Management and HR Exam 2

anchoring

bias that occurs when decision makers are influenced by the first information received about a decision, even if its irrelevant

dialectic method

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

decision support systems

computer-based interactive systems that help decision makers use data and models to solve unstructured problems

sacrificing

consists of choosing a solutions that meets some minimum qualifications, one that is "good enough"

competence

desire to feel qualified, knowledgeable, and capable to complete a task, act or goal

arbitration

disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses

prosocial behaviors

positive acts performed without expecting anything in return

motivator-hygiene theory

proposes that job satisfaction and dissatisfaction arise from 2 sets of factors: satisfaction that comes from motivating factors and dissatisfaction that comes from hygiene factors

storming

second stage in group development, time of testing. Individuals test the leaders' policies and assumptions as they try to determine how they fit into the power structure

waypower

see one or more alternative paths to achieve your goal, even when faced with adversity

organizational culture

set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

negotiation

give-and-take decision making process involving two or more parties with different preferences

resilience

have the capacity to consistently bounce back from adversity and to sustain yourself in the face of the demands of positive events

coercive power

make threats of punishment and deliver actual punishment

legitimate power

managers who obtain compliance primarily because of their formal authority to make decisions

mediation

mediator actively guides the disputing parties in exploring innovative solutions to the conflict

group think

mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' striving for unanimity overrides their motivation to realistically appraise alternative courses of action

Theory Y

modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative

behavioral decision making

most people make decisions using this process, have tendency to avoid conflict and can be too concerned with others

reward power

obtain compliance by promising or granting rewards

Conflict

occurs when one party perceives that its interests are being opposed or negatively influenced by another party

strategic plan

outlines an organization's long-term goals and the actions necessary to achieve them

Theory X

pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishments

laissez-faire

a general failure to take responsibility for leading, "leave them alone"

Conciliation

a neutral third party informally acts as communication conduit between two disputing parties

narcissism

a self-centered perspective, feelings of power or superiority, drive for personal glory

norm

an attitude, opinion, feeling, or action shared by two or more people that guides behavior

impression management

any attempt to control or manipulate the images related to a person, organization or idea

formal groups

assigned by organizations or managers to accomplish specific goals

devil's advocacy

assigning someone to the role of critic

self-determination

assumes that three innate needs influence our behavior and well being: competence, autonomy and relatedness

leader-member exchanges (LMX)

based on the assumption that leaders develop unique one-on-one relationships with each person reporting to them

Fielder's contingency model

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches the characteristics of the situation at hand

Meaningfulness

belonging and serving something that you believe is bigger than yourself

overconfidence

bias that describes a person who is overconfident about estimates or forecasts

Herzberg

made motivator-hygiene theory, job satisfaction

valence

the positive or negative value people place on outcomes

organizational climate

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

task role

enable the work group to define, clarify, and pursue a common purpose

machiavellianism

entails the use of manipulation, a cynical view of human nature

informal groups

exist when the members' overriding purpose of getting together is friendship or a common interest

delphi technique

group process that anonymously generates ideas or judgement from physically dispersed experts

will power

have a goal and the determination to achieve it

power

the ability to marshal human, informational, and other resources to get something done

conceptual decision making

high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation

analytical decision making

higher tolerance for ambiguity and tend to over-analyze a situation

transformational leadership

leaders that transform followers to pursue organizational goals over self-interests

evidence based decision making

process of conscientiously using the best available data and evidence when making managerial decisions

Maslow

published his need hierarchy theory of motivation in 1943. Used to explain entire spectrum of human behavior

expectancy

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance

bounded rationality

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

ambiguity

uncertainty or inexactness of meaning in language

brainstorming

used to help groups generate multiple ideas and alternatives for solving problems

ZOPA

zone of possible agreement: the range of possibilities you are willing to accept

inspirational appeals

trying to build enthusiasm by appealing to others emotions, ideals, or values

non-rational decision making

explains how managers actually usually make a decision

forming

first stage in group development; group members are uncertain and anxious about their roles, the people in charge and the group's goals

transactional leadership

focuses on clarifying employees' roles and task requirements and providing followers with positive and negative rewards contingent on performance

instrumentality

how an individual perceives the movement from performance to outcome

coalition tactics

informal group bound together by the active pursuit of a single issue

directive decision making

low tolerance for ambiguity and are often oriented toward task and technical concerns when making decisions

PERMA

the combination of the 5 elements of well-being: positive emotions, engagement, relationships, meaning, achievement

self actualization

the desire to become the best one is capable of becoming

motivation

the psychological processes that underlie the direction, intensity and persistence of behavior or thought

social loafing

the tendency for individual effort to decline as group size increases

norming

third stage in group development, respected member other than the leader challenges the group to resolve its power struggles so that something can be accomplished