Exam Review 2
Stereotyping, Discrimination and Prejudice pg 79: Stereotyping= the process of using a few
attributes about an object to classify it and then responding to it as a member of a category
rather than a unique object. Discrimination, Prejudice= unreasonable bias associated with
suspicion, intolerance, or an irrational dislike for people of a particular race, religion or
sex.
Self-Fulfilling Prophecy pg 80-81 (examples, elements etc.): It is a phenomenon that occurs
when a person acts in a way that confirms anothers expectations. Elements include input,
output expected, reinforcement, and feedback. When someone expects you more of you,
you usually get more attention along the way to fulfill those expectations.
Personality 82: The attributes and predispositions associated with each individual that make
that person unique and predict how that person will likely behave in many different
situations.
Attribution Theory pg 83: A theory that explains how we assign responsibility for behavior
either to personality characteristics or environmental circumstances. (understanding why
people act the way they do)
Big Five Model pg 84 (dimensions and characteristics etc.): 1. Conscientiousness= the degree
to which and individual is dependable or inconsistent. 2. Agreeableness= degree to which
one is friendly or more reserved. 3. Emotional stability= degree to which consistent or
inconsistent. 4. Openness to experience= degree to which one is able to broaden their
horizon or limit them. 5. Extroversion= degree to which one is outgoing Introversion=
degree to which one is shy
Self-Efficacy pg 86-87 (information cues, dimensions): A belief in ones ability to perform a
specific activity, determined by how well the person has learned and practiced the task.
Dimensions= Magnitude(level of difficulty), Strength(confidence in ability to perform),
Generality(degree to which expectations are generalized) Information cues= Enactive
mastery(repeated performance), Vicarious experience(observing others), Verbal
persuasion, Perceptions of ones physiological state(mentally preparedness)
Emotional Intelligence pg 88 (dimensions, process): The competencies that allow us to
perceive, understand, and regulate emotions in ourselves and others. Dimensions= Self
awareness (understanding our own emotions), Self-management (how we control our
feelings), Social awareness (empathy for others), Relationship management (managing
others emotions)
Attitudes pg 87 (components): Cognitive component= beliefs and information a person
possesses such as facts and data. Affective component= persons feelings and emotions
toward the attitude object. Behavioral tendency component= the way a person intends to
behave towards the object.
Job Satisfaction pg 91: Consists of the attitudes employees hold regarding factors in their
work environment. (Pay, benefits, supervision, fellow workers, opportunities for
advancement)
Organizational Commitment pg 93 (3 characteristics): Relative strength of an individuals
identification with and involvement in an organization. 1. Normative (strong belief in) 2.
Affective (strong emotional attachment to the organization) 3. Continuance (strong desire
to maintain membership)
Group Development pg 98-99: People join groups for goal accomplishment, personal
identity, affiliation, and emotional support. Stages include orientation (forming),
confrontation (storming), differentiation (norming) and collaboration (performing).
Group Structure pg 102-103 (factors influencing group structure): Group size (participation,
satisfaction, performance) Social density of (number people physically located in an area),
Nature of the task
Roles and Activities pg 106 (activities included in each role): Work roles= task-oriented
activities (clarifying the purpose of the group) Maintenance roles= social-emotional roles
(encouraging) Blocking roles= disrupt or destroy groups (attacking other members)
Role Conflict pg 109 (major types and examples): Intrasender= occurs when a single role
sender communicates incompatible role expectations to the focal person. Intersender=
occurs when two or more role senders communicate incompatible expectations to the focal
person. Person= occurs when people are asked to behave in ways that are inconsistent with
their personal values. Role overload= caused by too many demands on a person.
Group norms (development of norms, created and enforced etc.) pg 110: General expectations
of a demand nature regarding acceptable group behavior. (Identify rules of the game; teach
members how to behave, help avoiding embarrassing situations, express central values)
Conformity pg 114 (major social influence processes, levels): Yielding to group influence by
doing or saying something you might otherwise choose not to do. Major social influence
processes= Reward dependence (feel induced to conform to group pressure because there
are positive or negative consequences attached to doing so) Information dependence
(induced to conform because they depend on the group to provide important information to
help them know what to do) Levels= Compliance (obtain reward), Identification (be liked
by others) Internalization (acceptance)
Managing Verses Leading People pg 122: Managers manage things, while leaders lead
people. Managers are people who do things right, and leaders are people who do the right
thing. Management= the process of planning, organizing, leading, and controlling the use of
resources to accomplish performance goals. Leadership= Doing the right things; creating
essential change by communicating a vision that inspires others
Charismatic Leaders pg 126 (definition, attributes, etc.): A type of leadership attributed to
outstanding and highly esteemed leaders who gain the confidence and trust of followers.
Attributes= high self-confidence, need for social power, its better to be a transformational
leader than a transactional leader
Intelligence pg 128: Leaders are generally more intelligent than non leaders. While leaders
need to be more intelligent than the group, they dont want to appear too superior or they
will be rejected.
Employee Centered/production-centered leaders pg 130: Employee centered= behaviors that
focus on helping the group members feel satisfied and willing to contribute to the group
Production centered= Behaviors that focus on performing the groups goals.
Leader behavior styles pg 134: 1. Telling= leader makes all the decisions 2. Selling= leader
presents a tentative decision and attempts to sell the decisions to subordinates 3.
Consulting= leader presents the problem to the group and gets their suggestions and
preferences before making the decision 4. Delegating= leader may delegate the decision to
the group and let them handle it on their own
Environmental Factors and Fred Fiedler pg 135-136: Extensive research by Fred Fiedler found
that some situations are much more favorable than others for leaders and his results
showed that different situations call for different leader behaviors. 1. Leader-member
relations (friendly relationships or unfriendly ones) 2. Task structure (how well do they
understand what they have to do) 3. Power position (strong or weak)