UGBA 105 MIDTERM
5 Stage model of group development
1. Forming: Establish connection and understanding 2. Storming: Group in conflict (resist control or disagreements) 3. Norming: Develop close ties, share common purpose 4. Performing: Work towards achieving goals 5. Adjourning: Disband after goals have been achieved
Self-determination theory
A meta-theory of motivation at work that is concerned with autonomy, intrinsic motivation, extrinsic, motivation, and the satisfaction of psychological work needs;people prefer to feel they have control over their actions, and anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity undermines motivati
Producing blocking
A process loss caused by the need to take turns speaking in verbal brainstorming; the tendency for one individual during a group discussion to block or inhibit other people from offering ideas
Learning
A relatively permanent change in behavior that results
Prevention focus
A self-regulation strategy that involves striving for goals by fulfilling duties and obligations
Promotion focus
A self-regulation strategy that involves striving for goals through advancement and accomplishment
Cognitive evaluation theory
A sub-theory of self-determination theory in which extrinsic rewards for behavior tend to decrease the overall level of motivation, if the rewards are seen as controlling or reduce their sense of competence
McClelland's learned needs
Achievement: need to accomplish personal goals and excel Power: need to exert control over your environment (influence, reputation, impact) Affiliation: desire for close relationships (interpersonal relationships and likeability)
variable reinforcement
An unpredictable reinforcement schedule for a desired behavior; this is resistant from extinction but takes long to set in (slot machine gambling)
The ABCs of changing behavior
Antecedent (Trigger of behavior): instructions, rules, goals, advice from other members of an organization or anything that informs employee about consequences for various actions Behaviors (what they do): the action that follows the antecedent Consequences (of behavior): rewards and punishments in response to behavior
The law of effect
Any behaviors followed by a positive consequence is more likely to occur again; any behavior followed by a negative consequence is less likely to happen again OR relation between consequence and behavior, works consciously and unconsciously
Johari window
Arena: Things you know and others do too; Know to others and yourself Blind spot: Things others know but you don't; Know to others and not to self Façade: Things you know and others do not; Know to self but not others Unknown: You do not know and others do not know; Unknown to self and others
harshness bias
Bias that occurs when an interviewer rates a candidate negatively based on a single characteristic, allowing it to overshadow other, positive characteristics.
continuous reinforcement
Continuous reinforcement: reinforcing a desired response every time it occurs; produces faster learning, but behavior will cease more quickly if reinforcement stopped
task interdepedence
Degree that team members depend on one another to get information, support, or materials from team members to be effective
Availability heuristic
Easily imaginable events are more likely to happen and to be true (more likely to die in a car crash than from colon disease)
Using the law of effect to change behavior
Either increase desired behavior with reward: positive/negative reinforcement Or decrease undesired behavior with punishment: positive/negative punishment or reward an incompatible behavior
Group cohesiveness and performance
Heuristic Performance Model, task cohesion (group commitment to task activities), social cohesion (social connection to other members), morale, sense of shared identity
Interpersonal, interactional, and informational justice
Interpersonal/Interactional: The degree to which employees are treated with dignity and respect Informational: The degree to which employees are provided truthful explanations for decisions
Contrast effect
Judging something not on its absolute merits but by comparing it to something presented right before or after (or nearby)
Motivating Potential Score
MPS = [(Skill Variety + Task Identity + Task Significance) / 3 ] * (Autonomy) * (Feedback)
Job Characteristics Theory (intrinsically motivating jobs)
Meaningfulness (significance, skill variety, task identity), Responsibility (control over what you do and how), Knowledge of Results (see impacts or feedback)
Operant conditioning - Antecedent, behavior, consequences (ABCs)
Method of learning through rewards and punishments of behavior Antecedent (Trigger of behavior): instructions, rules, goals, advice from other members of an organization or anything that informs employee about consequences for various actions Behaviors (what they do): the action that follows the antecedent Consequences (of behavior): rewards and punishments in response to behavior
Expectancy theory/ Heuristic motivation model
Motivation = Valence (how effective are consequences) * Instrumentality (how and how quickly will consequences be implemented) * Expectancy (how much do you believe you can achieve the behavioral goal)
Garbage can model
No organizational process for finding a solution to a problem exists and that decision-makers are disconnected from problems and solutions
Anchoring and adjustment bias
People "anchor" on or overweigh a piece of early information and when they try to "adjust" away from it they don't adjust very far or not far enough (even if the information is irrelevant or inaccurate)
Equity theory - Distributive justice
People compare their perceived outcome/input ratio to that of a comparison other to see if they are in balance; Requiring fair distribution of the burdens and benefits among diverse people with competing needs and claims (overpayment inequity= your outcome is greater than the ratio of the referent and opposite for underpayment)
Heuristic performance model
Performance = Motivation/Energy * How energy channeled (knowledge/skills/ability) * Opportunity & resources +- Luck
Maslow's hierarchy of needs
Physiological, safety, belongingness, esteem, and self-actualization needs; once a need is satisfied it is no longer a source of motivation
Process gains/losses
Process Gains: Information Exchange Load Balancing Social Facilitation Process Losses: Group Maintenance (unavoidable) Social Loafing Production Blocking
Perception
Process by which people attend to, organize, and interpret the world around them; behavior is based on perception of reality not "reality" itself
Potential issues in using Job Characteristics Theory
Remember to keep track of what you "know" versus what you believe it means; Ex: person says their boss is mean
Mental models/Schema
Schema an abstract knowledge structure that allows people to attend to, organize, interpret, and remember information.
SMART goals
Specific, Measurable, Achievable but difficult, Reasonable, Time bound
Overconfidence, illusion of control
Tendency to have greater confidence in your KSA (knowledge, skill, and abilities) than is objectively reasonable People believe that even random events are more likely to work in their favor than for others
Self-serving attribution (bias?)
Tendency to overemphasize external explanations for OUR bad behavior and internal explanations for OUR good behavior
Fundamental attribution error
Tendency to overemphasize internal explanations for behavior and underemphasize external explanations
Self-concordance
The degree to which people's reasons for pursuing goals are consistent with their interests and core values
Motivation Equation: Expectancy
The perceived relationship between effort and performance; how much do you believe you can achieve the behavioral goal
Pygmalion effect
The process through which one person's expectations actually changes another person's behavior
Self-concept
The sum total knowledge you have about yourself
Actor-observer effect
The tendency to attribute the behavior of others to internal causes and to attribute one's own behavior to external causes (you act differently in each situation but others act the same in every situation)
Similar to me bias
The tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way.
Escalation of commitment
The tendency to inappropriately keep investing in a losing course of action; this results from overconfidence, illusion of control, sunk cost, framing, and confirmation bias making one believe it will become successful
Self as multifaceted
There are a number of sides to our self-concept that reflect the roles and relationships that we have in different aspects of our lives. (Athlete: skill, teammate; Student: knowledge, study; Frat: socialablility, attractiveness)
Scientific management (Taylor and Gilbreth Family)
Time and Motion studies, Job simplification, Job specialization: studying workers to find the most efficient ways of doing things and then teaching people those techniques
Motivation Equation: Instrumentality
To what extent do you trust the promised outcome will happen if you achieve the target; how much do you trust the reward/punishment will be delivered
Framing (Positive and negative)
When faced with a choice between a certain outcome and an uncertain outcome, those who are positively framed (chance to save 1000 jobs) tend to be risk averse while those who are negatively framed (chance to fire 2000 jobs) tend to be risk taking.
Attributions
Why something happened:
WOOP goals
Wish (goal), Outcome (imagining consequences of goal achievement), Obstacle (identifying internal obstacles), Plan (what to do when obstacle appears)
Nominal Group technique
a decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group
Devil's advocate
a person who has the job of criticizing ideas to ensure that their downsides are fully explored
Organizational Behavior modification
a plan for managing the behavior of employees through a formal system of feedback and reinforcement
Confirmation bias
a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence
Social information processing theory
a theory suggesting that electronically mediated relationships grow only to the extent that people gain information about each other and use that information to form impressions
Behavioral Decision Making -Administrative model
an approach to decision making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions
impression management
an attempt to control the perceptions or impressions of others
Primacy bias
an individual's tendency to better remember the first piece of information they encounter than the information they receive later on.
Dialectical inquiry
critical analysis of two preferred alternatives in order to find an even better alternative for the organization to adopt
intrinsic motivation
desire to perform a task for its own sake (for sense of meaning, for values or identity)
extrinsic motivation
desire to perform a task in order to acquire material or social rewards or avoid punishment (pay, praise, or status)
Halo Bias
drawing a general impression about something or someone based on a single (typically good) characteristic
Psychological empowerment
employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work; meaningfulness, self-determination, competence, impact
norms
expectations of appropriate and inappropriate behaviors (includes performance norms/goals)
perceiver, target, situation
factors that influence perception
Gersick's punctuated equilibrium model
groups experience a period of inertia or inactivity until they become aware of time, pressure, and looming deadlines, which then compel group members to take action
Motivation Equation: Valence
how rewarding are the rewards, how punishing are the punishments; how effective are the consequences
Social facilitation
improved performance on simple or well-learned tasks in the presence of others. People deliberately exert greater effort working in a group than working alone -> increased performance
Procedural justice
perceived fairness of the process used to determine the distribution of rewards; important aspects of fairness procedure voice, free of bias, consistent, appealable, respect
Characteristics of work groups
size, shared purpose, interaction over time, interdependence, identity
salience
the extent to which a target of perception stands out in a group of people or things
Attraction-Selection-Attrition (ASA) Framework
the idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personalities
Groupthink
the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives
brainstorming
the process of getting a group to think of unlimited ways to vary a product or solve a problem
Shaping
the reinforcement of successive and close approximations to a desired behavior to bring about the behavior more
Group efficacy
the shared belief group members have about the ability of the group to achieve its goals and objectives
Social loafing
the tendency for people to put less effort into a simple task when working with others on that task; People deliberately exert less effort working in a group than working alone -> reduced performance Free rider effect (don't have to do work), sucker effect (don't trust others)
counterfactual thinking and satisfaction
the tendency to imagine alternative events or outcomes that might have occurred but did not; Satisfaction/happiness is not a function of what you have. It results from comparing what you have to some imagined alternative
sunk cost effect
the tendency to include the costs we have already incurred when making a decision about the future
Social learning theory
the theory that we learn social behavior by observing and imitating and by being rewarded or punished
average tendency
unable to give really high or really low ratings (aka central tendency error)
leniency bias
when managers give favorable ratings even though they have employees with notable room for improvement
