Implying your faults and/or strengths onto another
Perceptioual distortions and problems
Definition
The way people see life interpret data
Perceptioual distortions and problems, Mental processes of people
Denial
Refuse to change, painful to admit you might be wrong
Perceptioual distortions and problems, Mental processes of people
Stereotyping
Race gender national orign height looks, groups or class
Perceptioual distortions and problems, Mental processes of people
Halo Effect
People like/dislike you based on some specific item, sports, dress, school attended (harvard)
Perceptioual distortions and problems, Mental processes of people
Projection
Implying your weakness or strengths onto another
ATTRIBUTION THEORY AND BLAME
LOCUS OF CONTROL
Bad event External
Internal
External Bad instructor, book mommy and daddy
Internal I did it, its my fault I didn't study
ATTRIBUTION THEORY AND BLAME
LOCUS OF CONTROL
Good event
External ? Internal ?
External Instructor, book give others credit for my success
Internal I studied well, I'm smart, I'm great
Walmans Corny Wisdom Principles
80/20 Rule
80 don't care about you, 10% of the don't like you and the remaining 10% d o like you.
Concentrate on the 80%
Walmans Corny Wisdom Principles
Over communicate
In everything, tell em you'll be late, early, going to lunch, sorry etc
Walmans Corny Wisdom Principles
Do 1 1/2
If you do anything make sure you go out in style.
Walmans Corny Wisdom Principles
Excuses are like lions.
They are cute when they are little and few in number
Walmans Corny Wisdom Principles
Do something
Boss asked for report, give him/her something, put some effort into it
Walmans Corny Wisdom Principles
Suck up sincerely
Makes those around you know you appreciate everything, when you flatter quote realistic items that have occured
Walmans Corny Wisdom Principles
How you do it Vs what you do
It's not what you do, but how you do it. Thhis is style again. If you want a high emtional IQ start working on it.
Walmans Corny Wisdom Principles
Be a problem solver - "Fake it - till you make it.
When asked to do something you don't knoe how to do most people decline. If you step forward a nd volunteer you will become the resident expert and eventually become very valuable to your employer
Learning
You can not learn anything without putting it into action
Inante inborn
Learning types
Modeling
Observing imitating copying
Learning types
Shaping
Teaching rewarding steps
Learning types
Shaping
Teaching rewarding steps
A.
Wages, bonus attaboy promotions stick/carrot
Learning types
ShapingTeaching
rewarding steps
b
Discipline
Cognitive Learning
Your mental reasoning insight opinion
Informal learning 70% of workplace learning
O J T on the job training, water cooler, experience modeling
Cognitive learning
Four types
Practical Skills
technical competence
Cognitive learning
Four types
Intrapersonal skills
Within yourself
Cognitive learning
Four types
Interpersonal skills
Witih others
Cognitive learning
Four types
Cultural skills
company goals, company expectations
Intention/Orientation of learner
A
Mastery learning it for personal satisfaction
Intention/Orientation of learner
B.
Performance reason public improve over others , win the race job girl
Problems with informal learning
negative or false facts
E learning
Interner yes I should take course
E learning any problems with this type of learning
need to be self motivated self disciplined
Learning styles- people learn besty in different ways, not always enjoyable
Visual
notes, graphs, pictures read
Learning styles- people learn besty in different ways, not always enjoyable
Auditory
Hearing lecture
Learning styles- people learn besty in different ways, not always enjoyable
Kinesihetic
KLearning by doing, physically
Learning styles- people learn besty in different ways, not always enjoyable
Four modes
C
r
a
h
Concrete experience
Reflective observation
Abstractions/Generalization
Hypotheses to be tested (action)
Walman
Learning Methods
R
A
I
Repitition
Association experience
Impressiom
Attitudes 3 Components interrelated
Average attitude
Emotions 3 Components in the workplace
Cognitive Appraisal
What do you attribute the cause too
What happened, blame it on someone or did I do this? CH 3 attribution theory
When can you show emotion?
You can show emotion anytime, just try to exercise control.
Positive mental attitude
YOU BET GOT TO
Emotional Labor
Fake it, it may be the right thing to do. Fake it to get my way
Emotional Dissonance
gap btw what you feel and what you express
the larger this gap is the quicker you experience burn out
Positive attitude and job satisfaction
High satisfaction
80/20 80 like it 20 hate it right job for you if you like your boss.
When people are satisfied they are more productive
Positive attitude and job satisfaction
Organizational Citizenship Behavior
Part a
You do things that are right yet don't recieve credit
Positive attitude and job satisfactionOrganizational Citizenship BehaviorPart B
Extra things they didn't have to do. You would pick the person who bends over and picks up the piece of thrash.
Values
Traditionalists, Baby boomers V Gen X and Gen Y
baby bpoomers like more structure, more loyal to company.
Generation X more independent, free will, loyal to caree. Willing to move around more comapnies f or advancement
How are values learned
By what age
5
How are values learned
Modeling -?
Shaping school ?
Informal
:Positive or Negative
:Positive or Negative
Who, what
Clarifying Values
Mesh btw individual and organizational values
a.
B.
Don't mesh quit
signifant emotional event such as a death, divorce
Changing Values
Hign emotional IQ
Be able to give credit to someone that dont like
Changing Values
Low emotional IQ
could not give credit to someone they do not like
Moral Choices
What a person thinks they should do in a given situation
Ethical Decision making criteria
Consequences
Does the good outweigh the bad
Ethical Decision making criteria
Principle
Wrong or right
Ethical Decision making criteria
Person
the person doing the action, do I trust them Hitler Gandi
Major causes of ethical problems
Greed
Selfishness vs self interest
Major causes of ethical problems
Culture
Depends upon the caliper of employees (family) how you were raised
Major causes of ethical problems
Relationships
Influence actions Ethics may depend upon who you hang out with
Eight Step Guide Ethical Decision
Ga De I ap I c I o If Th Ch
Gather Facts - legality precedants
Eight Step Guide Ethical Decision
Ga De I ap I c I o If Th Ch
Define ethical issues lying
Eight Step Guide Ethical Decision
Ga De I ap I c I o If Th Ch
Identify affected parties
Eight Step Guide Ethical Decision
Ga De I ap I c I o If Th Ch
Identify consequences
Eight Step Guide Ethical DecisionGa De I ap I c I o If Th Ch
Identify Obligations
Eight Step Guide Ethical DecisionGa De I ap I c I o If Th Ch
If it were made public what would you do
Eight Step Guide Ethical DecisionGa De I ap I c I o If Th Ch
Think creative - options
Eight Step Guide Ethical DecisionGa De I ap I c I o If Th Ch
Check your intution - feel, taste, smell
Defining moment
Choosing between two rights
Organizational approaches to enhancing ethical and socially responsible behavior
Lead
Lead by example walk the walk,,
Organizational approaches to enhancing ethical and socially responsible behavior
Written
Written codes of conduct, sign it terms to be used lived by
Organizational approaches to enhancing ethical and socially responsible behavior
Formal
Formal mechanism for complaints
Organizational approaches to enhancing ethical and socially responsible behavior
Whistle
How are the whistle blowers treated
Organizational approaches to enhancing ethical and socially responsible behavior
Tr
Training
Organizational approaches to enhancing ethical and socially responsible behavior
Cross
Cross cultural influences on ethics someplaces bribery is ok
Organizational approaches to enhancing ethical and socially responsible behavior
Financial
Financial consequences Morale, satisfaction, profits, less lawsuits, saves money
Decision
Two or more alternatives solve a problem or attain a goal 50% success, 50% failure why time, money, information, short cuts, poor effort
Programed Vs NonProgramed
Programed
routine, simple, repetitive, questions like Do I grant this customer credit
Programed Vs NonProgramed
Non Programed
Original Infrequent, complex "Do I go to school?"
Degree of risk and Uncertainity
Degrees
Example worked your butt off saved 10K you have four choices how to invest it
Certainty
Bank 100% safe insured low reward
Degree of risk and UncertainityDegreesExample worked your butt off saved 10K you have four choices how to invest it
Incomplete certainty
Stock market 70% chance of earning
Degree of risk and UncertainityDegreesExample worked your butt off saved 10K you have four choices how to invest it
Uncertainty
No probaability can be assigned start a new business
Degree of risk and Uncertainity
Degrees
Example worked your butt off saved 10K you have four choices how to invest it
Framing
People do not like to hear about risk must learn how to frame wording i a positive presentation
Classical /Behavioral Decision Model
Classical decision model
Enviroment is certain, logical, stable, rational complete
Classical /Behavioral Decision Model
Behavioral decision model
But many decisions have
Emotional personal uncertain
Classical /Behavioral Decision ModelBehavioral decision model
But many decisions have
people have cognitive limitations
Famous Decision Model I, D C, D A, E A, C O, I D & E C
Identify problem
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Decision Criteria ground rules How much money (time) do I have
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Develope Alternatives or alternative solutions
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Evaluate alternatives pros/cons develope 3 to 5
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Choose One
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Implement decision
Famous Decision Model
I, D C, D A, E A, C O, I D & E C
Evaluate and control
Influences on decision making
best decision vs satisfying decision
Left side of brain logical L = L
Right side is creative
Intutuion
E
Experience based don't need to go through the steps, more experience the better
Intutuion
L V R
Left brain vs right
Limitations
Heuristics
Form of sterotyping, simple rules of thumb easy, cheap
Personality and Cognitive Intelligence
analysis paralysis vs confidence
"Self-Efficacy"
- believing in oneself, having gall, confidence
Emotional Intelligence
Ability to control emotions react but don't over react
Quality and Accessibility of Information
Little information (recon)
Quality and Accessibility of Information
Overestimate vs underestimate always worse to underestimate
Quality and Accessibility of Information
Pro vs Rea
Proactive vs Reaactive Challenger is a definite example
POLITICAL CONSIDERATIONS
What do my friends think?
What does my boss think?
Crisis vs Conflict
Pressure pressure pressure under pressure some become stronger, more efficient
Values of decision maker
Some like status quo - don't like change, some value monkey, relationships
Cognitive learning is based on learning physical skills rather than the mental.
True False
False
Shaping is the technique of learning that is done by imitating other people.
True False
False
Most learning is done formally which is learning that has an expressed goal.
True False
False
Baby boomers are more loyal to an organization then Generation X's.
True False
True
E-learning works best for most people.
True False
False
Good organizational citizenship is when corporations donate funds to needy charities.
True False
False
Learning for one's own benefit is called Performance based learning.
True False
False
Learning must be enjoyable for it to work.
True False
False
Cognitive dissonance takes place when your inputs don't equal the outputs you expected.
True False
True
Most studies show that companies that are ethical are slightly less profitable than other companies.
True False
False
Whistle blowers spread false rumors about the company.
True False
False
12 Some people give reason to blame external events, others blame internal events (themselves) this locus of control is called"attribution theory".
True False
True
Many people are good analyzers but don't like to make decisions. This is called "analysis paralysis".
True False
True
Auditory learners best learn under conditions where they are moving physically.
True False
False
Learning cannot take place unless it is put into action.
True False
False
Suck up Sincerely means ________________
Find things in common
Joe attributes the outside world for most of his troubles. His locus of control is _____________?
External
The third step in the decision making process is _________
Develope solutions - alternatives
Choosing between two rights is called a ____________
Defining moment
The halo effect is _________________ and is different from stereotyping which is _________________.
unintended, intended
The model for decision making had seven steps - the last three steps are ____________________.
Choose immplement and evaluate
Attitudes have three components that are interrelated, the first is cognitive, the second is affective, and the third isbehavioral. Which one dealt with the emotional realm?___
Affective
Denial is the most likely to take place when the information being processed is
C. painful
Stereotypes can lead to perceptual errors in evaluating another person because we a.are overly influenced by one positive trait about the individual b.are overly influenced by one negative trait about the individual c.tend to believe that person has the same faults we do d.tend to assign group attributes and ignore the uniqueness of the individual
d.tend to assign group attributes and ignore the uniqueness of the individual
Ethics based on Focusing on the Duties and Obligations of what is right is right is based on a.Consequences View - where the good outweighs the bad b.Principle View - what is right and what is wrong are clear cut c.Integrity View - the integrity of the person doing the act d.all of the above
b.Principle View - what is right and what is wrong are clear cut
Decisions fail for many reasons - which one is the most common? a.analysis paralysis b.too much information c.taking short cuts d.time frame is too long
c.taking short cuts
People give many reasons for their behavior - this is called a.analysis paralysis theory b.cognitive dissonance c.halo effect D attribution theory
D attribution theory
Baby Boomers are a. like more structure than other generations. b.like more freedom than other generations c.have never really grown up d.more common in the United States than Europe
a.like more structure than other generations
People learn for many different reasons. Learning to play the guitar for most people is a.halo effect b.mastery based c.performance based d.shaping