Term
| What is decision-making influenced by (2 Factors)? |
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Definition
| Environmental information generated by Perception and previous learning experiences |
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Term
|
Definition
| A process by which people organize and interpret their sensory impressions. Merely a reasonable approximation of reality. |
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Term
| What factors (3) influence perception? |
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Definition
| Perceiver (you), Target (person/thing you are evaluating), and situation |
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Term
| Perception doesn't just happen, its a process. Define the (4) stages. |
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Definition
| Attention, organization, storage, recall |
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Term
| Define Attribution theory |
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Definition
| Determine the causality of behavior (internal vs. external success). Basically, assigning blame and responsibility based on internal (person can control) and external (person can't control) factors |
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Term
| How is causality (think attribution theory) derived (3 factors). |
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Definition
| Consistency over time, consensus among others, distinctiveness across situations. |
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Term
| What is the bias associated with the attributions theory? |
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Definition
| People will tend to attribute internal factors to a situation/blame a person rather than external factors, unless the person of blame in question is you, then you attribute blame to external factors |
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Term
|
Definition
| Relatively permanent CHANGE in behavior, knowledge, and/or skills as a result of EXPERIENCE. |
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Term
| What methods does learning occur through? |
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Definition
| Classical conditioning and Operant Conditioning |
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Term
| Define Classical conditioning |
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Definition
| A type of behavioral conditioning in which a person responds to a stimulus that would not have ordinarily produced such response. The key is pairing the unconditioned and conditioned stimuli |
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Term
| Are budget cuts or company wide meetings considered conditional stimulus? |
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Definition
| Budget cuts are considered unconditional stimulus, while company wide meetings are considered conditional stimulus. |
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Term
| Define Operant conditioning |
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Definition
| A type of behavioral conditioning in which a desired behavior leads to a reward or punishment. |
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Term
| What are the 2 pairs of components associated with Classical conditioning? In what order. |
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Definition
Unconditioned Stimulus>Unconditioned Response
Conditioned Stimulus>Conditioned Response |
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Term
| What is the process of Operant Conditioning (3 steps, ABC's) |
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Definition
| Antecedent(behavioral stimulus)>Behavior>Consequence (reward or punishment) |
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Term
| What is one common managerial mistake due to use of operant conditioning? |
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Definition
| Not thinking through the entire chain of logic, not making clear the links between A-B and B-C |
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Term
| Define Rational decision making |
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Definition
| Calculated, systematic and optimal way of making decisions. How decisions "should" be made |
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Term
| List the 6 steps to rational decision making |
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Definition
| 1. Define problem 2. Identify decision criteria 3. Allocate weights to the criteria 4. Develop the alternatives 5. Evaluate the alternatives 6. Select the best alternatives (highest expected value) |
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Term
| What are the four assumptions to rational decision making? |
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Definition
| 1. Problem clarity 2. All relevant alternatives identifiable 3. Clear and consistent preferences 4. No resource constraints (time, money, cognition, i.e. thinking) |
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Term
| Define behavioral decision making |
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Definition
| How decisions are actually made. We are bounded rationally - limited in terms of acting rationally. |
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Term
| What are the three reasons are bounded from acting rationally when it comes to making decisions? |
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Definition
| 1. Limited information process 2. Satisfying rather than optimizing 3. Use of judgement heuristics and biases |
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Term
| Define risk and its two ways to evaluate it |
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Definition
| Uncertainty, the two ways are objective (given/known stable probabilities) vs. subjective (perceived probabilities based on what someone thinks) |
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Term
| What are two ways to reduce risk? |
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Definition
| Gather more information and seek outside opinions |
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Term
| What are 5 decision making approaches/personality tendencies of behavioral decision-making |
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Definition
| 1. Rational (systematic) 2. Intuitive (emotions) 3. Dependent (asking for others opinions) 4. Avoidant (avoiding decisions) 5. Spontaneous (quick decision-making) |
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Term
|
Definition
| Mental shortcut to think about something |
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Term
|
Definition
| Making an assumption about all of a person's characteristics based on one characteristic. |
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Term
|
Definition
| Comparing one person to a recent/salent second person |
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Term
| What are the two characteristics of decision-making associated with overconfidence? |
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Definition
| Inflated sense of self and memory recall errors |
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Term
|
Definition
| A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. |
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|
Term
|
Definition
| The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgements |
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Term
| According to sensitivity to frames, when are you likely to take more risk, from a gain or loss context? |
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Definition
| You are willing to gamble and take on more risk from a loss context |
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Term
| What is the Percentage vs. Absolute amount (one of the sensitivity to frames)bias? |
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Definition
| We tend to perceive percentages and their corresponding amounts differently |
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Term
| When are you likely to make a commitment, a commitment that is in the near future or far future? |
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Definition
| We tend to make a commitment in the far future since we assume that the commitment is too far away to care. |
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Term
| What is the randomness bias? |
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Definition
| This bias states that we perceive that we can predict the outcome of random events (i.e. by wearing a lucky t-shirt) |
|
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Term
|
Definition
| The bias that we tend to believe that we could have predicted/prevented a past event. |
|
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Term
| Define Availability heuristic (bias) |
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Definition
| The tendency for people to base their judgments on on information that is readily available to them |
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|
Term
| Define representative bias |
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Definition
| Tendency to assume commonality between an object/person and the group from which it/she/he belongs |
|
|
Term
| Define what misunderstanding conjunctive events means |
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Definition
| It means that people tend to mis-estimate probability that a chain of possible occurrences will actually occur (instead of using Bayes' conditional probabilities) |
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Term
| Define escalation of commitment |
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Definition
| Sticking with a failure project with hopes that it would fail any further - hoping to prevent ensnarement, disappointment, etc. |
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Term
| What are some determinants of escalation of commitment |
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Definition
| Felt responsibility, sunk costs (costs already invested into project), project completion efforts (i.e. 90% done), Consistency as prototypical leadership behavior |
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Term
| What are 3 managerial recommendations to avert escalation of commitment? |
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Definition
| "Pass" the decision to stop funding a failed project to someone other than originator, Leverage anticipated regret, Get second/third opinions |
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Term
| Define the four characteristics of intuition with regards to decision making |
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Definition
| It is unconscious, experience-based, affectively (emotionally) charged, and it is done on the spot (fast). This type of decision making can be dangerous at times |
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Term
|
Definition
| A group of individuals working interdependently in pursuit of common goals |
|
|
Term
| List some common beliefs about teams (negative) |
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Definition
| 1. Teamwork is a waste of time 2. People are lazy in teams 3. Team effectiveness is just common sense |
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|
Term
| What are the four dimensions of teams |
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Definition
| Authority differentiation, skill differentiation, temporal stability and virtualization |
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Term
| What is the general relationship between people that work together for longer and job performance? |
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Definition
| Teams that have been together for longer tend to perform better |
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Term
| Define inputs in team setting |
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Definition
| Antecedent factors that enable and/or constrain member interactions (organizational context, team context, member characteristics/size etc.) |
|
|
Term
| Define outcomes in team setting |
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Definition
| Result of team activity, evaluated through multiple criteria |
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|
Term
| Define mediators in a team setting |
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Definition
| Team processes - members' independent acts that convert inputs to outputs. Also, involves interaction between team members and environment. |
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Term
| Define emergent states in team setting |
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Definition
| Dynamic properties of a team. Also, involves shared cognitive, motivational and affective states |
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Term
| What is the model (3-step) of team effectiveness? |
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Definition
| INPUTS>MEDIATORS>OUTCOMES |
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Term
| True or False: Tasks are accomplished more effectively and efficiently in teams? |
|
Definition
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|
Term
| Define functional structure with regards to teams. Does it have high or low task interdependence? |
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Definition
| High task interdependence. 1. Roles are divided by function 2. Small scope of responsibility 3. Side effects: Efficiency but high coordination demands |
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Term
| Define divisional structure with regards to teams. Does it have high or low task interdependence? |
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Definition
| Low task interdependence. 1. Roles divided by non-function element 2. Wide scope of responsibility 3. Side effects: skill variety, but high learning demands |
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Term
| What are the two task phases of team task accomplishments |
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Definition
Action phase: time spend on tasks directly contribute to goal accomplishment
Transition phase: time spend on evaluation (reflection) and planning acitivities |
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Term
| What are the 5 typical stages of team development (in order) |
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Definition
| 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning |
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Term
| Define forming, one of the typical stages of team development |
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Definition
| Associated with team structure uncertainty |
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Term
| Define storming, one of the typical stages of team development |
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Definition
| Associated with conflict, usually over who holds authority/takes on leadership role |
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Term
| Define norming, one of the typical stages of team development |
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Definition
| Associated with group cohesiveness, when team comes together and and establishes values and performance standards |
|
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Term
| Define performing, one of the typical stages of team development |
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Definition
| Associated with task accomplishment and getting work done |
|
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Term
| Define Adjourning, one of the typical stages of team development |
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Definition
| Associated with temporary teams, when teams disassemble after the work is done |
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Term
| What is the punctuated equilibrium model with regards to teams? |
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Definition
| Its a team model that states that a transition associated with an increase in performance occurs between starting and due date of a project. Usually common for temporary groups with a deadline |
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Term
| What is decision criteria for Ethics in teams (3)? |
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Definition
| 1. Utility-common good, 2. Rights-protect individual rights 3. Justice-ensure fair distribution of rewards |
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|
Term
| What are some ways to encourage ethical decisions in organizations (5)? |
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Definition
| 1. Ethics in core values 2. Ethics officer 3. Ethics committee 4. Ethics hotline 5. ethics audit |
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Term
| What are some ways to increase decision-making effectiveness (7)? |
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Definition
| 1. awareness of heuristics and biases 2. focus on goals 3. evidence based decision making 4. be creative and think about alternatives 5. search for dis-confirming info 6. outside opinions 7. Feedback and reflection |
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Term
| What are some evidence based decision making ways to increase decision making effectiveness (3)? |
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Definition
| 1. Academic research 2. Statistics 3. Decision support systems |
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Term
| What are the two ways that team can be diverse |
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Definition
| Surface level vs Deep Level Characteristics |
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Term
| What are some ways to determine team performance (name 3 characteristics that are looked at). |
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Definition
| 1. Gen Mental Ability 2. Conscientiousness 3. Extraversion |
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Term
| With regards to teams, what are the reactions to teammates with low gma? what about low conscientiousness? |
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Definition
Low general mental ability = help person
low conscientiousness = ignore person |
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Term
| What are the 3 rewards systems in teams/groups? |
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Definition
| Cooperative, competitive, mixed |
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Term
| What are the disadvantages of Cooperative reward system in teams? |
|
Definition
| decreased individual motivation to perform |
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|
Term
| What are the disadvantages of Competitive reward system in teams? |
|
Definition
|
|
Term
| Define role in terms of teams |
|
Definition
| A set of expected behavior patterns attributed to someone occupying a given position in a social unit |
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Term
|
Definition
| A situation in which a person is confronted with divergent role expectations |
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Term
| Who proposed that roles changed or assigned based on environment/situation? |
|
Definition
| Philip Zimbardo (Stanford prison experiment) |
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Term
|
Definition
| An acceptable standard of behavior within a group that is shared by members |
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|
Term
|
Definition
| A socially defined position or rank given to groups or group members by others. May be formal or informal |
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Term
| What are some of the "special powers" that group members of high status have (3)? |
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Definition
| 1. Norm deviation 2. Conformity resistance 3. Implications for leadership and change management |
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|
Term
| List disadvantages of small teams (3) |
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Definition
| 1. Limited range of knowledge and expertise 2. Fewer number of personal experiences to draw from 3. Lack of diverse perspectives |
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|
Term
| List disadvantages of large teams (3) |
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Definition
| 1. Coordination difficulties 2. Diffusion of responsibility 3. Lower motivation of individual members ("Social loafing") |
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Term
| Define social loafing and what can managers do to reduce it (4)? |
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Definition
| Tendency for people to exert less effort when working collectively than when working as individuals. To reduce it, managers can 1. Emphasize group goals 2. Increase inter-group competition 3. Use peer evaluations 4. Reward individual contributions |
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|
Term
|
Definition
| A collective of interdependent teams that uniquely contribute to the achievement of the superordinate objectives of the entire system |
|
|
Term
| Define Point team vs. support team(s) |
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Definition
| Point team directly works on accomplishing the task. while support teams assist the point team through tasks that relate to completing the main task at hand |
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Term
| What are some limitation that a multiteam system eliminates that a large team doesn't (3)? |
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Definition
| 1. Coordination difficulties 2. diffusion of responsibility 3. social loafing |
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|
Term
| What are some leadership challenges that emerge with multiteam systems? (2) |
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Definition
| 1. Adaptability 2. Information Processing Demands |
|
|
Term
| Define cohesiveness with regards to teams? |
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Definition
| The extent to which members are close knit, motivated to stay together, and resistant to changes in membership |
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|
Term
| What are some variables that contribute to team cohesiveness (3)? |
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Definition
| 1. Interpersonal attraction to team members 2. Attraction to and identification with leader 3. commitment to mission |
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Term
| What are some (7) managerial ways to increase cohesiveness in teams? |
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Definition
| 1. Make teams smaller 2. encourage agreement with team goals 3. increase time team members spend together 4. Increase group status and barriers to entry 5. Stimulate inter-team competition 6. give team rewards 7. physically isolate team |
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|
Term
| Define team psychological safety |
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Definition
| Defined as the shared belief that the team is safe for interpersonal risk-taking (usually an implied belief that is learned over time) |
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Term
| What are the two positive effects of team psychological safety (social consequence) |
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Definition
| 1. Creativity and critical thinking norms 2. Learning (individual and team level) |
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Term
| What are some managerial approaches to increase team psychological safety (3)? |
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Definition
| 1. Leader inclusiveness 2. ethical leadership 3. establishing norms of openness and trust (especially if initiated by high status member) |
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|
Term
|
Definition
| A shared belief in the team's capability to perform a PARTICULAR tasks or reaching PARTICULAR goals |
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|
Term
|
Definition
| A shared belief in the team's capability to be successful in GENERAL |
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|
Term
| What are some (3) outcomes of Team confidence (team efficacy and team potency)? |
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Definition
| 1. Enhanced goal-setting 2. improved effort 3. improved resilience (adaptability) |
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|
Term
| Define shared mental model with regards to teams & its two dimensions |
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Definition
| organized understanding of knowledge that is shared by team members. Has two dimensions: similarity and accuracy |
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Term
| What are some managerial approaches to improve shared mental models among teams? (4) |
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Definition
| 1. planning 2. cross-training 3. reflection 4. maintain stable member composition (to the extent possible) |
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Term
| What are some outcomes of increasing shared mental model effectiveness (4)? |
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Definition
| 1. improved coordination 2. improved communication 3. higher efficacy 4. higher performance |
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|
Term
| What are the two elements of team planning? |
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Definition
| 1. Information Gathering: From members and external sources 2. Strategy development: Should specify initial course of action and contingency (alternative) plans |
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Term
| What are the three benefits of team planning |
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Definition
| 1. Leverages team informational diversity 2. Promotes motivation and commitment 3. More similarity in shared mental models |
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|
Term
| Define team conflict and its three stages |
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Definition
| The experience of incompatibility of goals or interests among members. INPUTS>BEHAVIOR>SENSEMAKING |
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|
Term
| What are the three components of team conflict? |
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Definition
| 1. Cognitive (recognizing conflict) 2. Behavioral (reaction to conflict) 3. Affective (how you feel about the conflict) |
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|
Term
| What are the two forms of team conflict? |
|
Definition
|
|
Term
| What are the three decision making methods for teams? |
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Definition
| 1. Consensus 2. Voting 3. Leader decides |
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Term
| What are the two assumptions of team decision making effectiveness? |
|
Definition
| 1. Truth wins 2. Group Synergy |
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Term
| When does truth win/lose in teams? |
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Definition
1. Truth usually wins if its held by a majority
2. Truth often wins when it is held by two people
3. Truth rarely wins if held by a single person
4. Truth never wins if its held by a certain person |
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|
Term
|
Definition
| A phenomenon in which the norm for consensus overrides critical analysis: deterioration of members' reality testing and judgment as a result of group pressures |
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Term
| What are 4 determinants (group characteristics) of groupthink |
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Definition
| 1. Large team size 2. Cohesiveness of team 3. lack of member diversity 4. leader partiality |
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Term
| What are some (4) determinants (situational characteristics) of groupthink |
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Definition
| 1. Stress 2. Over-optimism (illusion of invulnerability 3. Self-censorship (illusion of unanimity) 4. Pressure on dissenters (dissent=disloyalty) |
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Term
| What are five ways to minimize groupthink? |
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Definition
| 1. monitor group size 2. encourage leaders to be impartial 3. actively seek input from all members 4. appoint a devil's advocate 5. focus on the negative aspects of options |
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Term
| Define group polarization |
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Definition
| Defined as a shift towards the initial opinion of the group majority (amplified by group discussion) |
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Term
| What are some characteristics of influential dissenters (4)? |
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Definition
| 1. High power and status 2. Knowledgeable of relevant issue(s) 3. Advice seeker 4. Trustworthy (no conflict of interest) |
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Term
| What are 4 tactics that influential dissenters use? |
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Definition
| 1. Precise & Quantifiable solutions 2. model attitude change (persuade people that you have been in their situation) 3. Isolation and consolidation tactics 4. Last resort: Public and "on the record" |
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Term
| What are some (5) managerial ways to improve team decision-making? |
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Definition
| 1. Encourage dissenters 2. Emphasize that the team's decision will be evaluated 3. Employ a diverse set of representatives and experts (but not a lone dissenter) 5. Encourage group info ellaboration |
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Term
| Define the 5 steps of the Nominal group technique (to maximize brainstorming power of groups) |
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Definition
| 1. Have each person write ideas beforehand 2. Each idea is presented to group 3. Group discusses the ideas for clarity and evaluates them 4. Each person independently ranks ideas 5. Highest aggregate ranking wins |
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|
Term
| Define team relection and its 3 stages |
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Definition
| The process of increasing awareness of team experience and analyzing them with the objective of improving team performance. AWARENESS>ANALYSIS>IMPROVEMENT |
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|
Term
| What are the four outcomes of team reflection? |
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Definition
| 1. learning 2. improved similarity and accuracy of shared mental models 3. adaptability 4. performance |
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Term
| What are some (3) common applications (instances in the real world) of reflection (team). |
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Definition
| 1. Sports 2. Military 3. Work teams |
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Term
| Why is team reflection low in teams (4 reasons) |
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Definition
| 1. teams are busy 2. teams are accustomed to routine 3. teams are sometimes afraid of learning 4. teams are not taught formally how to relfect |
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|
Term
| What is the dual concerns model of conflict resolution? |
|
Definition
| Assertiveness vs. Cooperation. There are 5 possibilities when you mix different levels of the two. Competing, Collaborating, Compromising, Accommodating, Avoiding |
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|
Term
|
Definition
| A process of agreeing on an exchange rate for resources |
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|
Term
| Define distributive bargaining (its objective, 2 features and 3 tactics) |
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Definition
1. Divide up a fixed amount of resources
2. Features: low info sharing & short-term relationships
3. Tactics: Aggressive first offer, reveal a deadline, indicate low commitment to seeking a solution |
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Term
| Define integrative bargaining (its objective, 2 features, and 3 tactics) |
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Definition
1. Seek a settlement that can create a win-win situation
2. Features: high info sharing & long-term relationships
3. Tactics: begin by sharing info, be flexible and open to ideas, and put many issues on the table |
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Term
| State the 3 positive outcomes of the integrative tactic "putting many issues on the table" and the 1 not-so-obvious donwside |
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Definition
1. Facilitates logrolling (trading across issues). 2. Creates possibility for add-in deals 3. Helps build trust
4. Downside: Counterfactual thinking and after-the-fact dissatisfaction with outcome |
|
|
Term
| Differentiate target point vs. resistance point |
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Definition
Target point - idealistic outcome for you
Resistance points - points that define the settlement range |
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|
Term
| What are the 5 steps of the negotiation process? |
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Definition
| 1. Preparation and planing 2. Defining the ground rules 3. Clarification/justification 4. Bargaining and problem solving 5. Closure and implementation |
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|
Term
| Define a third party negotiator and the two types |
|
Definition
| A neutral third party utilized to help reach an agreement 1. Mediator: uses reasoning and persuasion to suggest a solution 2. Arbitrator: has authority to finalize agreement |
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|
Term
| Define social motivation and its 2 determinants |
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Definition
| One's preference for a distribution of outcomes between oneself and the other party. Determinants are individual differences and situational characteristics |
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|
Term
| Define Prosocial motivation and its 3 indicators and 3 outcomes |
|
Definition
Indicators: 1. high agreeableness 2. anticipated future interaction 3. largely overlapping social identity with other party
Outcomes: 1. More perspective taking 2. more open exchange of info 3. more integrative outcomes |
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|
Term
| Define Egoistical motivation and its 3 indicators and 3 outcomes |
|
Definition
Indicators: 1. low agreeableness 2. no anticipated future interaction 3. little or no overlapping social identity with other party
Outcomes: 1. less trust in other party 2. More info withholding 3. More likely to use threats, bluffs, and coercion |
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|
Term
| Displaying anger and positive emotions in a negotiation. Which is better for which type of negotiation bargaining? |
|
Definition
| 1. Anger=distributive 2. positive emotions=integrative |
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