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DEM Final Review

01 December 2006

21:44

decision = making

heuristi= cs

judgmen= t bias

framin= g

people are risk averse when gains are at stake
people are risk seeking in face of losses

anchor= ing

People adjus= t rather than create when making decisions

overco= nfidence

percept= ual bias

confir= mation bias
retrie= vability
availa= bility

winner's curse

the mo= re uncertain the value, the more likely it is overpaid for

escalat= ion of commitment

make a decision because you feel committed, rather than because of a rational analysis

social loafing <--- why is this in here?

Fixes

Reframe questions/issues in neutral terms
Initially form a view independently to avoid anchoring
View problems from different perspectives to uncover your implicit assumptions
Seek information/opinions from various sources to widen frame of referenc= e
Seek out people most likely to challenge your assumptions
Avoid using leading questions when asking for opinions
Apply equal rigour to analysing all sources of evidence

personali= ty

personal= ity <> behavior
strong v= s weak situations

strong<= /span>

you kn= ow what to do
‘Strong’ work situations inhibit expression of personality

weak

you do= n't know what to do
‘Weak’ situations encourage expression of personality

big 5 indicators

Extrave= rsion

how ou= tgoing and when energy derived from being around people

Opennes= s to Experience

degree= to which seek new experiences and think creatively about future=

Conscie= ntiousness

degree= to which focus on goals and work to them in disciplined way

Agreeab= leness

degree= to which easygoing and tolerant

Emotional Stability

degree to which cope easily with stressful situations and demands

Motivati= onal Aspects of Personality

need for achievement

desire= to perform to high level or succeed in competitive situations

Authori= tarianism

degree believes in conventional values, authority and power distribution

Self-Monitoring

degree individual able to present image to fit group or situation

Locus of Control

degree individual believes they control outcomes

Self-Effi= cacy

degree to which believe you have capacity to reach specific level of performanc= e

Self-Este= em

appraisa= l and feeling about oneself and competence

Machiavel= lianism

desire t= o do what is necessary, including manipulating others, to succeed

Type A an= d B

competit= iveness, strong desire to succeed and focus on speed

Myers Bri= gg

Extraver= t - Introvert
Sensing - Intuitive
Thinking= - Feeling
Judging - Perceiving

impacts of personality
how different personalities get on
dangers w= ith excessively relying on personality

Prolifer= ation of personality instruments - questions about reliability and validity=
Widely u= sed, not always wisely
“Objec= tive” measures can be faked
Dependen= t on honesty and self-awareness

motivatio= n

work int= erest schedule (Hunt)

comfort=

need f= or money
stress avoidance

structu= re

need to avoid risk
struct= ure and certainty on job

recogni= tion

recogn= ition from others

relatio= nships

need to avoid working alone
need f= or team affiliation

power
autonom= y and growth

power =
variet= y and autonomy
need f= or personal growth

maslow's hierarchy of needs

Self-Ac= tualization
Self Es= teem
Social<= /span>
Safety<= /span>
Physiol= ogical

incentiv= es are more broad than $$$
Two Factor (Motivators vs Hygiene Factors) Theory

internal (intrinsic) factors are related to job satisfaction

advancement, recognition, responsibility, achievement
focus on work and outcomes from work, opportunities in promotion, personal growth, recognition, responsibility, achievement

external (extrinsic) factors are related to job dissatisfaction

supervision, pay, company policies, working conditions
also: hygiene factors
when adequate, people are only NOT dissatisfied

point: eliminating factors that cause dissatisfaction may bring peace but n= ot motivation

Expectancy Theory (Vroom)

effort perf relationship

individuals perception that exerting certain amount of effort will lead to perf=

perf-reward rel

individuals perception that a certain level of perf will lead to a desired outc= ome

rewards-personal rel

how much the orgs rewards satisfy and individuals personal goals or nee= ds, attractiveness of those rewards to the ind

Goal Setting Theory

people are more productive with specific hard goals
even more with feedback

ability to monitor your own feedback: even more than externally generated
setting one's own goals: mixed results

no correlation with high job satisfaction

Equity Theory

don’t underpay people relative to their co-workers
cog diss stuff comes in…

groups and teams

downside= s to groups

group t= hink

when t= he norm for consensus overrides the realistic appraisal of alternative courses of action

polarization= <--wtf is this, owen?

comp= osition and structure of

groups
teams

problem solving teams
self m= anaged work teams
cross functional teams
virtual teams

groups vs teams

Individ= ual benefit vs Collective bene= fit
Singula= r vs Shared
Individ= ual vs Interdependency
Individ= ual vs Collective for outcomes
Random = & varied vs Complementary
Efficie= nt vs Open ended, problem solving
Discuss, delegate vs discuss, work together

ince= ntives

Collective Interest

Group-level rewards
Salient common identity
Shared threat
Cross-group friendships
Long-term relationships
Harmony goals
Equal status

Self-interest

Individually based rewards (merit)
Existence of hierarchy
Resource scarcity
Stress and uncertainty
Short-term relationships
Productivity goals
Status difference

conflict encouraged
starting cultures
aligning team objectives with individuals' objectives
team leader's role and 3 dimensions

each individual
whole
relationship between the two

organizat= ional culture

artifact= s
stories<= /span>
symbols<= /span>
myths
behavior= s
assumpti= ons people have
shin= e
organiza= tional profile
goeffe/j= ones sociability
linkages between culture and structure/control systems

ie team= work and individual pay don't match well

culture = as barrier

organizat= ional structure

speciali= zation/competencies vs uniting and coordinating
griner's= org structure requirements
efficien= cy vs creativity
environm= ental setting [stable vs unstable]

organizat= ional change

rational approach
isomorph= ism
coer= cive/mnemetic
organiza= tional change initiatives fail because of

resista= nce
x
y

individu= al resistance to change
thin= k about change not as a rational structure but emergent and complexity theory=

ie redr= awing an org chart doesn't really change anything
ie mana= gers can nudge in a certain direction, but need to monitor for success and adjust

leadershi= p

not necessarily unambiguously beneficial, may create incompetent follower= s or followers who make bad decisions

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One place for all your notes

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