More take action less influence by environment less

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more take action, less influenceby environment, less perspective-taking-power takeaways: becomemorally “lost”(pressures/opportunities,psychological changes), developstrategies for negating thenegative effects-organizational culture: sharedbeliefs, value and assumptions,subcultures is differences intraining or department goals, gapunlikely to strong culture-organizational culture can driveunethical behavior, culture: asystem of shared values, beliefsand assumption that exist in anorganization, influencesindividual thinking, perceptionand behavior, enhanceorganizational commitment,increase the consistency ofemployee behavior, substitutes offormalization-strong culture: intense pervasivebeliefs, values, and assumption(widely shared and strongly held,everyone know what’s important,punish), benefits: attract andretain employees, high motivationto achieve the vison or cause,cohesion, competitive advantagefrom talented individuals,coordination, conflict resolution,financial success, costs: belief insuperiority, unwilling to questionshared values, difficult to change,lack of diver opinions andperspectives, pressured to complywith norms, unwilling to change,culture clash, pathology-barriers to speak up in strongculture: 1. Resistance: restrainbehaviors (psychological, social,environmental) 2. Force: enableor drive behavior (motivation,efforts)-solution to speak up in strongculture: intuitive focus on forceand not resistance, when forcepresent changes is best byremoving resistance andeliminating barriers, changesbehavior by new ones and notforcing them-perception: process ofinterpreting the messages of oursenses to provide order andmeaning to the environment,perceiver: experience,motivational state, emotionalstate, perceptual defense (againstunpleasant emotions), target:ambiguity, changes with situation-social identity theory:characteristics and membershipsin social categories, stereotypes-Bruner’s perceptual process:unfamiliar target encountered,openness to target cue, familiarcues encountered (social identitytheory), target categorized, cueselectivity, categorizationstrengthened, many contradictorycues before re-categorizes thetarget, perception is selective,constancy (same way),consistency (fit)-primary effect: reply on earlycues or first impression, lastingimpact-recency effect: recent cues or lastimpression-central traits: depends onperceiver’s interest and situation-implicit personality theory:which personality characteristicsgo together-projection: attribute own’s ownthoughts and feeling to others,efficient but difficulties, a form ofdefense-stereotype: generalize in certainsocial category and ignorevariations among them, 1.Category of people 2. Certaintraits 3. Possess these, somefavorable and accurate, evenincorrect helps efficiently, easierthan discover true nature-attribution: cause or motives areassigned to explain people’sbehavior, dispositional: actor’spersonality, situational-consistency cues: engages in abehavior over time, highconsistency=dispositional

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Term
Spring
Professor
katy
Tags
Decision Making, The Land, Organizational studies and human resource management, supervisor, c e

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