Competency 317.1.2: Group Development
Chapter 9
Foundations of Group Behavior
1. 9-1 Distinguish between the different types of groups.
Group
Two or more individuals, interacting and interdependent, who have come together to
achieve particular objectives
“Groups can be either formal or informal.”
“formal group
A designated work group defined by an organization’s structure.
“In formal groups, the behaviors that team members should engage in are stipulated by
and directed toward organizational goals.”
informal group
A group that is neither formally structured nor organizationally determined; such a group
appears in response to the need for social contact.
—------------------------------Social Identity—---------------------------------------------social identity theory
Perspective that considers when and why individuals consider themselves members of
groups.
“Social identity theory proposes that people have emotional reactions to the failure or
success of their group because their self-esteem gets tied to whatever happens to the
group.”
“Our social identities help us understand who we are and where we fit in with other
people, and research indicates they bring us better health and lower levels of depression
because we become less likely to attribute negative situations to internal or
insurmountable reasons.”
—-------------------------------------------Ingroups and Outgroups—-------------------------ingroup favoritism
Perspective in which we see members of our ingroup as better than other people, and
people not in our group as all the same.
outgroup
The inverse of an ingroup, which can mean everyone outside the group but is more
usually an identified other group.
Describe the punctuated-equilibrium model of group development.
punctuated-equilibrium model
A set of phases that temporary groups go through that involves transitions between
inertia and activity.
“ (1) The first meeting sets the group’s direction, (2) the first phase of group activity is
one of inertia and thus slower progress, (3) a transition takes place exactly when the
group has used up half its allotted time, (4) this transition initiates major changes, (5) a
second phase of inertia follows the transition, and (6) the group’s last meeting is
characterized by markedly accelerated activity.”
“Alternative models suggest that teams progress through a formation stage, a conflict
resolution or “storming” stage, a “norming” stage where members agree on roles and
make decisions, and a “performing” stage where members begin to work collaboratively.”
—--------------------9-3 Show how role requirements change in different situations.------“9-3 Show how role requirements change in different situations.
“Work groups shape members’ behavior, and they also help explain individual behavior
as well as the performance of the group itself. Some defining group properties are roles,
norms, status, size, cohesiveness, and diversity.
role
A set of expected behavior patterns attributed to someone occupying a given position in
a social unit.
“Our view of how we’re supposed to act in a given situation is a role perception. We get
role perceptions from stimuli all around us—for example, friends, books, films, and
television, as when we form an impression of politicians from House of Cards.”
role perception
An individual’s view of how he or she is supposed to act in a given situation.
role expectations
How others believe a person should act in a given situation.
psychological contract
An unwritten agreement that sets out what a manager expects from an employee, and
vice versa.
role conflict
A situation in which an individual is confronted by divergent role expectations.
interrole conflict
A situation in which the expectations of an individual’s different, separate groups are in
opposition.
—---------9-4 Demonstrate how norms exert influence on an individual’s
behavior.------------norms
Acceptable standards of behavior within a group that are shared by the group’s
members.
conformity
The adjustment of one’s behavior to align with the norms of the group.
reference groups
Important groups to which individuals belong or hope to belong and with whose norms
individuals are likely to conform.
deviant workplace behavior
Voluntary behavior that violates significant organizational norms and, in so doing,
threatens the well-being of the organization or its members. Also called antisocial
behavior or workplace incivility.
—-----------------------9-5 Show how status and size differences affect group
performance.---------------status
A socially defined position or rank given to groups or group members by others.
status characteristics theory
A theory stating that differences in status characteristics create status hierarchies within
groups. Ex:
1. The power a person wields over others.
2. A person’s ability to contribute to a group’s goals.
3. An individual’s personal characteristics.
social loafing
The tendency for individuals to expend less effort when working collectively than when working
individually.
—--------9-6 Describe how issues of cohesiveness and diversity can be integrated for
group effectiveness.----------------cohesiveness
The degree to which group members are attracted to each other and are motivated to
stay in the group.
“If norms for quality, output, and cooperation with outsiders are high, a cohesive group
will be more productive than a less cohesive group.
Diversity”
The extent to which members of a group are similar to, or different from, one another.
faultlines
The perceived divisions that split groups into two or more subgroups based on individual
differences such as sex, race, age, work experience, and education.
—------9-7 Contrast the strengths and weaknesses of group decision making.---------
groupthink
A phenomenon in which the norm for consensus overrides the realistic appraisal of
alternative courses of action.
groupshift
A change between a group’s decision and an individual decision that a member within
the group would make; the shift can be toward either conservatism or greater risk but it
generally is toward a more extreme version of the group’s original position.
nominal group technique
A group decision-making method in which individual members meet face-to-face to pool
their judgments in a systematic but independent fashion.
1. Before any discussion takes place, each member independently writes down
ideas about the problem.
2. After this silent period, each member presents one idea to the group. No
discussion takes place until all ideas have been presented and recorded.
3. The group discusses the ideas for clarity and evaluates them.
4. Each group member silently and independently rank-orders the ideas. The idea
with the highest aggregate ranking determines the final decision.
“Groups can be carefully managed toward positive organizational outcomes and optimal
decision making. The next chapter will explore several of these conclusions in greater
depth.”
“Recognize that groups can have a dramatic impact on individual behavior in
organizations, to either positive or negative effect.”
“To decrease the possibility of deviant workplace activities, ensure that group norms do
not support antisocial behavior.”
“Pay attention to the status aspect of groups. Because lower-status people tend to
participate less in group discussions, groups with high status differences are likely to
inhibit input from lower-status members and reduce their potential.”
“Use larger groups for fact-finding activities and smaller groups for action-taking tasks.”
“To increase employee satisfaction, make certain people perceive their job roles
accurately.”
Quiz Note:
Personally invest us in the accomplishments of groups: Social IdentityProperties of
Groups: Roles, norms, status, size, cohesiveness, and diversity Role: Expected behavior
patterners
Role Conflict: 2+ roles that conflict
Role Perception: you are thinking about you and perception of own role
Role Expectation: what someone else expects of you.Norms: acceptable standards of
behavior
Asch Study: Very often we would rather be wrong but in a group that right on our own.
Social Loafing: group of people less productive than when they were by themselves
can be combated with individual contribution to group o
utcome Cohesiveness: The degree to which a group is attracted to each other High
Cohesiveness and low performance norms: right-knit about not working very hard
Diversity: similar to or different. Diversity is a strength. Good for solving complex
problems and tasks due to may points of view.
Groupthink: Dysfunction, weakness, bad thing. (Good appearance vs. reality)
Group Shift: Extreme position taken, Like a tug-o-war of direction or power
Chapter 14 Conflict and Negotiation
—---------Describe the three types of conflict and the three loci of conflict.—-------------conflict
A process that begins when one party perceives that another party has negatively
affected or is about to negatively affect something that the first party cares about.
functional conflict
Conflict that supports the goals of the group and improves its performance.
dysfunctional conflict
Conflict that hinders group performance.
“A highly personal struggle for control in a team that distracts from the task at hand is
dysfunctional.”
“A highly personal struggle for control in a team that distracts from the task at hand is
dysfunctional.”
Although each conflict is unique, researchers have classified conflicts into three
categories: task, relationship, or process.
task conflict
Conflict over content and goals of the work.
“Task conflict among top management teams was positively associated with
performance, whereas conflict lower in the organization was negatively associated with
group performance, perhaps because people in top positions …” “Task conflict among
top management teams was positively associated with performance, whereas conflict
lower in the organization was negatively associated with group performance, perhaps
because people in top positions “
relationship conflict
Conflict based on interpersonal relationships.
“Studies demonstrate that relationship conflicts, at least in work settings, are almost
always dysfunctional."
process conflict
Conflict over how work gets done.
“Task conflict among top management teams was positively associated with
performance, whereas conflict lower in the organization was negatively associated with
group performance, perhaps because people in top positions “
—-------------------------------Loci of Conflict—-------------------dyadic conflict
Conflict that occurs between two people.
intragroup conflict
Conflict that occurs within a group or team.
intergroup conflict
Conflict between different groups or teams.
—----------------------14-2 Outline the conflict ­process—--------------------conflict process
“The conflict process has five stages: potential opposition or incompatibility, cognition
and personalization, intentions, behavior, and outcomes”
perceived conflict
Awareness by one or more parties of the existence of conditions that create
opportunities for conflict to arise.
felt conflict
Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or
hostility.
intentions
Decisions to act in a given way.
competing
A desire to satisfy one’s interests, regardless of the impact on the other party to the
conflict.
collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all
parties.
avoiding
The desire to withdraw from or suppress a conflict.
accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or
her own.
compromising
A situation in which each party to a conflict is willing to give up something to resolve the
conflict.
conflict management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
negotiation
A process in which two or more parties exchange goods or services and attempt to
agree on the exchange rate for them.
distributive bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win–lose situation.
fixed pie
The belief that there is only a set amount of goods or services to be divvied up between
or among the parties.
integrative bargaining
Negotiation that seeks one or more settlements that can create a win–win solution.
BATNA
The Best Alternative To a Negotiated Agreement; the least a party in a negotiation
should accept.
1. Try to understand your negotiation partner’s perspective. This isn’t accomplished
just by understanding cognitively what the other person wants but by empathizing
with the emotional reaction he or she will likely have to the possible outcomes.
2. Be aware of your own emotions because many moral reactions are
fundamentally emotional. One study found that engaging in unethical negotiation
strategies increased feelings of guilt so, by extension, feeling guilty in a
negotiation may mean you are engaging in behavior you’ll regret later.
3. Beware of empathizing so much that you work against your own interests. Just
because you try to understand the motives and emotional reactions of the other
side does not mean you have to assume the other person is going to be honest
and fair in return. So be on guard.
—-----------------mediator—----------------A neutral third party who facilitates a negotiated solution by using reasoning,
persuasion, and suggestions for alternatives.
—-----------arbitrator—-----------------A third party to a negotiation who has the authority to dictate an agreement.
conciliator
A trusted third party who provides an informal communication link between the
negotiator and the opponent.
Quiz Notes Chap.14
CH 14 CONFLICT AND NEGOTIATION
TERMS
Conflict: a process that begins when one party perceives that another party has
negatively affected or is about to negatively affect something that the first party
cares about.
Functional conflict: conflict that supports the goals of the group and improves its
performance.
Dysfunctional conflict: conflict that hinders group performance.
Task conflict: conflict over content and goals of the work.
Relationship conflict: conflict based on interpersonal relationships.
Process conflict: conflict over how work gets done.
Dyadic conflict: conflict that occurs between two people.
Intra-group conflict: conflict that occurs within a group or team.
Intergroup conflict: conflict between different groups or teams.
Conflict process: a process that has five stages potential opposition or
incompatibility cognition and personalization intentions behavior and outcomes.
Perceived conflict: awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise.
Felt conflict: emotional involvement in a conflict that creates anxiety, tenseness,
frustration or hostility.
Intentions: decisions to act in a given way.
Competing: a desire to satisfy one's interest regardless of the impact on the party
to the conflict.
Collaborating: a situation in which the parties to a conflict each desire to satisfy
fully the concerns of all parties.
Avoiding: the desire to withdraw from or suppress a conflict.
Accommodating: the willingness of one party in conflict to place the opponents’
interest above his or her own.
Compromising: a situation in which each party to a conflict is willing to give up
something to resolve the conflict.
Conflict management: the use of resolution and stimulation techniques to achieve
the desired level of conflict.
Distributive bargaining: negotiation that seeks to divide up a fixed amount of
resources; a win lose situation.
Fixed pie: the belief that there is only a set amount of goods or services to be
divvied up between or among the parties.
Integrative bargaining: negotiation that seeks one or more settlements that can
create a win- win solution.
BATNA: the best alternative to a negotiated agreement; the least a party and a
negotiation should accept.
Mediator: a neutral third party who facilitates A negotiated solution by using
reasoning persuasion and suggestions for alternatives.
Arbitrator: A third party to a negotiation who has the ability to dictate an
agreement.
Conciliators: a trusted third party who provides an informal communication link
between the negotiator and the opponent.
QA
14 - 1 Describe the three types of conflict and three loci of conflict.
Three types of conflict are task conflict, relationship conflict, and process conflict
the loci of each would be it has conflict relates to content and goals relationship
focuses on interpersonal relationships process conflict is about the how the work
gets done. Positive increases creativity! The three loci or framework of conflict
itself are dyadic intragroup and intergroup or The Who and how many a dyadic
involves two people intergroup is within any group or team and intergroup is
essentially more than one group.
14 – 2 Outline process conflict.
14 – 3 Contrast distributive and integrative bargaining.
They differ in their goal, motivation, focus, interest, information sharing and
duration of relationship. In fact, pretty much opposite to the other.
Distributive Bargaining Integrative Bargaining
Goal Get as much of the pie as possible. Expand the pie so that both parties are
satisfied
Motivation/Focus Win-Lose/Positions “I can’t go beyond this point on this issue”
Win-Win/ Interests “Can you explain why this issue is so important to you?
Interest/ Info-sharing Opposed/Low (info sharing will only allow other party to
take advantage.) Congruent/High (sharing info will allow each party to find ways
to satisfy interests of each party.
Duration of relationship Short-term Long-term
14 – 4 Apply the five steps of negotiation.
The five steps are one preparation and planning two definition of ground rules 3
clarification and justification for bargaining and problem solving 5 closure and
implementation.
14-5 Show how individual difference influence negotiations.
Seeing as how, negotiations can be complex, they have four factors that
influence them personality, mood/emotions, culture and gender. For example the
big five traits such as agreeableness depending on the disc the degree and
situation a person has a tendency to be more cooperative and compliant and
warm and empathetic the latter helps but the former is a hindrance.
14 – 6 Assess the roles and functions of third party negotiations.
First consider the social factors and reputations and relationships. When people
get stuck in dispute, they hire a third party. There are three basic roles mediator,
arbitrator, and conciliator. A mediator must be neutral, and the two parties must
be motivated to bargain. A mediator facilitates the negotiation. An arbitrator can
also facilitate a negotiated solution, but the difference is arbitrator is authoritative
and can be voluntarily requested or forced. A conciliator is still a third party who
provides an informal communication link between negotiator and opponent
usually conduits they may also fact find interpret messages and persuade
disputants. Tiffany Ward
17:58
Studies demonstrate that ________ conflicts are almost always ________.
A) relationship; functional
B) task; informal
C) relationship; dysfunctional
D) process; formal
Answer: C
Stage II of the conflict process deals with the conflict being ________.
A) perceived and felt
B) apparent and experienced
C) expressed and resolved
D) analyzed
Answer: A
“A’s” cubicle neighbor “B”, though an understanding and great co-worker, talks
loudly on the phone. “A” gets annoyed every time “B’s” phone rings but has
decided it's simply not worth the trouble to talk about it. “A’s” conflict-handling
intention is called ________.
A) competing
B) avoiding
C) accommodating
D) compromising
Answer: B (STAGE 3)
Which of the following conflict management techniques involves designating a
critic to purposely argue against the majority positions held by the group?
A) altering the structural variables
B) altering the human variable
C) exercising authoritative command
D) appointing a devil's advocate
Answer: D (CONFLICT MANAGEMENT TECHNIQUES- STAGE 4)
Conflict is dysfunctional when it ________.
a) provides a medium to release tension
b) reduces group cohesiveness
c) fosters an environment of self-evaluation
d) provides a means for expressing frustration
Answer: B (STAGE 5 OUTCOMES FUNCTIONAL VS DYSFUNSTIONAL) Tiffany
Ward
Quiz Notes For notebook
Chapter 5
What is personality : An individual's personality is determined by molecular
structure of the genes.
Eliminating answers that would be wrong first.
Personality is more about genetics
Look out for what the textbook says vs what it doesn't say
Make beliefs secondary
job performance out of the big 5 overall is conscientiousness
Individuals scoring high on self-monitoring have a strong ability to adjust behavior
to external, situational factors and can behave differently in different situations
locus = means location
positive core self eval is internal locus of control
negative core self eval is external locus of control
Look at words with that use Never and Always
Values: They have content and intensity attributes.
Content= the thing: would be what the motive is
Intensity = importance
Terminal = end states
Instrumental= modes of behavior
Terminal Vs Instrumental = Personal Discipline
which of the following does the Heredity approach state? B) An individual's
personality is determined by the molecular structure of the genes.
" Conscientiousness" is as important for managers as for front-line traits is most
consistently related to job performance.
An extrovert is the opposite of Introvert Individuals scoring " High on
self-monitoring " have a strong ability to adjust behavior to external, situational
factors and can behave differently in different situations.which of the following is
true values? C) They have content and intensity attributes.
Which of the following is an instrumental value? A) Personal Discipline
Chapter 6
CH 6
TERMS
Perception: A process by which individuals organize and interpret their sensory
impressions to give meaning to their environment
Attribution theory: an attempt to explain the ways we judge people differently
based on the meaning we attribute to a behavior such as determining whether an
individual's behavior is internally or externally caused.
Stereotyping: judging someone based on someone's perception of the group to
which that person belongs.
Self fulfilling prophecy: a situation in which a person inaccurately perceives a
second person and the resulting expectations cause the second person to
behave in ways consistent with the original perception.
Fundamental attribution error: the tendency to underestimate the influence of
external factors and overestimate the influence of internal factors when making
judgments about the behavior of others.
Self-serving bias: the tendency for individuals to attribute their own success to
internal factors and put the blame for failures on external factors.
Selective perception: the tendency to choose to interpret what one sees based
on ones interest background experience and attitudes.
Halo effect: the tendency to draw a positive general impression about an
individual based on a single characteristic.
Horns effect: the tendency to draw a negative general impression about an
individual based on a single characteristic.
Contrast effect: evaluation of a person's characteristics that is affected by
comparisons with other people recently ecountered who rank higher or lower on
the same characteristics.
Decisions: choices made from among two or more alternatives.
Problem: a discrepancy between the current state of affairs and some desired
state.
Rational: characterize by making consistent value maximizing choices within
specified constraints.
Rational decision making model: a decision making model that describes how
individuals should behave to maximize some outcome.
Bounded rationality: a process of making decisions by constructing simplified
models that extract the essential features from problems without capturing all
their complexity.
Intuitive decision making: an unconscious process created out of distilled
experience.
Anchoring bias: a tendency to fixate on initial information from which one then
fails to adjust adequately for subsequent information.
Conforming bias: the tendency to seek out information that reaffirms past choices
and to discount information that contradicts past judgments.
Availability bias: the tendency for people to base their judgments on information
that is readily available to them.
Escalation of commitment: an increased commitment to previous decision
despite negative information.
Randomness error: the tendency of individuals to believe that they can predict
the outcome of random events.
Risk aversion: the tendency to prefer a sure gain of a moderate amount over a
riskier outcome even if the riskier outcome might have a higher expected payoff.
Hindsight bias: the tendency to believe falsely after an outcome of an event is
actually known, that one would have accurately predicted that out.
Utilitarianism: an ethical perspective in which decisions are made to provide the
greatest good for all.
Whistleblowers: individuals who report unethical practices by their employer to
outsiders.
Deonance: a perspective in which ethical decisions are made because you
“ought to” in order to be consistent with moral norms, principles, standards, rules
or laws.
Behavioral ethics: analyzing how people behave when confronted with ethical
dilemmas.
Problem formulation: stage in creative behavior that involves identifying a
problem or opportunity requiring a solution yet unknown.
Information gathering: the stage of creative behavior when possible solutions to a
problem incubate in an individual's mind.
Idea generation: the process of creative behavior that involves developing
possible solutions to a problem from relevant information and knowledge.
Idea evaluation: the process of creative behavior involving the evaluation of
potential solutions to problems to identify the best one.
expectancy theory—A theory stating that the strength of a tendency to act in a
certain way depends on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to the
individual.
social identity theory—Perspective that considers when and why individuals
consider themselves members of groups.
“social identity theory
Perspective that considers when and why individuals consider themselves
members of groups.”
reinforcement theory—A theory suggesting that behavior is a function of its
consequences.
“Reinforcement theory ignores the inner state of the individual and concentrates
solely on what happens when he or she takes some action.”
Operant conditioning theory— probably the most relevant component of
reinforcement theory for management, argues that people learn to behave to get
something they want or to avoid something they don’t want.
equity theory—A theory stating that individuals compare their job inputs and
outcomes with those of others and then respond to eliminate any inequities.
Q&A
6-1 Explain the factors that influence perception.
There are three categories that influence perception 1 perceiver 2 context 3
target. Perceiver’s factors are attitudes motives interest experience &
expectations. In context, the factors in this situation are time, work setting and
social setting. Finally in targets the factors are novelty motion sounds size
background proximity and similarity.
6-2 Describe attribution theory.
Attribution theory is basically the way we judge others based off of our perception
of their behavior and one assesses whether that's who they are, or behavior has
been impacted by environment or social situation.
6-3 Explain the link between perception and decision making.
Every decision requires us to interpret and evaluate information, essentially we
have to screen, process and interpret information and determine which is the
relevant, which will bel be determined by our perception.
6-4 Contrast the relational model of decision making with bounded-rationality and
intuition.
The rational decision making model assumes the decision maker has complete
information can identify all relevant options in an unbiased manner and choose
the option with the highest utility. Human are usually content to find an
acceptable or reasonable solution to a problem rather than an optimal one. Ergo,
the human mind cannot structure and solve complicated problems with full
rationality, we operate within the confines of bounded rationality. We build
simplified examples that extract the necessary features from problems without
capturing all their complexities. Decision making in practice is characterized by
bounded rationality, common biases and errors, and the use of intuition
6-5 Explain how individual differences and organizational constraints affect
decision making.
Decision making in practice is characterized by bounded rationality, common
biases and errors, and the use of intuition. Individual differences such as
personality also create deviations from the rational model. Organizations can
constrain decision makers, creating deviations from the rational model. For
instance, managers shape decisions to reflect the organization’s performance
evaluation and reward systems, to comply with formal regulations, and to meet
organizationally imposed time constraints. Precedents can also limit decisions.
6-6 Contrast the three ethical decision criteria.
Utilitarianism, which proposes making decisions solely based on their outcomes,
ideally to provide the greatest good for all. This view dominates business
decision making and is consistent with goals such as efficiency, productivity, and
high profits. Keep in mind that utilitarianism is not always as objective. Another
ethical criterion is to make decisions consistent with fundamental liberties and
privileges, as set forth in documents such as the U.S. Bill of Rights. An emphasis
on rights in decision making means respecting and protecting the basic rights of
individuals, such as the right to privacy, free speech, and due process. This
criterion protects whistle-blowers. A third criterion is to impose and enforce rules
fairly and impartially to ensure justice or an equitable distribution of benefits and
costs.86 This criterion is often approached from a deonance standpoint.
6-7 Describe three stage model creativity.
Creative behavior occurs in four steps, each of which leads to the next. They are
problem formulation, information gathering, idea generation, and idea evaluation.
Almost everything can happen: look for words like "can" vs "always" or "never"
The truth about perception: Our perception of reality can be different from the
objective reality.
3 Factors that influence perception: 1. The perceiver, 2 The target, The situation
or context perceiver target situation. L
Perceptions have a target
Perceptions have situational factors
Attribution means explanatio
Attribution theory is trying to explain a behavior = why do people do what they do.
Was the behavior internally or externally caused
Internally would be something within your control, something you did or
something because of you
externally would be something that happened to you or upon you
intrinsic = internal extrinsic = external
3 things that determine behavior= Distinctiveness, consensus, and consistency.
Distinctiveness = How different does a person behave in different situations
Consensus= how other ppl respond in a similar situation
Consistency= does a person respond the same way over a period of time
The fundamental attribution error self serving bias'
Shortcuts we make in judging others : selective perceptions, contrast effects,
stereotyping
When we do analyzes we use shortcuts to cut down on time
2 different ways to make decisions is a thorough way and a simpler way to make
decisions
A process of making decisions by constructing simplified models that extract the
essential features from problems without capturing all their complexity is known
as BOUNDED RATIONALITY
Rational decision making with include all the information you can find choose the
best one
Bounded rationality is the essential information and you will look for the first
reasonable piece of finding choose the first one that comes along.
AVAILABILITY BIAS refers to the tendency for people to base their judgment on
information that is easily accessible.
The recency effect: the thing that just happened weighs heavier on your mind
than it should
According to the concept of UTILITARIANISM decisions are made solely on the
basis of their outcomes, ideally to provide the greatest good for the greatest
number.
2 basic ways of making moral decisions: some things are wrong and some things
are right or the grey area or compare pros and cons list
Utilitarianism is about making a choice that is for the greater good for everyone
Chapter 7
Which level of Maslow's hierarchy of needs deals with satisfying ones hunger,
thirst, and other bodily needs? Answer: Physiological
The elements of motivation are intensity, direction, persistence.
Need 1, physiological your, physical needs.
Need 2, safety. C
Need 3, Social.
Need 4, Esteem. Self Resect
Need 5, Self Actualization.
Goal Setting Theories-People do better when they get feedback on how well they
are progressing toward their goals.
Goals are better when you have an internal locus of control.
Goal is likely to be challenging.
Your level of self-efficacy is your belief that you're capable of performing a task.
Four ways to increase your level of self efficacy. 1. Verbal Persuasion 2. Enactive
Mastery 3. Vicarious Modeling 4. Arousal
3. Which of the following sources of increasing self efficacy involves gaining
relevant experience with a particular task or job? Answer: Enactive Mastery
4. A high school teacher wants students to actively participate more in class. The
teacher decides to use reinforcement theory to get the required results. Answer:
The teacher is going to give students extra credit each time they contribute.
expectancy theory-connect it to performance evaluation and motivation.
If I have a job I have to expect a direct connection between giving good effort all
the way through to getting a reward that I want.
In equity theory, individuals assess the outcome-input ratio.
Equity theory says what we do is compare our job inputs, what we put in a job,
and outcomes what we get out of a job