MHR 3200 Exam 3 Study Guide K F Chapters 4 5 Social Perception and Individual Differences Social Information Processing Model Environmental Stimuli Information Selective Attention Awareness Interpretation Categorization Encoding and Simplification Memory different types Storage and Retention Judgments and Decisions Retrieval and Response Perception a cognitive process that enables us to interpret and understand Attention the process of becoming consciously aware of something or our surroundings someone Cognitive categories a number of objects that are considered equivalent Schema represents a person s mental picture or summary of a particular event or type of stimulus Stereotype an individual s set of beliefs about the characteristics or attributes of a group Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness Kelley s Model of Attribution An attribution is made as to whether action s and or behavior s resulted from internal factors e g ability amount of work or external factors e g task difficulty This attribution is based on the consensus distinctiveness and consistency of the observed behavior Can be made for good or Involves three dimensions poor performance outcomes 1 Consensus involves a comparison of an individual s behavior with that of his her peers 2 Distinctiveness determined by comparing a person s behavior on one task with his her behavior or other tasks 3 Consistency determined by judging if the individual s performance on a given task is consistent over time Attributional Tendencies Fundamental attribution bias reflects one s tendency to attribute another person s behavior to his her personal characteristics as opposed to situational factors Self serving bias represents one s tendency to take more personal responsibility for success than for failure Diversity The individual differences that make people different from and similar to each other Can tend to focus on differences Easy to find segregation of group within organizations Inclusion The extent to which the vast diversity of organizational members is brought together in a meaningful way to increase success individual group and organizational Recognizes diversity of organizational members Primary focus is on bringing these differences together Discrimination occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job Affirmative action an artificial intervention aimed at giving management a chance to correct an imbalance an injustice a mistake or outright discrimination that occurred in the past Managing diversity enables people to perform up to their maximum potential Glass Ceiling used to represent an absolute barrier or solid roadblock that prevented women from advancing to higher level positions Core Self Evaluation Self efficacy A person s belief about his her chances of successfully accomplishing a specific task Self esteem A person s belief about his her own self worth Emotional stability One of the Big 5 personality traits a person s tendency to be relaxed secure not worry not experience negative emotions under pressure etc Locus of control Extent to which someone believes outcomes in their life are influenced largely by external events external locus of control vs their own behaviors and actions internal locus of control The Big 5 Personality Dimensions Model Extraversion Outgoing talkative sociable assertive Agreeableness Trusting good natured cooperative Conscientiousness Dependable responsible persistent achievement softhearted oriented Emotional Stability Relaxed secure unworried Openness to Experience Intellectual imaginative curious Broad minded Intelligence represents an individual s capacity for constructive thinking reasoning and problem solving Types of Intelligence Linguistic Learn and use written and spoken languages Logical Mathematical Deductive reasoning problem solving etc Musical Appreciate compose and perform music Bodily Kinesthetic Have good mind body coordination movement Naturalist Live in harmony with one s environment Spatial Recognize and effectively use patterns Interpersonal Effectively connect with and work with others Intrapersonal Understand and regulate one s own self Personality defined as the combination of stable physical and mental characteristics that give the individual his her identity Proactive Personality someone who is relatively unconstrained by situational forces by situational forces and who effects environmental change Self Esteem a belief about one s own self worth based on an overall self evaluation Self Efficacy a person s belief about his or her chances of successfully accomplishing a specific task Learned helplessness the severely debilitating belief that one has no control over one s environment Locus of Control Internal locus of control people who believe they control the events and consequences that affect their lives are said to possess an internal locus of control External locus of control those who believe their performance is the product of circumstances beyond their immediate control Emotional Stability individuals that are relaxed secure unworried and less likely to experience negative emotions under pressure Attitude a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object Affective component the feelings or emotions one has about a given object or Cognitive component reflects the evaluation or belief one has about an Behavioral component refers to how one intends or expects to act toward situation object or situation someone or something Emotional Intelligence the ability to manage oneself and one s relationships in mature and constructive ways Emotional contagion when someone s mood affects your own mood The Social Styles Model Is a meaningful and simple model of interpersonal effectiveness Is relevant for all levels in an organization and all kinds of organizations Can help identify ways to improve relationships e g in teams within your classes Provides a nice framework for effective development discussions The Myers Briggs Type Indicator Describes rather than prescribes Describes preferences not skills or abilities Says that all preferences are equally important Is well documented and researched with hundreds of scientific studies conducted over a 50 year period Has a user s organization devoted to its continued research and
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