MGMT 3720: TEST 2 REVIEW
57 Cards in this Set
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perception
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a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
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factors that influence perception
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factors in the perceiver
factors in the situation
factors in the target
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Factors in the perceiver
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Attitudes
Motives
Interests
Experience
Expectations
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Factors in the situation
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Time
Work Setting
Social Setting
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Factors in the target
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Novelty
Motion
Sounds
Size
Background
Proximity
Similarity
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attribution theory
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suggests that when we observe an individual's behavior, we attempt to determine weather it was internally or externally caused
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the three determinants of attribution
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distinctiveness
consensus
consistency
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distinctiveness
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individuals displays different behaviors in different situations
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self-serving bias
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individuals attribute their own successes to internal factors
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consensus
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if everyone responds to an event the same way
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consistency
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individual responds in the time every time
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fundamental attribution error
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we have the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors
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fundamental attribution error
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any characteristic that makes a person, object, or event stand out will increase the probability it will be perceived
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halo effect
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occurs when we draw a general impression on the basis of a single characteristic
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contrast effect
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we don't evaluate a person in isolation
our reaction to one person is influenced by other persons we have recently encountered
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stereotyping
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judging someone on the basis of our perception of the group to which he or she belongs
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6 Steps in Rational Decision-Making Model
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1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluate the alternatives
6. Select the best alternative
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bounded rationality
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most people respond to a complex problem by reducing the problem to a level at which it can be readily understood
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intuition
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occurs outside the conscious thought; it relies on holistic associations, or links between disparate pieces of information; it's fast; and it's affectively charged, meaning it usually engages the emotions
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eight bias/errors
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overconfidence bias
anchoring bias
confirmation bias
availability bias
escalation of commitment
randomness error
risk aversion
hindsight bias
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overconfidence bias
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individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability
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anchoring bias
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individuals whose intellectual and interpersonal abilities are weakest are most likely to overestimate their performance and ability
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confirmation bias
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seek out information that reaffirms past choices, and discount information that contradicts past judgments
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availability bias
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seek out information that reaffirms past choices, and discount information that contradicts past judgments
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escalation of commitment
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staying with a decision even when there is clear evidence that it's wrong
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randomness error
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decision-making becomes impaired when we try to create meaning out of random events
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risk aversion
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sticking with the established way of doing their job, rather than taking a chance on innovative or creative methods
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How individual differences affect decision making
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performance evaluation
reward systems
formal regulations
system imposed time constraints
historical precedents
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Threecomponent model of creativity
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expertise
creative thinking skills
intrinsic task motivation
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Three key elements of motivation
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(1) Intensity - how hard a person tries
(2) Direction - orientation that benefits the organization
(3) Persistence - how long a person maintains effort
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four early theories of motivation
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Maslow's
Theory X and Theory Y
Herzberg's
McLelland's theory of needs
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Maslow's Hierarchy of Needs
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within every human being there exists a hierarchy of five needs:
-Physiological-hunger, thirst, shelter
-Safety-protection from physical/emotional harm
-Social-affection, belongingness
-Esteem-self-respect, autonomy, and achievement; status, recognition, and attention
-Self-actualiza…
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Theory X
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Theory X assumptions are basically negative. -Employees inherently dislike work and, whenever possible, will attempt to avoid it.
-they must be coerced, controlled, or threatened with punishment.
-Employees will avoid responsibilities and seek formal direction whenever possible. Most w…
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Theory Y
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Theory Y assumptions are basically positive. -Employees can view work as being as natural as rest or play.
-People will exercise self-direction and self-control if they are committed to the objectives.
-higher-order needs dominate individuals
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Herzberg
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-The procedure is limited by its methodology.
-The reliability of methodology is questioned.
-No overall measure of satisfaction was utilized.
-Herzberg assumed a relationship between satisfaction and productivity, but the research methodology he used looked only at satisfaction, not a…
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McClelland’s Theory of Needs
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The theory focuses on three needs: achievement, power, and affiliation
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Need for achievement need
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The drive to excel, to achieve in relation to a set of standards, to strive to succeed.
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Need for power
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The need to make others behave in a way that they would not have behaved otherwise
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six contemporary theories of motivation
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self-determination
goal-setting
self-efficacy
reinforcement
equity
expectancy
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six contemporary theories of motivation
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proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation
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goal-setting theory
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proposed that intentions to work toward a goal are a major source of work motivation. Goals tell an employee what needs to be done and how much effort is needed
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self-efficacy theory
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Enactive mastery that is gaining relevant experience with the task or job.
Vicarious modeling, or becoming more confident because you see someone else doing the task.
Verbal persuasion when a person is more confident because someone convinces you that you have the skills.
Arousal that …
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reinforcement theory
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ignores the inner state of the individual and concentrates solely on what happens when he or she takes some action
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expectancy theory
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argues that a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and the attractiveness of that outcome to the individual
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job characteristics model
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a model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback
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skill variety
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the degree to which a job requires a variety of different activities
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task identity
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the degree to which a job requires completion of a whole and identifiable piece of work
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task significance
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the degree to which a job has a substantial impact on the lives or work of other people
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autonomy
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degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
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feedback
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the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance
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MotivatingPotential score
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the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his or her performance
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...
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combining tasks that puts tasks together to form a new and larger module of work
forming natural work units that makes tasks create an identifiable and meaningful whole
Establishing client relationships increases the direct relationships between workers and their clients
Expanding jobs…
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Alternativework arrangements that might motivate employees
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JobSharing
Telecommuting
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JobSharing
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allows two or more individuals to split a traditional 40-hour-a-week job
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Telecommuting
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lEmployees who do their work at home at least two days a week on a computer that is linked to their office
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Telecommuting Advantages
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Larger labor pool
Higher productivity
Less turnover
Improved morale
Reduced office-space costs
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Telecommuting Disadvantages
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For the Employe:
less direct supervision of employees
Difficult to coordinate teamwork
Difficult to evaluate non-quantitative performanc
Employee
May not be noticed for his or her efforts
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MGMT 3720: EXAM 4