of behavior in them requires knowledge of many factors ignored by scientific management

What is social perception and performance appraisal

-the role of evaluators' attributions about one's performance- one major influence of these appraisals is is our assumptions about why employees perform in certain ways

What are the 2 goals of human relations?

1. Gain a better understanding of the interactions between people 2. Develop applications for encouraging more effective interactions and relationships

Myths of Human Relations

1. Human relations provides a guaranteed formula for success --> Many factors involved in successful careers and the way they function vary from person to person- this means that the study of human relations can HELP shed light on the causes of success and failure but it cannot solve all of our problems in this respect 2. Human relations tells you how to manipulate other people successfully or how to get them to do what you want and share your views ---> most techniques to influence others can be resisted and even if tactics for controlling others existed, teaching people to use them would not be the goal of human relations 3. Human relations is just common sense --> there are many inaccuracies to seeing human relations as common sense

Individualism vs. Collectivism

1. Ind- stress independence, personal goals, achievement, and freedom. People in individualist cultures have superficial relationships with a wide variety of people rather than close friendships within a particular group- when individual rights come in conflict with group well-being, individual rights take priority 2. Coll- Personal identity comes from the collectivist groups to which a person is attached, such as family, tribe, or religious group

After the initial hawthorn study, what were the results of the relay room and the bank-wing room studies (hawthorne studies)?

1. Relay room (women in a lab were observed for 13 diff factors that effect productivity) --> THEY KNEW THEY WERE BEING WATCHED, experienced positive feelings about this attention & to the relatively free supervisory climate in the test room, their motivation & productivity rose 2. Bank-wing room (men in a company observed & interviewed in nonwork periods) --> output was low bc the men in that group feared "working themselves out of a job" and raising the amount they were expected to complete each day if their productivity was too high-- so they created "rules" which ensured production levels would be low, and "rate busters" who violated the NORM were punished

How can we gain valuable insights into the way that people interact with eachother in work settings and organizations?

1. adapting, generalizing, and applying knowledge acquired by related fields 2. doing original research focused on key aspects of human relations

Scientific management- what are the 2 features that create an effective work environment?

1. employees carefully selected and train workers for their jobs- he broke the traditional view which held that employees are basically interchangeable cogs that can be shuffled from job to job 2. he recognized the importance of motivation work settings- raise a workers motivation = gains in productivity

Changes in the workplace

1. the virtual office: 11 mil people use electronic tools to perform work away from traditional office settings- this trend reflects the desire to avoid stressful commutes, as well as new solutions for balancing work and family life\ 2. flexible work schedule: fewer people work 9-to-5 jobs and more opportunities have risen for flexible schedules- this trend reflect both personal concerns of persons trying to balance their work and family lives and the globalization of the overall economy--> organizations will have to show greater sensitivity to differences in customer needs across different time zones 3. emphasis on results vs "putting in time": the old days of just showing up for work will be history-people will be evaluated on the results, not the number of hours they spend on a task 4. multiple jobs/careers: in past, ppl were expected to work in the same place for their entire life- gen x workers may hold more than one job at a time, dividing their work between various employers, others may switch careers several times 5. globalization of the work place: in 1987, the husdon insititute issued a very infuential report referred to as "workforce 2000"- it's projections about the changing nature of the workforce in terms of gender, ethnic, and racial diversity drew attention to what has now become reality- the workforce is so diverse and global-ppl can only succeed if they can communicate with people whose cultural backgrounds result in different assumptions, values and attitudes

Four possible causal structures of an A-B relationship

A ---> B Changes in Variable A cause corresponding changes to occur in Variable B. B ---> A Changes in Variable B cause corresponding changes to occur in Variable A. A-->B-->A-->B Changes in Variable A cause changes in Variable B, which in turn cause changes in Variable A (and so on..) C --> A C --> B (A & B are connected) Changes in Variable C cause corresponding changes in both Variables A and B. Variables A and B therefore covary even though neither one causes the other.

Sensitivity Training

An organizational development technique that seeks to enhance employees' understanding of their own behavior and its impact on others- such insight can potentially reduce interpersonal conflicts that interfere with organization effectiveness -the small, face-to-face groups interaction experiences give people insight into themselves examples: encounter groups, laboratory groups, T-groups -The only task of such groups is sensitivity training (developing insight) -The group "leader" is a facilitator -The learning experience can be intense and even painful -"Spillover" effects can occur, raising the issues of trust and vulnerability

Attribution: what is it? examples?

Attribution: understanding the causes of others' behavior -Consistency, consensus, and distinctiveness information -Attribution to an internal cause, an external cause, or a unique circumstance (prototypical data patterns) EXAMPLES: Calvin became visibly upset when the new boss criticized him - High consensus, high distinctiveness, high consistency: This is a boss from hell--> (external attribution) -Low consensus, low distinctiveness, high consistency: Calvin is thin-skinned and easily upset--> (internal attribution) -Low consensus, low distinctiveness, low consistency: Calvin is feeling particularly vulnerable today-->(unique circumstance attribution)

Benefits & Pitfalls to the Quality of Worklife Approach

Benefits of the quality of work life approach -increased job satisfaction? (in the short term, yes; in the long term, not so much) -increased organizational commitment? -increased productivity? (typically, yes) -increased organizational effectiveness? (mixed) Two potential pitfalls -Lack of cooperation between management and workers -Failure to implement the agreed-upon program

causal attribution theory

Causal attribution- some implications for work settings: -Internal versus external causal locus: affects judgments of personal responsibility and praise versus blame -The apparent causes behind others' behavior plays a crucial role in determining our relations with them Stable versus unstable causal influence: affects judgments of what the outcome(s) will be in the future

Person memory- what is it? what are the 5 key concepts that help us in our memory of others? what is it influence by?

Determine the kind of memory strategy we use, which in turn affects how we put information into long-term memory (1) impression formation: the process by which we combine diverse information about other persons into unified impressions of them (2) empathy: trying to put yourself in another's situation, or trying to imagine how she feels really works as a memory strategy (3) self-inference: things you have in common (4) expectancy of future meaningful interactions (works better than actual interaction) Influenced by the goals of impression formation, empathy, self-reference, and expectancy of future interaction Ironically, anticipated interaction works better than actual interaction does

Inference: what is it? what are 2 types of inferences?

Drawing conclusions from social information Representativeness heuristic (mental shortcut that allows us to make rapid inferences)- making judgement based on the extent to which a stimulus resembles our stereotypes Illusory correlation- occurs when we perceive stronger relationship or association between two variables than actually exists

Experiment design- the amount of sleep you get effects job productivity

Experimentation: knowledge through intervention -Independent variables: factor being manipulated (amount of sleep) Dependent variables- factor being measured (work productivity) -PREFERRED METHOD -->Random assignment to conditions

The Trait Approach

Gordon Allport The father of personality psych -Cardinal traits: traits that totally dominate a person's personality- quite rare -Central traits: the relatively small number of traits that are highly characteristic of a person -Secondary traits: relatively inconspicuous characteristics of people that are limited in influence -Big five- OCEAN

What was the research that called the social nature of work settings to the attention of practice managers?

Hawthorne studies

Definition of human relations

Human relations is a field that seeks to understand those aspects of interpersonal relations (motivation, communication, etc) most directly linked to individual, group, and organizational goals in work settings. -techniques for applying effectiveness -leads to: enhancement of individual and organizational goals

Human Relations- what is it?

Human relations is what we do every day when we meet, communicate, solve problems, etc. -->It is concerned with the factors that help and hinder effective relationships in the work environment

Joan T., John T., and J.T. McKay

In an article in the journal Sex Roles, Paludi and Bauer (1983) reported a study in which 360 college students (half male, half female), were asked to evaluate an article (abridged to 1500 words) in the field of politics, or the psychology of women, or education, that was written (supposedly) by Joan T. McKay, John T. McKay, or J.T. McKay. ---> The study found that the evaluations depended quite significantly on whether the name on the student's paper was female or male or inconclusive (J.T.), with, not surprisingly, higher ratings going to the male author, whether or not the student was male or female.

What is the major theme of human relations?

It seeks to understand work settings and behavior in them as well as the dignity of individuals within the org

How to make the best of being a contingent worker?

Making the best of being a contingent worker: -Develop an entrepreneurial spirit- see your position as one that offers new challenges and opportunities Develop definable skills- be able to start share your strengths articulately, specifically, and precisely Market yourself- once you have developed your skill, market yourself as a specialist Realize that no one's position is absolutely secure Enjoy the flexibility of contingent employment

The cognitive approach

Mischel's "person variables" -->Cognitive-affective units in Mischel's personality system: -Encodings: Categories (constructs) for encoding information about one's self, other people, events, and situations -Expectations and beliefs: Expectations about what will happen in certain situations, about outcomes for certain behaviors, and about one's personal efficacy -Affect: Feelings, emotions, and emotional responses -Goals and values: Individual goals, values, and life projects -Competencies and self-regulatory plans: Perceived abilities, plans, and strategies for changing and maintaining one's behavior and internal states.

Application as a guiding principle

Most practitioners of human relations believe that we can intervene in work environments and produce beneficial changes even in the absence of complete knowledge about the complex process therein- it is possible to do good even though we do not understand precisely how much positive outcomes arise or what specific factors play a role in their outcome example: teamwork is seen as an effective approach for productivity- yet there is still a lot of be learned about WHY teamwork is effective

Why is Change in the Workplace is Often Resisted? Organizational barriers (5)

Organizational (social & structural) barriers to change o Structural inertia- jobs are designed to have stability (making employees work in a certain way- through reward system), it is often difficult to overcome resistance created by many forces that create stability o Work group inertia: Bc strong social norms exist in work groups, potent pressures exist to perform jobs in certain ways and at certain accepted rates --> Work with the same people for years, you make peace and know how to get along. When someone comes in to shake things up, this will distract you from work --> can be disruptive when long standing work relationships exist o Threats to the existing balance of power: Even if the change looks really good, losing your power when an organization gets bigger is uncomfortable or when there is a shift in power (new boss gets hired and changes things up) this makes ppl uncomfortable o Previously unsuccessful change efforts *Even if change is good, people might not get on board!*

Positive reinforcement Negative reinforcement Extinction Punishment What is the purpose and application of each of these?

PR = Increase behavior, Give reward following behavior NR = Increase behavior, Remove aversive stimulus following behavior Extinction = decrease behavior, Do not reward behavior Punishment = decrease behavior, give aversive stimulus following behavior or take away positive stimulus

The Social Learning Approach

Pavlov -classical & operant conditioning -Classical conditioning begins with an existing stimulus-response (S-R) association. -Operant conditioning concerns the effect certain kinds of consequences have on the frequency of behavior.

Forces of human relation (3): People in the workplace are influenced by?...

People in the workplace are influenced by: 1. interpersonal processes such as perception, motivation, personality 2. interpersonal processes such as communication, prejudice and conflict 3. group processes such as teamwork and leadership

What is Personality?

Personality: -The specific pattern of traits and dispositions that make each of each unique as a person (and different from others). -The consistent expression of our traits and dispositions across time and across situations in ways that make our behavior predictable and "familiar" to those who know us.

Historical idenitification of the Big five personality dimensions (Peabobody & Golberg)

Power, Love, Work, Affect, and Intellect

What was puzzling about the results of the FIRST Hawthorne Study (lights)?

Productivity increased in both test and control rooms & kept rising each time they were tested in different work environments

Why is Change in the Workplace is Often Resisted? Psychological barriers (5)

Psychological Barriers to Change o Economic insecurity- some degree of resistance to change is inevitable unless job security can be assured o Fear of the unknown- ppl like a sense of security they feel when they do things the same way- example: Female boss--> how will this feel working under a woman? o Threats to social relationships- ppl build strong social bonds so any rearrangements threaten the integrity of such friendships --> might be working with a bunch of strangers o Habit: People get better/more comfort as they get familiar with their job- changing the way ppl perform their job become difficult and a hassle o Failure to recognize the need for change: New software program changes- if it ain't broke don't fix it!

Norm in the work environment- what does this word mean? How does following or not following the norm effect people? Give an example from the text

Rules which are usually present in virtually every task-performing or social group -norms specify how members of the group should behave -key role: they shape group function *those who obey are in the in-group, those who do not are punished (ridicule, etc)* Example: Hawthorne studies: bank-wing room- ppl

Social perception and attention in regards to salience- how does this influence interactions with others?

Social perception and attention: standing out from the crowd: social salience, unexpected events, inconsistent information -Salience influences causal attribution (social inference) -Salience influences the extremity of evaluations and emotional reactions -Salience influences memory for the person or event

Time & Motion studies?

Studies that broke every action down into its constituent parts, timed those movements with a stopwatch, and developed new and more efficient movements that would reduce fatigue and increase productivity. -->Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

What are some tactics of self-representation (4)? Why are they used?

Tactics of self-presentation -Enhancement strategies: involves including statements of praise from others along with requests for feedback -Entitlement strategies: involved enhancing the credit received for positive outcomes Ingratiation strategies- motivated by the desire to get along with others Excuses- designed to reduce the impression of responsibility for negative outcomes --> Excessive use of these strategies can backfire!

The "temping" of the workforce (contingent work)- what is it? adv and disadv?

Temporary employment involving short-time work Advantages to the workers -More time for other activities -Opportunities to acquire new skills and experience -Opportunities to network and to compare different work settings Disadvantages to the workers -No pensions -No job security -No benefit packages -Potential morale problems and conflict -Perceived second-class status

What is the role of social perception in job interviews and performance appraisals (halo effect)

The Halo Effect: how overall impressions shape judgments Social perception and the job interview -The relative impact of positive versus negative information (negative information counts more) -Comparisons against other people also play a role- an applicants favorability is affected by judgement on the favorability of other applicants (although this influence does not seem to be very strong) -Visual information: appearance makes a difference/gestures and the amount the person spends talking makes a difference -Nonverbal cues can have different effects, depending on the context

Salience

The extent to which a stimulus stands out from others around it

What are the 2 basic strategies in operant conditioning for increasing/decreasing the frequency of a behavior?

There are two basic strategies for increasing the frequency of a behavior: positive reinforcement and negative reinforcement. There are two basic strategies for decreasing the frequency of a behavior: extinction and punishment.

Team Building

To create more effective work groups, for these efforts to be successful, all group members participate in the gathering and evaluating of information as well as in the planning and implementing of the action planaTeam Building to create more effective work groups o Step 1: Identify problems, have a diagnostic session, and then collect data o Step 2: List desired changes o Step 3: Develop appropriate action plan(s) o Step 4: Evaluate progress (feedback) o Step 5: Re-start the process

What was the purpose of the Hawthorne Studies? What occurred in the study?

To determine the effect of level of illumination on worker productivity -1 group worked in a control room where the level of lighting was held constant -1 group worked in a test room where the investigators varied brightness of lighting in a systematic manner

What are the key aspects of the humanistic approach?

Trying to achieve positive growth and self-actualization -The positive aspects of personality -Personal responsibility and "free will" -The here and now -The phenomenology of the individual -Personal growth

Perception is organized- law of proximity

a law of perceptual organization that states that objects that are near to one another, in either time or space, tend to be grouped together

Perception is organized- law of similarity

a law of perceptual organization that states that the similar items within a field, whether people or objects, tend to be grouped together

Perception is organized: Figure-ground relationship

a principle of perception that states that our tendency is to organize sensory input into stimuli (figures) that stand out against a background

What is perception?

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment- organize information provided by our senses - it through this that construct a representation of the world around us

Survey Feedback

a technique or organizational development in which information about an organization is fed back to employees and plans are then formulated for dealing with specific identified problems -Change though information o Some or all employees respond to carefully developed questionnaire- include strengths/weaknesses and get employee feedback o The info obtained is reported back to employees o Specific plans are developed for dealing with the problems identified by the survey o Advantages of the Survey Feedback Technique -Yields a large amount of useful information quickly -Is flexible and works in many different setting -Is often helpful in developing concrete plans for change INFORMATION--> FEEDBACK--> ACTION

telecommuting (virtual workforce)

allows users to work from remote locations, such as home or a hotel, using high-speed Internet to access business applications and data -this is a management option, rather than an employee benefit- employee participation is voluntary and subject to management approval -this benefits those who want to devote more time to family (but does not work as child-care) & no commuting time, those who have temporary or continuing health issues -examples: data entry, word processing, data analysis -extensive fact-to-face contact or cases in which employees need frequent access to material that cannot be moved from the office--NOT SUITABLE FOR TELEMARKETING

Correlation Design- the more video games you play, the more violent you are

careful observation to two or more variables to determine if they are related or not -this is through natural observation, not manipulation of IV -MAJOR DRAWBACK: Not effective in establishing cause-and effect relationships

What does it mean when perception is selective? What are the internal/external factors affecting perception?

focus of attention and figure/ground contrasts Internal factors affecting perception: motives, needs, values, past experience External factors affecting perception: perceptual salience is affected by intensity, color, size, motion, and novelty

How did frederick w taylor see people's motivation in relation to the way they work? (problem with his scientific management design)

he believed that work motivation stems from a workers' desire for gain (money) -that is naive- people seek to achieve many goals through their work, such as approval from others and enhanced status

Type A /Type B (2 types or 4?)

high pace of activity (poa), good emotional = charismatic vigorous low poa, good emotional = content calm high poa, bad adjustment = hostile impatient low poa, bad adjustment = tense inhibited

The hawthorne studies paved the way to another theory- what was it? what did this theory state?

human relations approach: this perspective took more attention to look at the human needs, motives, and relationships---> lasting gains in productivity will only occur when you change these related factors

collectivist cultures- in-group vs out-group

interact primarily with people of their in-group and make little effort to get to know individuals outside the group

Happiness- do individualistic or collectivistic cultures achieve happiness (one more than the other)?

neither is a key to personal or cultural happiness --> each has is its benefits and drawbacks

Emphasis on results versus "putting in time"

o Dual career families- more than one job o Creates challenges with kids or work requirements that may cause you to work at home. o Example: Mom: Lawyer, Dad: Teacher

The "Darwinian" global economy

o Global competition that forces change because only people who adapt the best to this changing world economy will be successful o Example: Amazon- a lot of bright, educated people made Amazon, the one consistent feature is that they constantly look for the best possible way to give customers the best experience. (e.g. quicker/cheaper shipping options)

Flexible work schedules

o Working a flexible schedule at work o A lot of employers allow this, but put strict regulations on when employers must turn stuff back in o Example: Adapting work schedule by working more at the beginning of the week and having a long weekend

The Virtual Office and Telecommuting

o Working from home, park, Starbucks = this just means working from wherever you can use your laptop, Skype = allows you to do online conference. o Can be in conferences with anyone in the world o Example: Ickes was on the dissertation committee for a student in Isreal- difficult because they had to find a time that works for all schedules o Working from any place, at any time o Example: Working your pajamas because no one will see you, working at night because that is when you have time

The Big Five Personality Traits (OCEAN)

openness- Imaginative versus down-to-earth, preference for variety versus preference for routine, independent versus conforming conscientiousness- Well-organized versus disorganized, careful versus careless, self-disciplined versus weak-willed extraversion- Sociable versus retiring, fun-loving versus sober, assertive versus reserved agreeableness- Softhearted versus ruthless, trusting versus suspicious, helpful versus uncooperative neuroticism-Worried versus calm, insecure versus secure, self-pitying versus self-satisfied

Opportunity for development (Dual career ladders)

promoting ppl to new titles and ranks within an organization rather than promoting them to managerial positions. this practice is used to reconstruct corporations in a way that eliminates hierarchy of authority. -mangagerial ladders -professional ladders

Causal Attribution

stable internal - ability / lack of ability unstable internal - effort / lack of effort stable external - task ease / task difficulty -unstable external - good/back "luck"

Quality of worklife approach- what is it? what do they do to improve worklife?

techniques designed to make work more interesting and rewarding, and to make work settings better places in which to function -Create a climate of mutual respect -Work restructuring to make jobs more interesting and varied -Create a safer and more comfortable workplace -Narrow the status gap -Participative style of decision making -Quality circles (small groups of about 10) -->Concern with the quality of work performed -->Concern with the work environment

What were some experimental issues with the hawthorne studies?

they were quite flawed: 1. lacked essential control groups- ppl knew they were being carefully studied 2. no attempt was made to ensure that they were generally representative of all workers

How does a company overcome Resistance to Change?

• Participation- to maximize the acceptance of change and reduce resistance to it, it is essential that the persons effected by the new reality participate in its planning • Providing clarity- persons affected by the proposed change should be made aware of the necessity for its occurrence and the potential future benefits • Rewarding people for changing- feedback on how well one is doing provides a great deal of useful assurance to an uncertain employee, but helps in shaping the desired behavior • Obtaining political support- identify the opinion leaders and get them on your side--> this step is critical in getting people on your side