COB 202 Final Exam Latest Update Already Passed

COB 202 Final Exam Latest Update Already Passed Conflict a process in which one party perceives that its interests are being opposed or negatively affected by another party Task Conflict a type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view Relationship conflict a type of conflict in which people focus on characteristics of other individuals, rather than on the issues, as the source of conflict Positive consequences of conflict better decision making, more responsive to changing environment, stronger team cohesion Negative consequences of conflict lower performance, higher stress, less information sharing and coordination, increased organizational politics, wasted resources, weakened team cohesion Win-win orientation the belief that conflicting parties will find a mutually beneficial solution to their disagreement (problem-solving) Win-lose orientation the belief that conflicting parties are drawing from a fixed pie, so the more one party receives the less the other party will receive (forcing) Yielding giving in completely to the other side's wishes Avoiding tries to smooth over or evade conflict situations altogether Superordinate goals goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties Third-party conflict resolution any attempt by a relatively neutral person to help conflicting parties resolve their differences Reduces interdependence create buffers, use integrators, combine jobs Negotiation the process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence BATNA (best alternative to a negotiated settlement) the best outcome you might achieve through some other course of action if you abandon the current negotiation Situational influences on Negotiations location, physical setting, audience characteristics Self-Concept an individuals self-beliefs and self-evaluation self-enhancement a person's inherent motivation to have a positive self-concept Self-verification a person's inherent motivation to confirm and maintain their existing self-concept Self-efficacy a person's belief that they have the ability, motivation, correct role perceptions and favorable situation to complete a task successfully Locus of control a persons general belief about the amount of control they have over personal life events Social Identity Theory a theory stating that people define themselves buy the groups to which they belong of have an emotional attachment Perception the process of receiving information about and making sense of the world Selective Attention process of attending to some information perceived by our sense and ignoring other information Confirmation Bias the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information Categorial thinking organizing people and objects into preconceived categories that are stored in our long-term memory Mental Models knowledge structures that we develop to describe, explain and predict the world around us Stereotyping the process of assigning traits to people based on their membership in a social category Attribution Process the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors Self-serving bias the tendency to attribute our favorable outcomes to internal factors and our failures to external factors Fundamental Attribution Error tendency to see the person rather than the situation as the main cause of that person behavior Self-Fulfilling Prophecy the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations Positive Organizational Behavior a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions instead of focusing on what is wrong with them Halo Effect perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person Fasle-consensus perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own Primacy Effect a perceptual error in which we quickly form an opinion of people based on the first information we receive about them Recency Effect a perceptual error in which the most recent information dominates our perception of others Contact Hypothesis a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be towards that person Empathy a persons understanding of and sensitivity to the feelings thoughts and situations of others Organizational Culture the values and assumptions shared within an organization Artifacts the observable symbols and signs of an organizations culture Rituals the programmed routines of daily organizational life that dramatize the organizations culture Ceremonies planned displays of organizational culture, conducted specifically for the benefit of an audience Adaptive Culture an organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes Bicultural Audit a process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur attraction-selection-attrition theory a theory that states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organizations character, resulting in a more homogenous organization and a stronger culture organizational socialization the process by which individuals learn the values, expected behaviors and social knowledge necessary to assume their roles in the organization Process Losses resources expended toward team development and maintenance rather than the task Brooke's Law the principle that adding more people to a late software project only makes it later Social Loafing the problem that occurs when people exert less effort when working in teams than when working alone Task interdepence the extent to which team members must share materials, information, or expertise in order to perform their jobs Role a set of behaviors that people are expected to perform because they hold certain positions in a team and organization Team Building a process that consists of formal activities intended to improve the development and functioning of a work team norms informal rules and shared expectations that groups establish to regulate the behavior of their members Team Cohesion the degree of attraction people feel toward the team and their motivation to remain members Production Blocking a time constraint in team decision making due to the procedural requirements that only one person may speak at a time Evaluation Apprehension decision making problem that occurs when individuals are reluctant to mention ideas that seem silly because they believe that other team members are silently evaluating them Team Efficacy the collective belief among team members in teams capability to successfully complete a task Brainwriting a variation of brainstorming whereby participants write instead of speak and share their ideas Nominal Group Technique variation of brainwriting consisting of 3 stages. silently and independently document ideas, collectively describe ideas without critique, silently evaluate ideas Motivation the forces within a person that affect their direction, intensity, and persistence of voluntary behavior Ability the natural aptitudes and learned capabilities required to successfully complete a task Role Perceptions the degree to which a person understands the job duties assigned to or expected of them Five Factor Model the five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extraversion Conscientiousness organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious Neuorticism anxious, insecure, self-conscious, depressed, tempermental Extraversion outgoing, talkative, sociable, assertive Myer-Briggs Type Indicator an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information Moral Intensity the degree to which an issue demands the application of ethical principles Moral Sensitivity a person's ability to recognize the presence of an ethical issue and determine its relative importance Mindfullness a persons receptive and impartial attention to and awareness of the present situation as well as to ones own thoughts and emotions in that moment Individualism a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness Collectivism a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony Power Distance a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society Emotions physiological behavioral and psychological episodes experienced toward an object, event, person or thing Attitudes the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object or event Cognitive Dissonance an emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another Emotional Labor effort, planning and control needed to express organizationally desired emotions during interpersonal transactions Emotional Dissonance the psychological tension experienced when the emotions people are required to display are quite different from the emotions they actually experience at the moment Emotional Intelligence a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion and regulate emotion in oneself and others Employee engagment individuals emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals Four-Drive Theory a motivation based theory on the innate drives to acquire, bind, learn, and defend that incorporates both emotions and rationality Expectancy Theory work effort is directed towards behaviors that people believe will lead to desired outcomes E to P probability that a specific effort level will result in a specific performance level P to O probability that a specific performance level will result in specific outcomes Valence anticipated satisfaction from the outcome Social Cognitive Theory a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior Self-Reinforcement reinforcement occurs when an employee has control over a reinforcer but doesn't take it until completing a self-set goal Goal Setting process of motivating employees and clarifying role perceptions by establishing performance objectives Strengths Based Coaching a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employees strengths rather than focus on their weaknesses Decision Making process of making choices among alternatives with the intention of moving toward some desired state of affairs Rational Choice Paradigm the view in decision making that people should use logic and all available information to choose the alternative with the highest value Subjective Expected Utility the probability of satisfaction resulting from choosing a specific alternative in a decision