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72 Cards in this Set
- Front
- Back
Seven Foundation Competencies
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1. self
2. communication 3. diversity 4. ethics 5. across cultures 6. teams 7. change |
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KSA
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Knowledge, Skills, Abilities
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primary categories of diversity
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genetic characteristics that affect a persons self image and socialization, appear unlearned and are difficult to modify.
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secondary categories of diversity
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learned characteristics that a person acquires and modifies throughout life
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Contingency perspective
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the use of different approaches and/or behaviors to fit different situations
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interactionist perspective
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personality alone accounts for only a small amount of the variance in behavior between people. both the person and the situation act as significant causes of behavior in organizations.
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personality determinants-heredity
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heredity accounts for about 50% of the variance in behavior.
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personality determinants-environment
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culture, family, group membership, life experiences
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Culturally based work related values-individualism vs. collectivism
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tendency to focus on self and family vs. tendency to emphasize loyalty to group memberships
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culturally based work related values-power distance
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extent to which people accept status and power inequalities as normal and appropriate
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culturally based work related values-uncertainty avoidance
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extent to which people use procedures to avoid ambiguity, unpredictability, and risk
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culturally based work related values-gender role orientation
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extent to which society reinforces traditional notions of masculinity/femininity
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culturally based work related values-time orientation
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emphasis on long term vs. short term
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the "big five" personality factors
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adjustment, sociability, conscientiousness, agreeableness, intellectual openness
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four attributes of emotional intelligence
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self-awareness, social empathy, self-motivation, social skills
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three components of attitude
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affective: feelings
cognitive: beliefs behavioral: predispositions to act |
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perceptual process
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1. environmental stimuli
2. observation 3. perceptual selection 4. perceptual organization 5. interpretation 6. response |
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Pollyanna principle
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the notion that pleasant stimuli are processed more efficiently and accurately then unpleasant stimuli
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common perceptual errors
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accuracy, perceptual defense, stereotyping, halo effect, projection
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impression management
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attempt by an individual to manipulate the impressions others form about them.
1. self-promotion 2. ingratiation 3. intimidation 4. supplication 5. exemplification |
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the attribution process (def.)
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the ways in which people come to understand the causes of their own and others' behaviors
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theory of causal attributions
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a persons behavior can be attributed to internal or external causes based on the consistency, distinctiveness, and consensus of their behavior
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fundamental attribution error
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overestimating the personal causes for other's behavior while underestimating the situational causes
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self-serving attribution error
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attributing personal success to internal factors and personal failures to external factors
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contingency of reinforcement
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the relationship between a behavior and the preceding and following environmental events that influence that behavior
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basic components of contingency of reinforcement
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antecedent, behavior, consequence
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reward
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an event that a person finds desirable or pleasing
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reinforcement
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a consequence that increases the frequency of the behavior it follows
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primary reinforcers
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based upon the satisfaction of physiological needs
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secondary reinforcers
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learned reinforcers
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negative reinforcement
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an unpleasant event is occurring which can be removed by emitting the desired behavior
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continuous reinforcement
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every behavior is reinforced
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four types of intermittent reinforcement
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1. fixed interval-based on a fixed time interval
2. fixed ratio-based on a fixed number of responses 3. variable interval-based on a variable time interval 4. variable ratio-based on a variable number of responses |
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5 dimensions of social learning theory
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1.symbolizing
2.forethought 3.vicarious learning 4.self-control 5.self-efficacy |
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Maslow's need hierarchy
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from basest to least tangible:
physiological, security, affiliation, esteem, self-actualization |
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five core job characteristics
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1. skill variety
2.task identity 3.task significance 4.autonomy 5.job feedback |
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SMART goals
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Specific, Measurable, Agreed upon, Realistic, Time bound
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fight-or-flight response
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the natural biochemical and bodily changes that result from exposure to a stressor
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Type A personality vs. type B personality-stress
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Type A is more susceptible to stress
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media richness
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a medium's capacity for carrying multiple cues and providing rapid feedback
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high-context culture
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characterized by establishment of social trust before engaging in work related discussions with a high value placed on personal relationships and goodwill
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low-context culture
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characterized by directly and immediately addressing tasks or issues at hand with a high value on personal expertise and performance. emphasis on clear, precise, and speedy interactions.
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PERCEIVE framework for nonverbal cues
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Proximity, Expressions, Relative orientation, Contact, Eyes, Individual gestures, Voice, Existence of adpators
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chromatics
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communication through the use of color
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chronemics
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reflects the use of time in culture
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Leader
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a person who reflects the key attributes of leadership-ideas, vision, values, influencing others, and making tough decisions
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manager
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a person who directs, controls, and plans the work of others and is responsible for results
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reward power
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results from the ability to give people something that they want or value
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coercive power
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results from the ability to punish people if they do not do as they are told
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legitimate power
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results from an individual's job description and/or position in the organizational hierarchy
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expert power
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results from recognized competencies, talents, or specialized knowledge
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referent power
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results from being respected, admired, or liked
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zone of indifference
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refers to the range of subordinate behavior that is seen as acceptable or appropriate for the superior to influence
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political behavior
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attempts by individuals to influence the behavior of others and the course of events in an organization
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organizational politics
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actions by individuals, teams, or departments ton acquire, develop, and use power and other resources in order to obtain preferred outcomes when uncertainty or disagreement about choice exists
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behavioral model of leadership
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interaction of relationship oriented behavior and task oriented behavior
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situational leadership model
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1.telling style
2.selling style 3.participating style 4.delegating style |
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Vroom-Jago Time-Driven leadership Model
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1. decide style
2. consult individually style 3. consult team style 4. facilitate style 5. delegate style |
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transactional leadership
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involves motivating and directing followers primarily through appealing to their own self-interest. leader's power comes from their formal authority
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authentic leadership
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stimulates follower identification, creates hope, reflects trust, shows positive emotions, raises optimism
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transformational leadership
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shows individualized consideration, creates intellectual stimulation, provides inspirational motivation, fosters idealized structure
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GLOBE
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Global Leadership and Organizational Behavior
-US is in Anglo cluster |
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5 stages of team development
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1.forming
2.storming 3.norming 4.performing 5.adjourning |
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team group size
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12 members is upper limit for face-to-face team.
ideal number is 5-9 members |
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groupthink
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agree-at-any-cost mentality
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Levels of conflict in an organization
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intrapersonal
interpersonal intragroup intergroup |
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types of intrapersonal conflict
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approach-approach
avoidance-avoidance approach-avoidance |
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types of interpersonal conflict
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intrasender
intersender interrole person-role role ambiguity |
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types of intergroup conflict
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vertical conflict
horizontal conflict |
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styles of handling interpersonal conflict
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avoidance
forcing accommodating collaborating compromising |
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stages of negotiation
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1.assessing the situation
2.establishing the process 3.negotiating the agreement 4.implementing the agreement |
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types of negotiation strategies
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distributive-win/lose
integrative-win/win |