304 Cheat Sheet

Chapter 2: Values and Attitudes & Ethics
- Schwartz’s Value Theory: 2 dimensions: own interest’s vs general welfare, independence vs

conformity
- Personal values represent global beliefs, attitudes affect behavior via intentions:
- Attitudes: our feelings or opinions about people, places, and objects, and range from positive to
negative.
- Cognitive Dissonance: commonly held opposing ideas, values, or attitudes/ Reduce it by：
o Change your attitude or behavior or both.
o Belittle the importance of the inconsistent behavior.
o Find consonant elements that outweigh dissonant ones.
- Azjen’s Theory of Planned Behavior: Three key general motives that lead to intention then behavior:
- Attitude toward the behavior, Subjective norm, Perceived behavioral control.
- According to the Ajzen model, someone’s intention to engage in a given behavior is a strong
predictor of that behavior.
Chapter 5: Motivation
- Extrinsic (external rewards like money) & Intrinsic(internal, emotional rewards)
- Content Theories: Identify what motivates
- McGrergor’s Theory: employees perform better under the assumption that they are inherently
motivated without using carrots and sticks.
- Maslow’s hierarchy of needs: physiological, safety, love, esteem, self actualization
- McClelland’s Acquired needs theory: need for achievement, affiliation, power. Often 1 need
dominates other two
- Self-determination theory: need for competence, autonomy, relatedness
- Herzberg’s motivator-hygiene theory: satisfaction comes from motivating factors while
dissatisfaction comes from hygiene factors. Hygiene: supervision, salary, working conditions,
company policy, etc. Motivator: achievement, recognition, responsibility.
- Process Theories: process by which internal & situational factors influence motivation.
- Equity Theory: model of motivation for fairness and justice in give and take
- Expectancy Theory: people are motivated to behave in ways that produced desired combinations of
expected outcomes
- Goal setting theory and goal specificity: ex: increasing your score by 10% instead of getting just a
better grade
- Top down vs bottom up company design (employee is told what to do vs employee can redesign own
jobs to boost motivation)
- Job Characteristics model
-
Chapter 6: Performance Management
- 4 steps: defining performance, monitoring&evaluate, reviewing, providing consequences
- 3 uses: employee related decisions, guide development, signal desired behavior
- Performance vs learning goals
- Goal setting: Set SMART Goals, Promote
- Perceptual errors that hamper performance evalutations of meeting a goal: Halo effect, Leniency,
Central tendency, Recency effect, contrast effect
- Skinner’s Operant Theory: contingent consequences control behavior through: positive/negative
reinforcement(increase desired behaviors), punishment, extinction(decrease undesired)
- Reinforcement schedules (ex: every time(freq can be varied) you work, you get paid. Work = pay):
fixed/variable ratio, Fixed/variable interval
Chapter 11: Perception & Decision Making

- Bounded rationality: we make rational decisions but within informational and mental capacity limits
- System 1 vs System 2 thinking
- Rational model of decision making (Identify problem, generate other solutions, select solution,
implement & evaluate)
- Opportunity(results that exceed goals are possible) & Optimizing(finding best possible solution based
on conditions)
- Nonrational models: Simon’s Normative model: “satisfactory is good enough”, Intuition model: “it
just feels right”
- Explicit vs Tacit knowledge(experiential information difficult to describe)
- Judgemental jeuristics/biases: Confirmation Bias, Overconfidence Bias, Availability Bias,
Representativness Bias, Anchoring Bias, Hindsight Bias, Framing Bias, Cost sunk effect
- Planning fallacy, endowment effect(more value to things you own), ikea effect(value self made
products)
Chapter 12: Power, Politics & Influence
- Power: Legitimate(formal authority), Reward(obtaining compliance by presenting rewards),
Coercive(threatens punishment), Expert(valued knowledge), Referent(personal characteristics &
social relationships get people to comply)
- Influence tactics: rational persuasion, inspirational appeals, consultation, ingratiation, personal
appeals, exchange, coalition, pressure, legitimating tactics
- Cialdini’s principles of persuasion: Liking, reciprocity, social proof, consistency, authority, scarcity
- 3 levels of political action: individual, coaltion, network
Chapter 3: Personality and Emotions
Chapter 10: Managing Conflict and Negotiations
- Communication = Sender, receiver, inference of meaning
- Media Richness measures capacity of communication medium to convey information: speed of
feedback, channel, type, language source
- Causes of conflict: incompatible values or personalities, overlapping job boundaries, competition for
resources, unreasonable or unclear policies, organizational complexity, interdependent tasks
- Conflict handling: integrating style, obliging style, dominating style, avoiding style, compromising
style
- Bargaining Zone Model

304 Cheat Sheet

Uploaded by

Copyright:

Available Formats

304 Cheat Sheet

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

304 Cheat Sheet

Uploaded by

Copyright:

Available Formats

Chapter 2: Values and Attitudes & Ethics

- Schwartz’s Value Theory: 2 dimensions: own interest’s vs general welfare, independence vs

Chapter 11: Perception & Decision Making

- Bargaining Zone Model

You might also like