Management Skills Midterm

Relationship between IQ & LEader Effectiveness

90% of difference in profiles between star leaders and average ones is based on EQ, rather than cognitive abilities

EI: Self-Regulation

Ability to control or redirect disruptive impulses and moods Characteristics: Trustworthiness, integrity Comfort with ambiguity Flexible

EI: Empathy

Ability to understand the emotional make-up of people characteristics: Sensitivity to others' feelings perspective taking

McClelland's Theory of Needs

Achievement, affiliation, power

Status: achievement and ascription

Achievement; ear status through personal achievements such as educational attainment, technical skills, and personal talents Ascription: earn status through, age, family, social connections, and class into which they were born

Team Effectiveness Model

Context: adequate resources, leadership & structure, climate of trust, performance evaluation and reward systems Composition: abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preferences Work design: autonomy, skill variety, task identity, task significance Process: common purpose, specific goals, team efficacy, conflict levels, social loafing

Controlling, harmonizing with, and being constrained by the environment

Cultures tend to differ in the degree to which they prefer to control, harmonize with, or adapt to their environment

affective states

Current feelings are based on temporary conditions and relatively stable differences in lasting dispositions to experience positive or negative feelings

Definition of Values

Definition: Core beliefs or desires that guide or motivate attitudes and actions Types: Instrumental vs Terminal - Courage, honesty vs prosperity, happy family Tangible vs. Intangible - car, income vs freedom, love Ethical/Moral vs Nonethical - respect, justice vs fame, pleasure

Justice

Definition: a personal evaluation about the ethical and moral standing of managerial conduct

Motivation

Definition: forces that energize, direct, and sustain a person's efforts Motivational considerations: - situational factors - Process factors - Individual differences

Organizational justice

Definition: overall perception of what is fair in the workplace Distributive, procedure, and interactional justice all contribute

Personality

Definition: stable pattern of behaviors, thoughts, and emotions shown by an individual How is personality measured? Generally through questionnaires How should personality be measured? Objective, behavioral observations in addition to self-reports Personality interacts with situations: you are not exactly the same everywhere you go and regardless of who you are talking to

effective management of diversity needs:

Devloping personal multicultural competence -cultural specific: learn the language, cultural history -cultural general: develop skills that enable you to be effective across multiple cultures: self-awareness, empathy, flexibility Creating cultural synergy - ensure top-level commitment, obtain information

Low context communication

Direct; purpose is to exhcange information, focus on the task; disagreements and criticisms are depersonalized; business relationships start and end quickly

Types of Justice

Distributive Procedural Interactional

Independence vs interdependence

Do i tend to define things in terms of myself (individualist) or membership to a larger group (collective)

Doing and Being

Doing: people focus on personal achievements, tasks accomplishments, and improving their standards of living Being: focus on personal qualities, relationships, quality of life

To be a successful leader...

Emotional Intelligence (EI): primary driver of leadership success Goleman's Research: EI: twice as important as technical skills and cognitive abilities, for jobs at all levels 90% of difference in profiles of star vs avg performers was due to EI

historically: Equity theory focused on distributive justice Distributive justice

Employee's perceived fairness of the amount and allocation of rewards among individual

Developing multicultural competence

Ensure top level commitment to promoting diversity at all levels Role model the behavior you want to see obtain info about how well your company is managing diversity Know the law Break the glass ceiling eliminate reindeer games Endorse support groups Provide training provide mentorship opportunities

Personality and situational factors can serve as

Facilitators: factors that encourage certain behaviors Constraints: factors that discourage certain behaviors

Fixed and fluid time orientation

Fixed: manage time with the clock and calendar in mind; manage time carefully, adhere to schedules and expect punctuality. (view time as a scarce resource to be managed: north americans and northern europeans)

Particularist Perspective

Forcuses on relationships and circumstances Believes in relativity: morality is situational and standards depends on the person and context assumes some people should be treated differently from others (family and friends) Things change

Core self-evaluations

Four distinct elements: Self esteem: overall value one places on oneself as a person Generalized Self efficacy: a person's beliefs about his capacity to perform specific tasks successfully Locus of control: the extent to which individuals feel that they are able to control things in a manner that affects them Emotional stability: the tendency to see oneself as confident, secure, and steady (opposite of neuroticism)

social identity

Groups to which i belong

Uncertainty Avoidance

Has to do with the way that a society deals with the fact that the future can never be known; should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the member to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance (chart)

Why do people quit their jobs?

Hate their boss Don't feel a sense of connection with coworkers Don't feel a sense of connection with organization People normally leave a job not because of the work, but because of the people

EI: Self-Awareness

Having a deep understanding of one's emotions, needs, strengths, weaknesses, values, and goals Characteristics: Ability to assess oneself realistically Deprecating sense of humor Can discuss limitations/strengths

Benefits of diverse view points

Helps attract and retain well qualified employees Better understanding of diverse customers Turnover costs of losing women and minorities to the competition Profitability

Motivational Tendency

High Achievement Motivation: (I wanna win) Good: get things done, work hard, get promoted quickly Bad: too focused on own success, don't delegate

Self-Image

High Self-Esteem: (I'm awesome) Take on challenges, more satisfied with jobs, more resistant to influence High Self-Efficacy: (I can do it) Take on challenges, more satisfied, better performers Locus of Control: Internal vs External Internal: in control it (more satisfied; perform better) External: Fate/environmental factors controls it

High and low power distance

High power: hierarchical (expect social inequality and expect managers to know the right answers, make decisions for employees, formal etc) Low power: egalitarian (inequalities tend to be minimized, denied, and resisted: empower employees to make their own decisions, less formal) beliefs about power distance influence how we expect managers and direct reports to act toward each other.

Positive Affectivity

High: joy, enthusiasm Low: apathy

Herzberg's two factor model

Hygiene factors (extrinsic); motivation factors (intrinsic)

Motivation: Job Characteristics Model

Identifies five job characteristics and their relationship to personal and work outcomes: -skill variety -task identity -task significance -autonomy -feedback

The right work done well

Identifying tasks: what to do? Communicating tasks and goals: does everyone know what to do? designing, implementing, monitoring and improving the flows of work of the organization: how should it be done/is it being done effectively? Creating an organization that is innovative and socially responsible: Are we a good place?

Takeaways for personality

Increase individual and team EQ through greater self-awareness Identify: strategies for imporving self-awareness Appreciation of individual differences more generally Appreciation of personality differences more specifically Identify: communication strategies for dealing with personality differences Identify: self-regulation strategies

High context communication

Indirect; message highly influenced by context; purpose: build relationship; disagreements can feel personal; business relationships take a long time to develop

Poor management leads to

Lower trust Lower morale & job satisfaction Lower commitment Decreased employee productivity Decreased firm performance Decreased shareholder value Increased theft Increased turnover

Overview

Managerial Effectiveness = f(IQ & EQ) Emotional Intelligence (EQ) = self-awareness, self-regulation, motivation, empathy, and social skills Self-Awareness: MBTI Self-Regulation: Case: Bob's meltdown

Takeaways for motivation

Many motivational theories exist; most widely used theories include equity theory (organizational justice); goal-setting theory and expectancy theory individuals are motivated in different ways Culture (national and organizational) can also impact employee motivation

Teams cont

Members have complementary skills Members work to achieve a shared goal Members' behaviors and outcomes are interdependent Membership stable over time

Global implications

Most motivational theories are based on Western countries Differences by culture -Types of rewards (individual vs group) - Relevance of theory (needs-based vs Equity)

Motivation: Expectancy Theory

Motivation depends on individuals' expectations about their ability to perform tasks, receive desired rewards, and meet personal goals Concerned with the process used to achieve rewards

Personality Preferences

Myers-Briggs Type Indicator: tool for measuring people's preferences for gathering and processing information. Identifies individual differences in... Where you focus your attention/draw energy from The way you prefer to take in information The way you prefer to make decisions How you prefer to deal with the outer world

Ratios for Equity theory

O/I < O/I : Inequity due to being under rewarded O/I = O/I : equity O/I > O/I : inequity due to being over rewarded

Big 5 (OCEAN)

O: openness: inventive/curious vs consistent/cautious C: Conscientiousness: efficient/organized vs easygoing/careless E: extraversion: outgoing/energetic vs solitary/reserved A: agreeableness: friendly/compassionate vs cold/unkind N: neuroticism: sensitive/nervous vs secure/confident

Kelly's theory of causal attribution

Consensus: the extent to which other people behave in the same manner as the person we're judging (if others behave similarly, consensus is high; if not, then it is low Consistency: the extent to which the person we're judging acts the same way at other times (same=high, not = low) Distinctiveness: the extent to which this person behaves in the same manner in other contexts (same = low; differently = high)

moral reasoning: self-centered level (preconventional): Stage 1: obedience and punishment orientation stage 2: instrumental purpose and exchange

Obedience and punishment orientation: personal focus and an emphasis on consequences; actions are judged by their consequences or in terms of the physical power of those who lay down the rules Instrumental purpose and exchange: interest in satisfying one's own needs is the most important consideration: fairness, reciprocity, equal sharing

Discrimination and fairness

Organizations that use perspective to manage diversity view a diverse workforce as a moral imperative to ensure justice and the fair treatment of all members of society it focuses diversification efforts on providing equal access opportunities in hiring and promotion, suppressing prejudicial attitudes, and eliminating discrimination

Strategies for improving self-awareness

Others' perceptions and feedback diverse experiences Self analysis: what are my strengths, how do I perform, what are my values, where do I belong, what can I contribute Personality analysis/tests

Objective test

People are to respond to a series of questions designed to measure one or more aspects of their personality. (test givers do not play a role)

Motivation: Equity Theory

Person referent Other outcomes/inputs = outcomes/inputs

Harry & the learning team

Personalities/backgrounds have profound effects on team dynamics Talk early about norms, expectations, and goals Call an honesty meeting to address a problem out loud; don't finger point

deep-level diversity

Political views, skills, talents, perspectives

Mood Patterns

Positive Affectivity: Life is good, people are great better decisions better relations with leaders Negative Affectivity: Dwell on mistakes, focus on negative First to be let go in times of layoffs more likely to retaliate when feel injured

EI: Social Skills

Proficiency in managing relationships and networks Characteristics: persuasiveness wide circle of acquaintances able to connect with people

Self-Regulation

The importance of regulating negative emotions Tips on how to self-regulate Managerial implications: - If you understand the root causes of the problem, you can managed the problem better - Managing negative emotions is the joint responsibility of the individual and the manager/organization - often times, emotions of multiple parties need to be managed

Social perception

The process by which people come to make judgments of other individuals

Paradox of Diversity

The very nature of team diversity often creates challenges that reduce team innovation and lessen overall team effectiveness: - sometimes achieve reduced productivity and efficiency - faultures of collaboration and information sharing

Ethical dilemmas fall into four categories

Truth vs loyalty Individual vs community Short term vs long term justice vs mercy they are all conflicting values not values vs a lack of values

Behavioral Patterns: Type A

Type A's perform best when: Time pressure Solitary work Competitive situations

Behavioral Patterns: Type B

Type B's perform best when: Complex judgments Accuracy more prized

Psychological processes in Organizations

Understanding people's personalities helps us know what to expect of them, and understanding our own personalities provides valuable insights into our own behavior THe process by which we perceive others is fundamental to a wide variety of organizational activities Effectively training, managing, and disciplining employees requires knowing the basic principles of learning

Ethical frameworks

Utilitarianism: good of the group takes precedence Individual rights principle: personal entitlements in the form of the legal and human rights of individual Justice principle: guided by fairness, equity, impartiality when treating individuals and groups Caring principle: focus on the well-being of another Environmentalism: person to person, person to society, person to land relationships

Thinking out loud or thinking while silent

WEstern cultures that value individuals, assume that being talkative is a positive trait because it enables people to assert their individuality and to put their ideas - even uninformed or incomplete ideas- out in the open for others to assess.

Personality cont

We each possess a distint pattern of traits and characteristics not fully duplicated in any other person which stable over time.

EI: Motivation

Work for reasons beyond money or status; pursue goals with persistence Characteristics: Strong drive to achieve Optimism, even in the face of failure Restless with status quo

Excessive Homogenous Teams

Work well together, but do not have the best mix of talent effective in the short run in the long run, may lower team member learning and performance Tend to use similar to us biases in selecting members and do not value diversity

Theory X & Y

X: people are inherently lazy Y: people want to find meaning in their work

On voicing one's Values

Your values influence the decisions you make and the actions you take Values-conflict situations are a given you can speak up about your values (the types of rationalizations we engage in) Speaking up influences empowerment There are different ways to voice your values (make assertions, ask questions) COntingency approach regarding which technique to use Be mindful of situational and organizational influences on your decisions

Interactionist perspective

behavior is the result of both charactersitics possessed by an individual (skills, abilities, knowledge) and the nature of the situation in which that person operates

nature vs nurture

both play role, but environment plays bigger role

seeking consistency and maintaining contradictions

contradictions: -some cultures: must be resolved for the situation to make sense and for a decision to be made (true or false, black or white) -other culture: contradictions must be maintained to see the complexity of the situation more clearly and to make a well reasoned decision. "in the west, we consider consistency a virtue. In the east, consistency is an attribute of small minds and children. For example, in the west a person who acts inconsistently with their attitudes are called hypocrites; in the east they are thought to be sophisticated: they do what they must rather than what they like to do

values

core beliefs or desires that guide or motivate attitudes and actions: Value congruence: shared systems of values between two entities

Team halo effect

credit teams for their successes but not to hold them accountable for their failures

ethical values

directly relate to beliefs concerning what is right and proper or that motivate a sense of moral duty US core ethical values: trustworthiness; respect; responsibility; justice and fairness; caring; civic virtue and citizenship

Equity theory

employees compare their job inputs (effort, experience, education, competence) and outcomes (salary levels, raises, recognition) to those of others. income- input ratio of referent others Referent others: 1. self-inside: an employee's experiences in a different position inside the employee's current organization 2. self-outside: an employee's experiences in a situation or position outside the employee's current organization 3. other-inside: another individual or group of individuals inside the employee's organization 4. other-outside: another individual or group of individuals outside the employee's organization

Expectancy Theory

employees will be motivated to exert a high level of effort when they believe: 1. that effort will lead to a good performance appraisal; 2. That a good appraisal will lead to organizational rewards, such as a bonus, a salary increase, or a promotion 3. that the rewards will satisfy the employee's personal goals.

Ethnocentrism

exaggerated tendency to think the characteristics of one's own group or race are superior to those of other groups or races

Rationalization/arguments

expected or standard practice: everyone does it materiality: the impact of this action is not material - doesnt hurt anyone Locus of responsibility: not my responsibility; following orders locus of loyalty: i dont want to hurt my boss/team/company

Extrinsic rewards

external, tangible forms of recognition such as promotions, bonuses

Motivation: Goal-setting theory

factors that energize employees and direct their thoughts and behaviors toward a particular end Goals that motivate: - goals should be acceptable to employees - goals should be challenging but attainable SMART goals: specific, measurable, actionable, realistic, and time measured

Universalist perspective

focuses on rules Believes in one right way: morality is based on universal principles and consistent standards that are independent of the person and context Assumes all people should be treated the same Emphasizes legal contracts

Expectancy theory cont

focuses on three relationships: 1. effort-performance relationship: the individual exerting a given amount of effort will lead to performance. 2. performance - reward relationship: the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome 3. Rewards- personal goals relationship: the degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the inidvidual

Self efficacy theory cont

four ways to increase self efficacy: 1. Enactive mastery: gaining relevant experience with the job; if you are able to perform the job successfully in the past, then you're more confident you'll be able to do it in the future 2. Vicarious modeling: becoming more confident because you see someone else doing the gask. 3. verbal persuasion: becoming more confident because someone convinces you that you have the skills necessary 4. becoming more confident because one is psyched up and performs better

Independence vs interdependence

independence: taking care of oneself, separating from others, making one's own decisions, rewarding personal accomplishments, putting one's interests above those of the group. (more competitive) Interdependence: connecting with others, taking care of others, making collective decisions

Doing vs Being

is "who I am" better defined by what I do or where I belong? (related to independence vs interdependence)

Fundamental attribution error

it is easier to explain someone's actions in terms of his traits than to recognize the complex pattern of situational factors that may have affect his actions. Ex) assume that a person who shows up late for work is lazy rather than bc traffic

correspondent inferences

judgments about people's dispositions: their traits and characteristics: that correspond to what we have observed of their actions

What is self-awareness

knowing your motivations, preferences, and ersonality and understanding how these factors influence your judgment, decisions, and interactions with other people

Monochronic or polychronic time orientation

monochronic: prefer to do one thing at a time, focus on the immediate task and adhere to schedules Polychronic: prefer to do many things simultaneously, focus on relationships and process, and are likely to change plans often.

intrinsic rewards

nonquantifiable personal satisfaction, sense of accomplishments, personal control over one's work and feeling that one's work is appreciated

Teams cont...

not all problems require a team; sometimes individual contributors or groups are sufficient Getting to know team members, establishing team norms and understanding roles in the beginning of a team's development can help to avoid future conflicts Team effectiveness is reliant upon a number of factors and the requirements for each team can differ depending on goals, contextual factors, team members

learning

operant conditioning and observational learning

Access and legitimacy

organizations that use this perspective to manage diversity are guided by the assumption that the workforce demographics should reflect the diversity of the markets and consituencies served by the organization. The diverse workforce is viewed as a way to gain legitimacy within and access to these markets and constituents.

High and low uncertainty avoidance

uncertainty avoidance: refers to the degree to which people feel comfortable with change and amibuity

measuring performance has three pitfalls:

uncontrollability problem: most performance measures are the result of factors that are controllable and uncontrollable alignment problem: require many tasks; some are easy to measure, others are not (treatment of customers) interdependency problem: isolating the contribution of individual employees in a group task.

Universalism and particularism

universalistic orientation: a rule is rule which holds for all people and circumstances. Particularistic orientation: rules are meant to be symbolic or general guidelines to be adapted to a particular person or situation

cognitive style

ways of processing information that are based in experiences such as educational or functional background: affects what we pay attention to, what we emphasize, how we interpret information, how we use this information when making and implementing decisions.

integration and learning

organizations that use this perspective to manage diversity to go beyond achieving demographic targets: view the insights, skills, and experiences employees offer as valuable resources that enable the organization to rethink its primary tasks and redefine its markets that will advance its mission. This perspective links diversity to work processes (the way that people do and experience work) in a manner that makes diversity a resource for learning and adaptive change

procedural justice

overall perception of what is fair in the workplace. procedural: perceived fairness of the process used to determine the distribution of rewards. 1. process control: opportunity to present one's point of view about desired outcomes to decision makers. 2. Explanations: reasons for the outcome that management gives to a person.

Past, present and future focus

past: focus on tradition - to repreat the successes and avoid the mistakes Present: yolo: short-term thinking and quick results Future: emphasize long-term planning and results and are wiling to sacrifice short term gains for long term success

interactional justice

perceived degree to which one is treated with dignity and respect

Low achievement motivation

perfer tasks that are very easy or very difficult

Personal identity

personality, special skills, interests

High achievement motivation

prefer tasks of merate difficulty (merit based pay systtems: based on performance)

Surface level diversity:

race, skin, age, gender

hawthorne effect

refers to the productivity benefits that companies create when they pay attention to their employees and treat them as something other than mere cogs in the machinery of production

Extraversion effect

related to interacting with people throughout the day

Agreeableness effect

related to interpersonal aspects of work ( getting along with others) THe more agreeable someone is, the less likely he is to stay home from work voluntarily

Negative affectivity

separate dimension to positive affectivity: High:angry, nervous, anxious Low: calm, relaxed

Management by Objectives (MBO)

set goals that are tangible, verifiable, and measurable goal specificity; participation in decision making; an explicit time period; performance feedback

Formality and informality

show respect by dressing appropriately, choosing words carefully, etc

goal setting theory

specific goals produce a higher level of output because it is an internal stimulus. difficult goals: direct our attention to the task at hand and away from irrelevant distractions; work harder to attain them; persistence; discover strategies

Moral reasoning: principle (postconventional): stage 5: social contract and individual rights stage 6: universal ethical principles orientation

stage 5: individual realizes that there is an arbitary element to rules and the law. Right is relative and perceived as a matter of personal values and opinion Stage 6: right is defined by decisions of conscience, in accord with self chosen ethical principles that are logically comprehensive

Achievement motivation

strength of an individual's desire to excel at tasks

mood states

temporary feelings

self-fulfilling prophecy

tendency for someone's expectations about another to cause that individual to behave in a manner consistent with those expectations Positive: pygmalion effect: holding high expectations of another tends to improve that individual's performance Golem: Low expectations of success lead to poor performance

Agreeableness

tendency to be compassionate toward others: good nature, cooperative to irritable, suspicious

What is management?

the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively Getting the right work done well

social perception

the process of integrating and interpreting informantion about others so as to understand them accuratel.

What is culture?

the shared knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, notions of time, roles, spatial relations, and concepts of the universe acquired by a group of people Cultural diversity in the workplace: - mix of individual employees - different locations in whicch the company operates

social identity theory

the way we perceive others and ourselves is based on both our unique characteristics and our membership in various group the way we identify ourselves is likely to be based on our uniqueness in a group

Extraversion

Tendency to seek stimlation and to enjoy the company of other people: energetic enthusiasitc to reserved, silent

Group

(Additive) Group: Single leader Individual focus, work products and accountability Meetings are short coordination efforts (discuss, decide, delegate)

Teams

(Interacting) Teams: Single or shared leadership roles Individual + mutual accountability, collective work products Meetings are longer with more open-ended discussions (active problem solving, collaboration)

Tactics for improving Motivation

- Demonstrate trust - Make jobs more complete - Introduce challenge - Encourage some people to experts - Drive out fear - Preserve subordinate dignity - reform or remove the slackers - empower, don't micromanage - Hire self-motivated people - be a good boss

Motivational theories

- Needs- based theories -Equity theory (justice) -Goal-setting theory -Self-efficacy theory - Expectancy theory - regulatory focus theory - job characteristic model

in fluences on Self

- religion - gender - nationality - ethnicity - race - profession - hierarchical level - family - education

how to voice our values

- thinking in the long and short run - Wider purpose - Assumed definition of competitive advantage - Agent of continuous improvement - actionable alternatives - addictive cycles - Costs to each affected party - pragmatists - counter the commonly held assumption or unethical behavior

Motivation: Regulatory Focus Theory

-Safety, responsibility and security needs -Goals viewed as oughts -want to avoid losses; maintain a 0 state -hopes, accomplishments and advancements needs -goals viewed ideals -want to a achieve gains; get to a +1 state

Ways to reduce the likelihood that and Actor-observer bias will emerge

-think specifically about the situation -put yourself in the others' shoes -practice empathy -examine performance trends -compare to others in a similar position

Justice - importance

1. Why do people care about justice in organizations? -instrumental/control -Group/social support - moral/deontic value 2. why is the practice of justice valuable from a business perspective? - Increased morale, trust and organizational commitment - greater support for manager, more OCBS - enhanced performance, customer satisfaction - decreased litigation, lower conflict

expectancy theory connt

1. individual effort 2. individual performance 3. organizational rewards 4. personal goals.

inequitable pay

1.Given payment by time, over rewarded employees will produce more than well equitably paid employees: hourly and salaried employees will generate high quantity or quality of production to increase the input side of the ratio and bring about equity. 2. Given payment by quantity of production , over rewarded employers will produce fewer, but higher quality units than will equitably paid employees: 3. given payment by time: under rewarded employees will produce less or poorer quality of output. effort will be decreased, which will bring about lower productivity or poorer quality output than equitably paid subjects 4. Given payments by quantity of production, under rewarded employees will produce a large number of low quality units in comparision with equitably paid employees

Conscientiousness

Tendency to show self discipline: well organized, responsible to impulsive, careless

Justice: Interactional:

Appropriateness of how one person treats another Informational: is one truthful and does one provide adequate explanations? Interpersonal: does one treat another with dignity & respect

Justice: Distributive

Appropriateness of the resource allocation decision Ex) Did you get your fair share? Did the most qualified person get promoted? Allocation Rules: equality, equity, need

"Missed Promotions" takeaways

Being fair is not the same as being perceived as fair (you need both) Individuals may not give the same weight to all 3 justice dimensions (employees focused on PJ/IJ more than DJ; Managers focused on JD more than PJ/IJ) Organizations have "3 bites at the apple" (interaction effect: ill effects of injustice can be mitigated if one component of justice is maintained)

inductive and deductive reasoning

Inductive: emphasize facts, objectivity, proof, cause and effect, prefer measurements deductive; stress abstract thinking, symbolism, understanding the whole rather than individual parts, rely on analogies, metaphors

2 classes of explanations for the causes of someone's behavior

Internal causes: explanations based on actions for which the individual is responsible external causes: explanations based on situations over which the individual has no control

Achievement vs Ascription

Is my status attained by my social class/place in society of is it earned through my individual accomplishments?

The strength of the effects of personality depends on many situational factors

Job Demands: tasks and duties associated with a job that motivate people to behave in certain ways Social norms; pressures to go along with others in one's group

Importance of Values

Knowing one's values will: -help in making important decisions -influence one's goals and one's motivation to achieve those goals; - provide a moral compass - influence one's effectiveness as a leader

MBTI

Knowledge of personality differences can help managers assign tasks, assemble teams, communicate, motivate, and manage conflict more effectively - matters with interaction

Linear vs cyclical time

Linear: sequential; one event taking place after another; goal: move systematically from one point in time to another toward the future Cyclical: emphasize the process and finding ways to develop an appropriate process that will lead to an end result

High and low context communication styles

Low context: emphasize the spoken word: focus less on the facts, directly express their views and wants High context: emphasize intent behind the words and pay attention to the context in which the communication takes place. (emphasize credibility of the speakers)

Seven values that motivate behavior

Prosocial: active protection or enhancement of the welfare of others Restrictive conformity: restraint of actions and impulses likely to harm others and to violate sanctioned norms Enjoyment: Pleasure, sensuous and emotional gratification Achievement: personal success through demonstrated competence maturity: appreciation, understanding, and acceptance of self, others, and the world self direction: independent thought and action: choosing, creating, exploring security: safety, harmony, and stability of the society

intrinsic motivators

Recognition, achievement, responsibility

Report and rapport talk

Report talk: goal: state the facts; and related to a desire to stand out, exhibit knowledge and expertise, reinforce or maintain status and to win. (men) Rapport talk: goal: establish connection with another person by looking for similarities and matching experineces (women)

Feedback

Results of behavior relayed to individuals for their use and learning

Excessive Heterogeneous Teams

Rich talent, but may be unable to use it because of differences in how members think Ineffective in the short run in the long run, higher likelihood of creative solutions and accurate problem solving

Self efficacy theory: albert bandura

Self efficacy: individual's belief that he is capable of performing a task; higher it is the more confident difficult tasks: try harder or to respond to negative feedback with increased effort

Conscientious effect

Shows the strongest association with task performance

Problems with Personality Tests

Skewed results can come from: Priming effects: what you see first changes what you think Regency bias: what you've seen most recently matters most

What is diversity?

Specific human qualities that differ between groups of people

moral reasoning: conformity (conventional): Stage 3: interpersonal accord, conformity, mutual expectations Stage 4: social accord and system maintenance

Stage 3: good behavior is defined as behavior that pleases or helps others and is approved by them. Conformity to stereotypical images of what is natural behavior stage 4: individual takes the perspective of a member of society

Faultlines

Subgroups or coalitions that emerge naturally within teams, typically along various demographic lines: conflict and in-group/out-group Driven by surface or deep-level diversity Implications for: - knowledge sharing - perceptions of in-groups vs out-groups - tensions between sub-groups

Values & Leadship

Successful leaders act in ways that are consistent with their values Therefore: - Identify the values that guide your behaviors, attitudes, and decisions - Act consistently with your values - Appreciate that your decisions and actions affect others - Strive to uphold basic principles of fairness

Halo effect:

Tendency for a person's overall impression to bias his assessment of another on specific dimensions Ex) worker who you like and does well, but she normally comes to late work: you overlook this problem

Openness to experience

Tendency to enjoy new experiences and new ideas: imaginative, witty to simple, narrow interest

Neuroticism

Tendency to experience unpleasant emotions easily: calm, composed to nervous, anxious

Emotional stability effect

also related to task performance: the more emotionally stable an individual is the ebtter his task performance is inclined to be

Justice: Procedural

appropriateness of how decisions are made and implemented Ex) consistency; representative; bias-free; accurate' ethical; neutrality

hygiene factors

work conditions, personal life, status, company policy, supervision