UCL Organizational Behavior Final

Cognitive Dissonance - ANS when a person entertains two inconsistent thoughts, a negative feeling occurs Vicarious Dissonance - ANS when an individual places himself in a hypocrite's position and empathizes with the other's feelings Eliminating Cognitive Dissonance - ANS done by either one changing their opinion of themselves, their view of others, or their environment Induced Compliance Paradigm - ANS a person does or says something against their belief/attitude in response to a coveted reward or the threat of punishment Dissonance Shaping Human Behavior - ANS Done by either the application of insufficient punishment, or the justification of effort Insufficient Punishment - ANS mild penalties for undesirable behavior Justification of Effort - ANS makes things seem more desirable (Frat Hazing, recruiting process, compensation) External Accuracy Bias's - ANS Four: Fundamental Attribution Error, Self-Serving Bias, Halo Error, Person Sensitivity Bias Fundamental Attribution Error - ANS Attributing the behaviors of others to internal factors, without considering external factors Self-Serving Bias - ANS in others, we attribute failure to internal reasons and success to external reasons. in ourselves, we do the opposite Halo Error - ANS we tend to draw on a single characteristic when making wide-range evaluations of individuals (looks, first impression, height, etc.) Person Sensitivity Bias - ANS we tend to be more sensitive to the performance of individuals than we are of teams (coach gets blame more than team, or one star team member gets credit) Kelley's Theory of Casual Attribution - ANS behaviour gets attributed to causes based on circumstances that appear at the time. The three attributes are: consensus, consistency, distinctivness Consensus (Casual Attribution) - ANS the extent to which others behave similarly to the person. If consensus is high (others similar), then high External reason for behaviour. Consistency (Casual Attribution) - ANS the extent to which the person we are judging acts at other times in same context. If consistency is low, then high External reason for behavior. Distinctiveness (Casual Attribution) - ANS the extent to which the person does NOT act in the same way in other contexts. If distinctiveness is high, then high External reason for behavior. Personality - ANS both our social reputation and our inner nature. Relatively stable, and unchanging over time. Type Approach - ANS personality definition that includes A vs. B, Myers-Briggs (MBIT). Not as useful or wide ranging, relys on bucketing. Type A - ANS aggressive, achievement oriented, more heart attacks Type B - ANS relaxed, more deliberate behavior, more second heart attacks Myers-Briggs Type Indicator (MBIT) - ANS personality type approach test that has 16 types (4 traits with 2 buckets each). Proved to be unreliable due to Trait Approach - ANS defines personalities with more precision, not binary/bucketed, NEO approach - ANS 5 broad factors of traits: Neuroticism, Extroversion, Openness, Agreeableness, and Conscientiousness Neuroticism - ANS ability to control and manage negative emotions, control impulses, cope with stress (higher = worse) Conscientiousness - ANS purposeful, strong-willed, and determined. Punctual, and reliable. Achievement Striving - ANS aspect of conscientiousness, self-centered construct critical for the advancement of managers (competition). Escalate commitment to failing projects. Dutiful - ANS aspect of conscientiousness, more group success focused, critical for success of health care professionals (and similar), more likely to de-escalate commitment to failing projects Healthy Personality - ANS must exercise "core self-evaluation" and "emotional intelligence" Motivation - ANS manifests in the "direction" behavior is focused, "level of effort" and "persistence of effort" Theory X - ANS motivation idea assuming that workers naturally dislike work, are lazy, and need coercion to behave in motivating manner