MGMT 363 COMPREHENSIVE ANSWERS AND
QUESTIONS SET A+
✔✔Faulty Attributions - ✔✔1. Fundamental attribution error
2. Self serving bias
✔✔Fundamental Attribution error - ✔✔judging others because of internal factors
✔✔Self Serving Bias - ✔✔-own failures = external factors
-own success = internal factors
✔✔Escalation of Commitment - ✔✔-knowing you will fail and continuing to do it anyway
-focus on what you have to gain by moving on
-strong when lots of $$ invested
✔✔Attribution Process - ✔✔1. Consensus = do others act the same way?
2. Distinctiveness = does this person act different in other circumstances?
3. Consistency = does this person always do this?
✔✔Attribution Process - Internal Factors - ✔✔-Low Consensus = only one late to class
-Low Distinctiveness = late to everything
-High Consistency = always late
✔✔Attribution Process - External Factors - ✔✔-High Consensus = everyone was late
-High Distinctiveness = never usually late
-Low Consistency = only late today
✔✔Knowledge Transfer - ✔✔more experienced worker shares knowledge
✔✔Behavior Modeling Training - ✔✔Employees have the ability to observe and learn
from those in the company with significant amounts of tacit knowledge
✔✔Communities of Practice - ✔✔groups of employees who work together, learn from
each other, and develop a common understanding of how to get work accomplished
, ✔✔Transfer of Training - ✔✔on-the-job use of knowledge, skills, and behaviors learned
in training
✔✔Climate of Transfer - ✔✔an environment that can support the use of new skills
✔✔ Stress - ✔✔psychological response to demands that exceed a persons capacity or
resources
✔✔Stressors - ✔✔demands that cause stress
✔✔Strains - ✔✔result/negative consequences of stress
✔✔Transactional Theory of Stress - ✔✔Primary Appraisal and Benign Job Demands
✔✔Primary Appraisal - ✔✔triggered when people first encounter stressors, evaluate
significance and meaning of stressors
✔✔Benign Job Demands - ✔✔demands that aren't stressful, routine stuff
✔✔Hindrance Work Stressors - ✔✔1. Role Conflict
2. Role Ambiguity
3. Role Overload
4. Daily Hassels
✔✔Role Conflict - ✔✔conflicting expectations others may have of us
call center operator: take as many calls as possible, yet be responsive to customers
✔✔Role Ambiguity - ✔✔lack of info and unpredictable consequences
EX: students, new employees
✔✔Role Overload - ✔✔demanding roles more than what is possible
EX: Devil Wears Prada
✔✔Daily Hassels - ✔✔Minor day-to-day demands that interfere with work
accomplishment
✔✔Hindrance Non-work Stressors - ✔✔1. Work-Family Conflict
2.Negative Life Events
3. Financial Uncertainty
✔✔Work-Family Conflict - ✔✔demands of work hinder family time or vice versa
QUESTIONS SET A+
✔✔Faulty Attributions - ✔✔1. Fundamental attribution error
2. Self serving bias
✔✔Fundamental Attribution error - ✔✔judging others because of internal factors
✔✔Self Serving Bias - ✔✔-own failures = external factors
-own success = internal factors
✔✔Escalation of Commitment - ✔✔-knowing you will fail and continuing to do it anyway
-focus on what you have to gain by moving on
-strong when lots of $$ invested
✔✔Attribution Process - ✔✔1. Consensus = do others act the same way?
2. Distinctiveness = does this person act different in other circumstances?
3. Consistency = does this person always do this?
✔✔Attribution Process - Internal Factors - ✔✔-Low Consensus = only one late to class
-Low Distinctiveness = late to everything
-High Consistency = always late
✔✔Attribution Process - External Factors - ✔✔-High Consensus = everyone was late
-High Distinctiveness = never usually late
-Low Consistency = only late today
✔✔Knowledge Transfer - ✔✔more experienced worker shares knowledge
✔✔Behavior Modeling Training - ✔✔Employees have the ability to observe and learn
from those in the company with significant amounts of tacit knowledge
✔✔Communities of Practice - ✔✔groups of employees who work together, learn from
each other, and develop a common understanding of how to get work accomplished
, ✔✔Transfer of Training - ✔✔on-the-job use of knowledge, skills, and behaviors learned
in training
✔✔Climate of Transfer - ✔✔an environment that can support the use of new skills
✔✔ Stress - ✔✔psychological response to demands that exceed a persons capacity or
resources
✔✔Stressors - ✔✔demands that cause stress
✔✔Strains - ✔✔result/negative consequences of stress
✔✔Transactional Theory of Stress - ✔✔Primary Appraisal and Benign Job Demands
✔✔Primary Appraisal - ✔✔triggered when people first encounter stressors, evaluate
significance and meaning of stressors
✔✔Benign Job Demands - ✔✔demands that aren't stressful, routine stuff
✔✔Hindrance Work Stressors - ✔✔1. Role Conflict
2. Role Ambiguity
3. Role Overload
4. Daily Hassels
✔✔Role Conflict - ✔✔conflicting expectations others may have of us
call center operator: take as many calls as possible, yet be responsive to customers
✔✔Role Ambiguity - ✔✔lack of info and unpredictable consequences
EX: students, new employees
✔✔Role Overload - ✔✔demanding roles more than what is possible
EX: Devil Wears Prada
✔✔Daily Hassels - ✔✔Minor day-to-day demands that interfere with work
accomplishment
✔✔Hindrance Non-work Stressors - ✔✔1. Work-Family Conflict
2.Negative Life Events
3. Financial Uncertainty
✔✔Work-Family Conflict - ✔✔demands of work hinder family time or vice versa
