MANAGEMENT 311 TEST, FUCK CHAPTER 2, THE FOUR LAYERS OF DIVERSITY FUCK, YOU DONT EVEN HAVE TO KNOW

THIS CHAPTER WTF

WELL AT THE VERY CORE OF THE LAYER, YOU HAVE PERSONALITY BASICALLY NO ONE CAN HAVE THE EXACT SAME PERSONALITY THEN YOU HAVE INTERNAL DIMENSION, BASICALLY SHIT YOU CANT CHANGE LIKE AGE, RACE, GENDER, ETHNICITY, BLAH BLAH BLAH THEN YOU GOT EXTERNAL DIMENSIONS WHICH ARE STUFF THAT CONTAIN AND ELEMENT OF CHOICE SO THEY CAN BE CHANGED LIKE MARITAL STATUS, GEOGRAPHIC LOCATION, INCOME, PERSONAL HABITS, RELIGION, WORK EXPERIENCE, APPEARANCE, YA YA YA THEN FINALLY THERES ORGANIZATIONAL DIMENSIONS WHERE YOU GOT SHIT LIKE FUNCTIONAL LEVEL/CLASSIFICATION, WORK CONTENT/FIELD, SENIORITY, WORK LOCATION, UNION AFFILIATION, MGMT. STATUS AFFIRMATIVE ACTION IS THE SHIT THAT FOCUSES ON ACHIEIVING EQUALITY OF OPPORTUNITY IN AN ORGANIZATION ITS GOAL IS TO PREVENT DISCRIMINATION THAT OCCURS WHEN EMPLOYMENT DECISIONS ARE BASED ON FACTORS THAT ARE NOT JOB RELATED LIKE THATS FUCKED UP, WTF? o 63% SAID AA IS FUCKING AWESOME FOR SOCIETY o 20% SAID AA DOESNT DO SHIT FOR SOCIETY o 17% DIDNT GIVE A SHIT o IN ANOTHER QUESTION 42% SAID AA IS STILL NEEDED TO HAVE DIVERSITY IN THE AMERICAN WORKPLACE 42% SAID WE DONT NEED THAT SHIT ANYMORE 17% PEOPLE SAID THEY BENEFITED FROM AA IN THEIR CAREER (LOL YEA OK) AND THESE PEOPLE TENDED TO BE NON-WHITE, LOW-LIFES WITH NO POST HIGH SCHOOL EDUCATION IF YOU MANAGE DIVERSITY, IT ENABLES ALL PEOPLE TO PERFORM UP TO THEIR MAXIMUM POTENTIAL (OH REALLY?) o IT IS MORE PROACTIVE THAN AFFIRMATIVE ACTION AND EMPLOYEE DIFFERENCES ARE VIEWED AS A VALUABLE RESOURCE AND A CONTRIBUTING FACTOR TO ORGANIZATIONAL SUCCESS. HOW? EFFECTIVE MANAGEMENT OF DIVERSITY CAN REDUCE THE CHANCE OF DISCRIMINATION LAWSUITS AND LEAD TO LOWER TURNOVER AND ABSENTEEISM COSTS FOR WOMEN AND PEOPLE OF COLOR, AS WELL AS IMPROVED EMPLOYEE ATTITUDES. ORGANIZATIONS WHICH EFFECTIVELY MANAGE DIVERSITY ARE MORE LIKELY TO ATTRACT QUALIFIED WOMEN AND MINORITIES. THIS IS

PARTICULARLY IMPORTANT GIVEN THE CHANGING WORKFORCE DEMOGRAPHICS WORKFORCE DIVERSITY IS THE MIRROR IMAGE OF CONSUMER DIVERSITY. INEFFECTIVE DIVERSITY MANAGEMENT MAY MEAN ALIENATING DIVERSE CONSUMERS WHO POSSESS CONSIDERABLE BUYING POWER. EVIDENCE INDICATES THAT A DIVERSE TOP MANAGEMENT TEAM CAN CONTRIBUTE TO CORPORATE PROFITS.

GLASS CEILING IS AN INVISIBLE BARRIER THAT BLOCKS WOMEN AND MINORITIES FROM TOP MANAGEMENT POSITION o AS OF 2008, ONLY 12 WOMEN CEOS IN FORTUNE 500, AND 24 IN FORTUNE 1000 (LOL) o AS OF 2004, WOMEN RECEIVE ONLY 76% OF MENS EARNINGS (LOL) o WOMEN HAVE TO MINIMIZE CLASS CEILING BY: CONSISTENTLY EXCEEDING PERFORMANCE EXPECTATIONS DEVELOPING A STYLE WITH WHICH MALE MANAGERS ARE COMFORTABLE, SEEKING OUT DIFFICULT OR CHALLENGING ASSIGNMENTS HAVING INFLUENTIAL MENTORS EQUAL EMPLOYMENT OPPORTUNITY COMMISSION o SEXUAL BEHAVIOR IS A CONDITION FOR EMPLOYMENT o SUBMISSION OR REJECTION OF SEXUAL ADVANCES USED AS BASIS FOR EMPLOYMENT DECISIONS (LIKE PROMOTIONS) o CONDNUCT CREATES HOSTILE OR OFFENSIVE WORK ENVIRONMENT TITLE VII (CIVIL RIGHTS ACT) o EMPLOYERS ARE RESPONSIBLE FOR THEIR SUPERVISORS AND AGENTS AND ACTIONS OF OTHER EMPLOYEES IF THE EMPLOYER KNOWS OR SHOULD HAVE KNOWN ABOUT THE HARASSMENT SEXUAL HARASSMENT o DERAGATORY ATTITUDES, IMPERSONAL OBSCENE GESTURES NOT DIRECTED AT TARGET, SEX-STEREOTYPED JOKES o DEROGATORY ATTITUDES, PERSONAL OBSCENE PHONE CALLS, BELITTLING THE TARGETS COMPETENCE o UNWANTED DATING PRESSURE REPEATED REQUESTS TO GO OUT AFTER WORK OR SCHOOL o SEXUAL PROPOSITIONS PROPOSITION FOR AN AFFAIR o PHYSICAL SEXUAL CONTACT EMBRACING THE TARGET, KISSING THE TARGET o PHYSICAL NONSEXUAL CONTACT CONGRULATORY HUG o SEXUAL COERCION THREATENING PUNISHMENT UNLESS SEXUAL FAVORS ARE GIVEN, SEXUAL BRIBERY WORLDS POPULATION OF COLLEGE STUDENTS NOW IS 14% LOOL

AMERICAN STUDENTS PLACE IN THE MIDDLE TO BOTTOM OF THE PACK IN COMPARISON TO INTERNATIONAL COUNTERPARTS IN ACHIEVEMENT IN MATH, SCIENCE, GENERAL LITERACY (HOW FAIL) MANAGERIAL IMPLICATIONS FOR AGE o PROVIDE CHALLENGING WORK ASSIGNMENTS THAT MAKE A DIFFERENCE TO THE FIRM o GIVE THE EMPLOYEE CONSIDERABLE AUTONOMY AND LATITUDE IN COMPLETING A TASK. o PROVIDE EQUAL ACCESS TO TRAINING AND LEARNING OPPORTUNITIES WHEN IT COMES TO NEW TECHNOLOGY. o PROVIDE FREQUENT RECOGNITION FOR SKILLS, EXPERIENCE, AND WISDOM GAINED OVER THE YEARS. o PROVIDE MENTORING OPPORTUNITIES WHEREBY OLDER WORKERS CAN PASS ON ACCUMULATED KNOWLEDGE TO YOUNGER EMPLOYEES. o ENSURE THAT OLDER WORKERS RECEIVE SENSITIVE, HIGH-QUALITY SUPERVISION o DESIGN A WORK ENVIRONMENT THAT IS BOT H STIMULATING AND FUN. SOCIAL CATEGORIZATION THEORY SIMILARITY LEADS TO LIKING AND EXTRACTION (SO YOU WOULD EXPECT FEWER INTERPERSONAL CONFLICTS AND GREATER COOPERATION IN THIS TYPE OF HOMOGENOUS GROUP) THE INFORMATION/DECISION-MAKING THEORY SAYS THAT DIVERSITY LEADS TO BETTER TASK-RELEVANT PROCESSES AND DECISION-MAKING, WHICH BASICALLY MEANS IF THERES A SHITLOAD OF PEOPLE WITH SHITLOADS OF DIFFERENT BACKGROUNDS, EXPERIENCES, AND KNOWLEDGE, OBVIOUSLY THERE WILL BE MORE TOTAL KNOWLEDGE TO BRING TO A PROBLEM OR TASK. SO NO SHIT THERES HIGHER PRODUCTIVITY. FUCK. DEMOGRAPHIC FAULTINE o HYPOTHETICAL DIVIDING LINES THAT MAY SPLIT A GROUP INTO SUBGROUPS BASED ON ONE OR MORE ATTRIBUTE THESE FORM WHEN PEOPLE ALIGN THEMSELVES AROUND THE SALIENT DEMOGRAPHIC CHARACTERISTIC AND THIS CREATES NEGATIVE INTERPSONAL PROCESSES (WHATEVER THE FUCK THIS MEANS) DIVERSE GROUPS HAD POSITIVE OUTCOMES WHEN o MEMBERS WERE OPEN-MINDED, DISCUSSED AND SHARED INFORMATION, AND DISPLAYED INTEGRATIVE BEHAVIOR (WOW REALLY? CAUSE I THOUGHT GROUPS WOULD HAVE POSITIVE OUTCOMES ONLY IF EVERYONE WAS BEING SHITHEAD DOUCHEBAGS) CHALLENGES TO MANAGING DIVERSITY o INACCURATE STEREOTYPES AND PREJUDICE. o ETHNOCENTRISM. o POOR CAREER PLANNING. o A NEGATIVE DIVERSITY CLIMATE.

AN UNSUPPORTIVE AND HOSTILE WORKING ENVIRONMENT FOR DIVERSE EMPLOYEES. o LACK OF POLITICAL SAVVY ON THE PART OF DIVERSE EMPLOYEES. o DIFFICULTY IN BALANCING CAREER AND FAMILY ISSUES. o FEARS OF REVERSE DISCRIMINATION. o DIVERSITY IS NOT SEEN AS AN ORGANIZATIONAL PRIORITY. o NEED TO REVAMP THE ORGANIZATIONS PERFORMANCE APPRAISAL AND REWARD SYSTEM. o RESISTANCE TO CHANGE. THOMASS GENERIC ACTION OPTIONS o OPTION 1: INCLUDE/EXCLUDE EMPHASIS ON INCLUDING MORE DIVERSE EMPLOYEES, USING MINORITYOWNED COMPANIES AS VENDORS o OPTION 2: DENY DENYING THAT RACE, COLOR, OR GENDER HAVE ANY IMPACT ON DECISIONS o OPTION 3: ASSIMILATE PREMISE IS THAT ALL DIVERSE PEOPLE WILL LEARN TO FIT IN OR BECOME LIKE THE DOMINANT GROUP. MANY ORGANIZATIONS USE THIS APPROACH DURING THEIR SOCIALIZATION AND ORIENTATION PROCESSES. o OPTION 4: SUPPRESS THE APPROACH INVOLVES SQUELCHING OR DISCOURAGING DIFFERENCES OR NEW IDEAS o OPTION 5: ISOLATE REMOVING DIVERSE INDIVIDUALS FROM ANY REAL DECISION MAKING ROLES o OPTION 6: TOLERATE ENTAILS ACKNOWLEDGING DIFFERENCES BUT NOT VALUING OR ACCEPTING THEM o OPTION 7: BUILD RELATIONSHIPS PREMISE IS THAT GOOD RELATIONSHIPS CAN OVERCOME DIFFERENCES o OPTION 8: FOSTER MUTUAL ADAPTATION PEOPLE ARE WILLING TO ADAPT OR CHANGE THEIR VIEWS FOR THE SAKE OF CREATING POSITIVE RELATIONSHIPS WITH OTHERS. THIS MEANS BEING WILLING TO ACCEPT DIFFERENCES AND ACCEPTING CHANGE. o OVERALL, INCLUSION, BUILDING RELATIONSHIPS, AND MUTUAL ADAPTATION ARE PREFERRED STRATEGIES ALTHOUGH MUTAL ADAPTATION IS MOST CLOSELY ALIGNED WITH PUREST FORM OF MANAGING DIVERSITY (MORE NONSENSE BS). BILL GATES TO CONGRESS o ENSURE HIGHLY TRAINED IMMIGRANTS HAVE ABILITY TO WORK IN US o WILL HINDER THE USS ABILITY TO COMPETE GLOBALLY IF WE LIMIT OUR ABILITY TO INNOVATE o NEED TO IMPROVE FEDERAL FUNDING FOR SCIENCE AND MATHEMATICS EDUCATION

ARGUES THAT AT MICROSOFT EVERY HIGHLY TRAINED IMMIGRANT CREATED OTHER JOBS AT MICROSOFT

CHAPTER 5, INDIVIDUAL DIFFERENCES

SELF-ESTEEM ONES OVERALL SELF-EVALUATION o BRANDENS SIX PILLARS OF SELF ESTEEM LIVE CONSCIOUSLY BE ACTIVELY AND FULLY ENGAGED IN WHAT YOU DO AND WITH WHOM YOU INTERACT BE SELF-ACCEPTING DONT BE OVERLY JUDGMENTAL OR CRITICAL OF YOUR THOUGHTS AND ACTIONS TAKE PERSONAL RESPONSIBILITY - TAKE FULL RESPONSIBILITY FOR YOUR DECISIONS AND ACTIONS IN LIFES JOURNEY BE SELF-ASSERTIVE BE AUTHENTIC AND WILLING TO DEFEND YOUR BELIEFS W HEN ITNERACTING WITH OTHERS, RATHER THAN BENDING TO THEIR WILL TO BE ACCEPTED OR LIKED LIVE PURPOSEFULLY - HAVE CLEAR NEAR-TERM AND LONG TERM GOALS AND REALISTIC PLANS FOR ACHIEVING THEM TO CREATE A SENSE OF CONTROL OVER YOUR LIFE HAVE PERSONAL INTEGRITY BE TRUE TO YOUR WORDS AND YOUR VALUES SELF EFFICIACY IS A PERSONS BELIEF ABOUT HIS OR HER CHANCES OF SUCCESSFULLY ACCOMPLISHING A SPECIFIC TASK PRIOR EXPERIENCE BEHAVIOR MODELS PERSUASION FROM OTHERS ASSESSMENT OF PHYSICAL/EMOTIONAL STATE SELF-MONITORING: OBSERVING ONES OWN BEHAVIOR AND ADAPTING IT OT THE SITUATION o DANGERS OF HIGH SELF-MONITOR: PEOPLE MAY BE CONSIDERED INSINCERE CHAMELEONS CAUSE THEY REGULATE THEIR EXPRESSIVE SELFPRESENTATION IN ORDER TO PRESENT THE DESIRED PUBLIC APPERANCE o DANGERS OF LOW SELF-MONITOR: LACK ABILITY OR THE MOTIVATION TO REGULATE THEIR EXPRESSIVE SELF-PRESENTATIONS SO THESE GUYS ARE VIEWED AS INSENSITIVE THE BIG FIVE PERSONALITY DIMENSIONS o OPENNESS TO EXPERIENCE INTELLECTUAL, IMAGINATIVE, CURIOUS, BROAD MINDED o CONSCIENTIOUSNESS DEPENDABLE, RESPONSIBLE, ACHIEVEMENT ORIENTED, SOCIAL o EXTRAVERSION OUTGOING, TALKATIVE, SOCIAL, ASSERTIVE o AGREEABLENESS TRUSTING, GOOD NATURED, COOPERATIVE, SOFT HEARTED o NEUROTICISM/EMOTIONAL STABILITY RELAXED, SECURE, UNWORRIED PROACTIVE PERSONALITY

ACTION-ORIENTED PERSON WHO SHOWS INITIATIVE AND PERSEVERES TO CHANGE THINGS o COMMON TRAIT OF ENTREPRENEURS o DEMONSTRATES RESILIENCY THE ABILITY TO HANDLE PRESSURE AND QUICKLY BOUNCE BACK FROM PERSONAL AND CAREER SET-BACKS LOCUS OF CONTROL o EXTERNAL LOCUS OF CONTROL ONES LIFE OUTCOMES ATTRIBUTED TO ENVIRONMENTAL FACTORS SUCH AS LUCK OR FATE o INTERNAL LOCUS OF CONTORL BELIEF THAT ONE CONTROLS KEY EVENTS AND CONSEQUENCES IN ONES LIFE EXPERIENCE GREATER WORK MOTIVATION, STRONGER EFFORTPERFORMACNE EXPECTATIONS, HIGHER PERFORMANCE WHEN PERFORMANCE LEADS TO VALUED REWARDS, A STRONGER RELATIONSHIP BETWEEN JOB SATISFACTION AND PERFORMANCE, HIGHER SALARIES, AND LESS ANXIETY THE RELATIONSHIP BETWEEN COGNITIVE ABILITY AND PERFORMANCE TENDS TO BE MUCH STRONGER. MENTAL ABILITIES UNDERLYING PERFORMANCE o VERBAL COMPREHENSION o WORD FLUENCY o NUMERICAL o SPATIAL o MEMORY o PERCEPTUAL SPEED o INDUCTIVE REASONING HOWARD GARDNERS WORK o LINGUISTIC INTELLIGENCE o LOGICAL-MATHEMATICAL INTELLIGENCE o MUSICAL INTELLIGENCE o BODILY-KINESTHETIC INTELLIGENCE o SPATIAL INTELLIGENCE o INTERPERSONAL INTELLIGENCE o NATURALIST INTELLIGENCE o INTRAPERSONAL INTELLIGENCE AN EMOTION IS A COMPLEX HUMAN REACTION (BOTH FELT AND DISPLAYED) TO PERSONAL ACHIEVEMENTS AND SETBACKS EMOTIONAL INTELLIGENCE ABILITY TO MANAGE ONESELF AND INTERACT WITH OTHERS IN A CONSTRUCTIVE WAY

CHAPTER 6, ATTITUDES
ATTITUDE IS DEFINED AS A LEARN PREDISPOSITION TO RESPOND IN A CONSISTENTLY FAVORABLE OR UNFAVORABLE MANNER WITH RESPECT TO A GIVEN OBJECT

AFFECTIVE: FEELINGS OR EMOTIONS ABOUT AN OBJECT BEHAVORIAL: HOW ONE INTENDS TO ACT TOWARD SOMEONE OR SOMETHING o COGNITIVE:BELIEFS OR IDEAS ONE HAS ABOUT AN OBJECT COGNITIVE DISSONANCE: PSYCHOLOGICAL DISCOMFORT EXPERIENCED WHEN ATTITUDES AND BEHAVIOR ARE INCONSISTENT o CHANGE YOUR ATTITUDE AND/OR BEHAVIOR FOR EXAMPLE, STOP WORKING THERE OR STOP THINKING THAT SELLING CDS THAT HAVE PROFANITY IS A PROBLEM. o BELITTLE THE IMPORTANCE OF THE INCONSISTENT BEHAVIOR YOU COULD SAY IN THIS SITUATION, JUST BECAUSE I WORK HERE DOESNT MEAN I CONDONE OR CONTRIBUTE TO THE SELLING OF OBSCENE CDS. AFTER ALL, I JUST WORK IN THE ACCOUNTING DEPARTMENT; I DONT PRODUCE OR SELL THEM DIRECTLY. o FIND CONSONANT ELEMENTS THAT OUTWEIGH DISSONANT ONES SOME ELEMENTS IN THIS SITUATION COULD BE I HAVE TO WORK, I LIKE MY JOB AND COWORKERS, OR THE COMPANY TREATS ME WELL. ORGANIZATIONAL COMMITMENT: EXTENT TO WHICH AN INDIVIDUAL IDENTIFIES WITH AN ORGANIZATION AND ITS GOALS o RESEARCH HAVE SHOWN THAT THERE IS A STRONG RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION (NO FUCKING SHIT) JOB INVOLVEMENT: EXTENT TO WHICH AN INDIVIDUAL IS IMMERSED IN HIS OR HER PERSONAL JOB EMPLOYEE ENGAGEMENT: AN INDIVIDUALS INVOLVEMENT, SATISFACTION, AND ENTHUSIASM FOR WORK JOB SATISFACTION: AN AFFECTIVE OR EMOTIONAL RESPONSE TOWARD VARIOUS FACETS OF ONES JOB

o o

CHAPTER 7, PERCEPTION
THE PROCESS OF INTERPRETING ONES ENVIRONMENT o SOCIAL PERCEPTION INVOLVES OBSERVING AND INTERPRETING INFORMATION ABOUT OTHERS TO BE ABLE TO UNDERSTAND THEM AND PREPARE OUR RESPONSES TO THEM PERCEPTION, A MODEL o STAGE 1: SELECTIVE ATTENTION/COMPREHENSION ATTENTION IS THE PROCESS OF BECOMING CONSCIOUSLY AWARE OF SOMETHING OR SOMEONE. YOUR NEEDS AND GOALS WILL DICTATE WHICH STUMULI ARE SALIENT THE THINGS THAT YOU NOTICE. COCKTAIL PARTY PHENOMENA: IF SOMEONE CALLS YOUR NAME, YOU WILL AUTOMATICALLY RESPOND SUGGESTING THAT THE "NOISE WE ARE SCREENING OUT STILL IS PERCEPTIBLE BUT IS ONLY DISTRACTING IF IT IS PARTICULARLY MEANINGFUL TO US

STAGE 2: ENCODING & SIMPLIFICATION BEFORE INFORMATION CAN BE STORED, WE MUST INTERPRET OR TRANSLATE IT INTO MENTAL REPRESENTATIONS. TO DO THIS, WHEN WE PERCEIVE STUMULI, WE ASSIGN PIECES OF THE INFORMATION TO COGNITIVE CATEGORIES MENTAL DEPOSITORIES CONTAINING A NUMBER OF OBJECTS THAT ARE CONSIDERED EQUIVALENT A SCHEMA IS A PERSONS MENTAL PICTURE OR SUMMARY OF A PARTICULAR EVENT OR TYPE OF STIMULUS E.G CONSIDER HOW YOU WOULD DETERMINE WHEN TO ARRIVE AT THE AIRPORT TO MAKE YOUR FLIGHT ON TIME. YOU WOULD GO THROUGH THE AIRPORT SCHEMA WHICH INCLUDES, STANDING IN LINE TO CHECK IN, CHECKING YOUR BAG, GOING THROUGH SECURITY, BLAH BLAH BLAH o STAGE 3: STORAGE AND RETENTION LONG-TERM MEMORY CONSISTS OF SEPARATE BUT CONNECTED CATEGORIES CONTAINING DIFFERENT TYPES OF INORMATION INFORMATION PASSES AMONG THE CATEGORIES o STAGE 4: RETRIEVAL & RESPONSE LASTLY, WE RELY ON THE INFORMATION IN OUR MEMORY WHEN WE NEED TO MAKE JUDGMENTS AND DECISIONS FOR EXAMPLE, WE MAY HAVE ALREADY DETERMINED A SUMMARY JUDGMENT ABOUT SOMETHING AND NEED TO RECALL IT OR WE MAY NEED TO INTEGRATE INFORMATION FROM VARIOUS PARTS OF OUR MEMORY TO MAKE A DECISION.ULTIMATELY, JUDGMENTS AND DECISIONS ARE AN OUTCOME OF OUR RETRIEVING, INTERPRETING, AND INTEGRATING CATEGORICAL INFORMATION STORED IN LONG-TERM MEMORY STEREOTYPE IS AN INDIVIDUALS SET OF BELIEFS ABOUT THE CHARACTERISTICS OF A GROUP OF PEOPLE o E.G. APPARENTLY 90% OF ADULTS IN A STUDY SAID WOMEN ARE EMOTIONAL AND 68% OF ADULTS IN A STUDY SAID MEN ARE AGGRESSIVE o BEGINS BY CATEGORIZING PEOPLE INTO GROUPS o INFER THAT ALL PEOPLE IN A CATEGORY POSSESS SIMILAR TRAITS OR CHARACTERISTICS o FORM EXPECTATIONS OF OTHERS AND INTERPRET THEIR BEHAVIOR ACCORDING TO STEREOTYPES o STEREOTYPES ARE MAINTAINED BY OVERESTIMATING THE FREQUENCY OF STEREOTYPIC BEHAVIORS EXHIBITED BY OTHERS INCORRECTLY EXPLAINING EXPECTED AND UNEXPECTED BEHAVIORS DIFFERENTIATING MINORITY INDIVIDUALS FROM ONESELF o ARE NOT ALWAYS NEGATIVE (E.G. WOMEN ARE NURTURING, ASIANS ARE SMART)

BASED ON GENERALIZATIONS (OFTEN INACCURATE E.G. OLDER WORKERS ARE MORE ACCIDENT PRONE, DISABLED WORKERS COST A LOT OF MONEY TO ACCOMMODATE, WOMEN ARE MORE EMOTIONAL WTF THIS IS TRUE) o CAN LEAD TO POOR DECISIONS AND DISCRIMINATION, WHAT NO WAY! PERCEPTUAL ERRORS o HALO: A RATER FORMS AN OVERALL IMPRESSION ABOUT AN OBJECT AND THEN USES THAT IMPRESSION TO BIAS RATINGS ABOUT THE OBJECT IF YOU LIKE SOMEONE, YOULL RATE THAT PERSON HIGH ON ABILITIES REGARDLESS OF THEIR SKILL o LENIENCY: A PERSONAL CHARACTERISTIC THAT LEADS AN INDIVIDUAL TO CONSISTENTLY EVALUATE OTHER PEOPLE OR OBJECTS IN AN EXTREMELY POSITIVE FASHION YOU RATE SOMEONE HIGH ON ALL DIMENSIONS OF PERFORMANCE REGARDLESS OF ACTUAL PERFORMANCE JUST CAUSE YOURE A FAGGOT NICE PERSON o CENTRAL TENDENCY: THE TENDENCY TO AVOID ALL EXTREME JNDGMENTS AND RATE PEOPLE AND OBJECTS AS AVERAGE OR NEUTRAL YOU RATE SOMEONE AS AVERAGE ON ALL DIMENSIONS OF PERFORMANCE REGARDLESS OF ACTUAL PERFORMANCE CAUSE YOU JUST HATE PEOPLE o RECENCY EFFECTS: THE TENDENCY TO REMEMBER RECENT INFORMATION SO IF SOMEONE IS USUALLY AWESOME BUT HAS BEEN A SHITHEAD LATELY, THEN YOULL RATE THEM AS A SHITHEAD JUST BECAUSE THEY WERE BEING ONE LATELY o CONTRAST EFFECTS: THE TENDENCY TO EVALUATE PEOPLE OR OBJECTS BY COMPARING THEM WITH CHARACTERISTICS OF RECENTLY OBSERVED PEOPLE OR OBJECTS RATING SOMEONE AS AVERAGE BECAUSE YOU JUST SAW 3 OTHER PEOPLE WHO ARE MINDBLOWING AND THIS GUYS NOW JUST WHATEVER SELF-FULFILLING PROPHECY o PYGMALION EFFECT: SOMEONES HIGH EXPECTATIONS FOR ANOTHER PERSON RESULT IN HIGH PERFORMANCE o GALATEA EFFECT: AN INDIVIDUALS HIGH SELF-EXPECTATION LEADS TO HIGH PERFORMANCE o GOLEM EFFECT: LOSS IN PERFORMANCE DUE TO LOW LEADER EXPECTATIONS CONSENSUS INVOLVES THE COMPARISON OF AN INDIVIDUALS BEHAVIOR WITH THAT OF HIS OR HER PEERS o

DISTINCTIVENESS IS DETERMINED BY COMPARING A PERSONS BEHAVIOR ON ONE TASK WITH HIS OR HER BEHAVIOR ON OTHER TASKS. CONSISTENCY IS DETERMINED BY JUDGING IF THE INDIVIDUALS PERFORMANCE ON A GIVEN TASK IS CONSISTENT OVER TIME. DO NOT OVERLOOK THE EXTERNAL CAUSES OF OTHERS BEHAVIORS FROM THE FUNDAMENTAL ATTRIBUTION ERROR WE KNOW THAT WE SHOULD ALSO CONSIDER EXTERNAL FACTORS THAT COULD HAVE AFFECTED SOMEONES PERFORMANCE BEFORE BEING TOO JUDGMENTAL ABOUT THEIR PERSONAL CHARACTERISTICS. IDENTIFY AND CONFRONT YOUR STEREOTYPES BIASES/USE OF SCHEMAS - BE SELF-REFLECTIVE ABOUT WHAT STEREOTYPES YOU HOLD AND WORK TO THINK BEYOND THEM WHEN EVALUATING OR INTERACTING WITH MEMBERS OF THAT GROUP. EVALUATE PEOPLE BASED ON OBJECTIVE FACTORS TRY WHENEVER POSSIBLE TO KEEP YOUR JUDGMENTS LIMITED TO OBJECTIVE INFORMATION, THAT WILL REDUCE THE CHANCE THAT YOULL FALL VICTIM TO THE HALO, CONTRAST, LENIENCY, FIRST IMPRESSION BIASES THAT WE KNOW AFFECT OUR JUDGMENTS. THIS ALSO MEANS, DOCUMENTING INFORMATION, BOTH GOOD AND BAD ABOUT THE INDIVIDUAL IN A PERFORMANCE PERIOD AND ATTENDING TO BOTH RATHER THAN SELECTIVELY ATTENDING TO INFORMATION THAT IS EASIER TO CATEGORIZE. AVOID MAKING RASH JUDGMENTS AVOID MAKING RASH JUDGMENTS THAT ARE NOT WELL THOUGHT-THROUGH AND MAY BE BASED ON LIMITED INFORMATION, THAT IS WHEN STEREOTYPES WILL OFTEN BE UTILIZED MORE.

CHAPTER 8, MOTIVATION ALMOST DONE OMG

MOTIVATION PSYCHOLOGICAL PROCESSES THAT AROUSE AND DIRECT GOALDIRECTED BEHAVIOR o HIGHER MOTIVATION DOES NOT MEAN BETTER JOB PERFORMANCE (THEY ARE NOT SYNONYMOUS BECAUSE MOTIVATION IS ONLY ONE OF SEVERAL POSSIBLE DETERMINANTS OF JOB PERFORMANCE) o MONEY IS ALSO NOT THE ONLY MOTIVATOR STUDIES SHOW THAT MOST AMERICANS WOULD CONTINUE TO WORK EVEN IF THEY DID NOT NEED THE MONEY MASLOWS NEED HIERARCHY THEORY IS PROBABLY THE BEST-KNOWN CONCEPTUALIZATION OF HUMAN NEEDS o THE THEORY SUGGESTS THAT THERE ARE FIVE HUMAN NEEDS AND THAT THESE ARE ARRANGED IN SUCH A WAY THAT LOWER, MORE BASIC NEEDS MUST BE SATISFIED BEFORE HIGHER-LEVEL NEEDS BECOME ACTIVATED o PHYSIOLOGICAL NEEDS SURVIVE

SATEFY NEEDS NEED FOR A SECURE ENVIRONMENT THAT IS FREE FROM THREATS OF PHYSICAL OR PSYCHOLOGICAL HARM o SOCIAL NEEDS ARE THE NEEDS TO HAVE FRIENDS AND TO BE LOVED AND ACCEPTED BY OTHER PEOPLE o ESTEEM NEEDS ONES NEED TO DEVELOP SELF-RESPECT AND TO GAIN THE APPROVAL OF OTHERS o SEF-ACTUALIZATION THE NEED TO BECOME ALL THAT ONE CAN BE, TO DEVELOP ONES FULLEST POTENTIAL ALDERFERS ERG THEORY o EXISTENCE: DESIRE FOR PHYSIOLOGICAL AND MATERIALIST WELL BEING o RELATEDNESS: DESIRE TO HAVE MEANINGFUL RELATIONSHIPS WITH SIGNIFICANT OTHERS o GROWTH: DESIRE TO GROW AND USE ONES ABILITIES TO THEIR FULLEST POTENTIAL MCCLELLANDS NEED THEORY o THE NEED FOR ACHIEVEMENT: DESIRE TO ACCOMPLISH SOMETHING DIFFICULT o THE NEED FOR AFFILIATION: DESIRE TO SPEND TIME IN SOCIAL RELATIONSHIPS AND ACTIVITIES o THE NEED FOR POWER: DESIRE TO INFLUENCE, COACH, TEACH, OR ENCOURAGE OTHERS TO ACHIEVE EQUITY THEORY PEOPLE STRIVE FOR FAIRNESS AND JUSTICE IN SOCIAL EXCHANGES o PEOPLE WILL BE MOTIVATED TO THE EXTENT THEIR PERCEIVED INPUTS TO OUTCOMES IS IN BALANCE o E.G. IF YOURE PUTTING IN ONE HOUR FOR 2$ AND SOMEONE ELSE IS PUTTING 2 HOURS FOR 4$, THE SITUATION IS EQUITABLE o BUT, IF YOURE PUTTING IN AN HOUR FOR 2$, AND SOME HOMO IS GETTING 3$ FOR AN HOUR, THATS A FUCKIN NEGATIVE EQUITY o OPPOSITE OF ABOVE IS POSITIVE EQUITY EQUITY SENSITIVITY AN INDIVIDUALS TOLERANCE FOR NEGATIVE AND POSITIVE EQUITY o BENEVOLENTS HAVE HIGHER TOLERANCE FOR NEGATIVE INEQUITY o SENSITIVES ADHERE TO STRICT NORM OF RECIPROCITY o ENTITLEDS HAVE NO TOLERANCE FOR NEGATIVE INEQUITY DISTRIBUTIVE JUSTICE THE PERCEIVED FAIRNESS OF HOW RESOURCES AND REWARDS ARE DISTRIBUTED PROCEDURAL JUSTICE THE PERCEIVED FAIRNESS OF THE PROCESS AND PROCEDURE USED TO MAKE ALLOCATION DECISIONS INTERACTIONAL JUSTICE EXTENT TO WHICH PEOPLE FEEL FAIRLY TREATED WHEN PROCEDURES ARE IMPLEMENTED INSTRUMENTALITY IS AN INDIVIDUALS BELIEFS REGARDING THE LIKELIHOOD OF BEING REWARDED IN ACCORD WITH HIS OR HER OWN LEVEL OF PERFORMANCE o

VALENCE IS THE VALUE A PERSON PLACES ON THE REWARDS HE OR SHE EXPECTS TO RECEIVE FROM AN ORGANIZATION OTHER DETERMINANTS ARE THE SKILLS AND ABILITIES, ROLE PERCEPTIONS, AND OPPORTUNITIES TO PERFORM GOALS o SPECIFIC o MEASURABLE o ATTAINABLE o RESULTS ORIENTED o TIME BOUND JOB DESIGN: CHANGING THE CONTENT OR PROCESS OF A SPECIFIC JOB TO INCREASE JOB SATISFACTION AND PERFORMANCE o MOTIVATIONAL STRATEGIES JOB ROTATION: MOVING EMPLOYEES FROM ONE SPECIALIZED JOB TO ANOTHER JOB ENLARGEMENT: PUTTING MORE VARIETY INTO A JOB JOB ENRICHMENT: BUILDING ACHIEVEMENT, RECOGNITION, RESPONSIBILITY, AND ADVANCEMENT INTO THE WORK THE SNOWFLY SLOTS o COMPANIES ARE USING GAMES TO MOTIVATE EMPLOYEES BEHAVIOR o FOR TAKING ACTIONS THAT ARE ALIGNED WITH ORGANIZATIONS OBJECTIVES, EMPLOYEES RECEIVE TOKENS o TOKENS ARE USED ON AN ON-LINE SLOT MACHINE CALLED SNOWFLY o EMPLOYEES CAN WIN BETWEEN 2 CENTS AND $50 PER GAME o THIS STRATEGY HAS BOOSTED PRODUCTIVITY IN A VARIETY OF ORGANIZATIONS INCLUDING BANKS AND BEVERAGE DISTRIBUTORS EMPLOYEE THEFT AT RETAIL STORES: $14.9 BILLION IN 2000 EMPLOYEE THEFT RESPONSIBLE FOR 46% RETAIL SHRINKAGEMORE THAN SHOPLIFTERS 30 MAJOR RETAIL CHAINS CAUGHT 73,300 EMPLOYEES STEALING EMPLOYEE THEFT COSTS COMPANIES $20 BILLION TO $40 BILLION A YEAR AWWWW SHITTTT