Ch 4 - Diversity

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honestkyle
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259676
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Ch 4 - Diversity
Updated:
2014-02-16 16:28:33
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MGT6961
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MGT6961
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Diversity
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  1. Perception
    The process by which individuals select, organize, and interpret the input from their senses.
  2. Perceiver
    The person trying to interpret something.
  3. Target of perception
    Whatever the perceiver is trying to make sense of.
  4. Situation
    Context in which perception takes place.
  5. Accurate Perceptions
    Perceptions that are as close as possible to the true nature of the target of perception.
  6. Perception can affect what?
    • Motivation and performance
    • Fairness and equity
    • Ethical action
  7. Schema
    An abstract knowledge structure that is stored in memory and makes possible the organization and interpretation of information about a target of perception.
  8. Stereotype
    A set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group.
  9. Perceiver's Motivational State
    The needs, values, and desires of a perceiver at the time of perception.
  10. Perceiver's Mood
    How a perceiver feels at the time of perception.
  11. Social Status
    A person's real or perceived position in society or in an organization.
  12. Impression Management
    an attempt to control the perceptions or impressions of others.
  13. Impression Management Tactics
    • Behavioral matching
    • Self-promotion
    • Conforming to situational norms
    • Appreciating or flattering others
    • Being consistent
  14. Salience
    The extent to which a target of perception stands out in a group of people or things.
  15. Causes of Salience
    • Being novel (being unique)
    • Being figural (seeming to be complex)
    • Being inconsistent with other people's expecations
  16. Bias
    A systematic tendency to use or interpret information in a way that results in inaccurate perceptions.
  17. Primacy Effect
    Using the first piece of information about a target to create a bias about the target.
  18. Contrast Effect
    The biased perception that results when perceptions of a target person are distorted by the perceiver's perception of others.
  19. Halo Effect
    The biased perception that results when the perceiver's general impression of a target distorts his or her perception of target on specific dimensions.
  20. Knowledge-of-Predictor Bias
    The biased perception that results when knowing a target's standing on a predictor of performance influences the perceiver's perception of the target.
  21. Self-Fulfilling Prophecy
    A prediction that comes true because a perceiver expects it to come true.
  22. Attribution
    An explanation of the cause of behavior.
  23. Attribution Theory
    A group of theories that describes how people explain the causes of behavior.
  24. Internal Attribution
    An attribution that assigns the cause of behavior to some characteristic of the target.
  25. External Attributions
    An attribution that assigns the cause of behavior to outside forces.
  26. Fundamental Attribution Error
    The tendency to overattribute behavior to internal rather than to external causes.
  27. Actor-Observer Effect
    The tendency to attribute the behavior of others to internal causes and to attribute one's own behavior to external causes.
  28. Self-Serving Attribution
    the tendency to take credit for successes and avoid blame for failures.
  29. Mentoring
    An experienced member of an organization guides an unexperienced member.
  30. Quid Pro Quo Sexual Harassment
    You help me, I'll help you.
  31. Hostile Work Environment Sexual Harassment
    Creating or maintaining a work environment that is offensive, intimidating, or hostile because of a person's sex.
  32. Similar to Me Effects
    Gravitate towards those that are similar to us.
  33. Similarity Attraction Paradigm
    Work better with people just like us.
  34. Social Identity and Self Categorization Theory
    We enhance the status of people just like us.
  35. Asymmetrical Findings in Current Trends and Issues
    • The opposites being put into action may warrant different results.
    • Woman in male company vs. male in women company

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