Difference between revisions of "Social Rationale Quarter"

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Revision as of 15:08, 27 March 2018

Social Rationale Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.


Outline

The predecessor lecture is Social Communication Quarter.

Concepts

  • Social psychology. An area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one other.
  • Sociology. The study of people in relation to their social environment and culture.
  • Anthropology. The study of societies to learn about human beings and their activities.
  • Collectivism. A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
  • Social identity theory. Perspective that considers when and why individuals consider themselves members of groups.
  • Surface acting. Hiding one's inner feelings and forgoing emotional expressions in response to display rules.
  • Deep acting. Trying to modify one's true inner feelings based on display rules.
  • Short-term orientation. A national culture attribute that emphasizes the present and accepts change.
  • Social loafing. The tendency for individuals to expend less effort when working collectively than when working individually.
  • Social loafing. The tendency for individuals to expend less effort when working collectively than when working individually.
  • Boundary spanning. When individuals form relationships outside their formally assigned groups.
  • Cohesiveness. The degree to which group members are attracted to each other and are motivated to stay in the group.
  • Cultural intelligence. Cultural awareness and sensitivity skills.
  • Defensive behavior. Reactive and protective behaviors to avoid action, blame, or change.
  • Displayed emotion. An emotion that is organizationally required and considered appropriate in a given job.
  • Dominant culture. A culture that expresses the core values that are shared by a majority of the organization's members.
  • Emotional intelligence. The ability to detect and to manage emotional cues and information.
  • Emotional intelligence. The ability to notice and to manage emotional cues and information.
  • Ethics. Principles, values, and beliefs that define what is right and wrong behavior.
  • Ethnocentric attitude. The parochial belief that the best work approaches and practices are those of the home country.
  • Ethnicity. Social traits (such as cultural background or allegiance) that are shaped by a human population.
  • Faultiness. The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.
  • Femininity. A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.
  • Filtering. A sender's manipulation of information so that it will be seen more favorably by the receiver.
  • Filtering. The deliberate manipulation of information to make it appear more favorable to the receiver.
  • Formal group. A designated workgroup defined by an organization's structure.
  • Geocentric attitude. A world-oriented view that focuses on using the best approaches and people from around the globe.
  • Glass ceiling. The invisible barrier that separates women and minorities from top management positions.
  • Global Leadership and Organizational Behavior Effectiveness program (GLOBE program). The research program that studies cross-cultural leadership behaviors.
  • Global mind set. Attributes that allow a leader to be effective in cross-cultural environments.
  • Impression management. The process by which individuals attempt to control the impression others form of them.
  • Individualism. A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.
  • Institutions. Cultural factors that lead many organizations to have similar structures, especially those factors that might not lead to adaptive consequences.
  • Long-term orientation. A national culture attribute that emphasizes the future, thrift, and persistence.
  • Masculinity. A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.
  • National culture. The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.
  • Mindfulness. Objectively and deliberately evaluating the emotional situation in the moment.
  • Mood. Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
  • Moral emotion. An emotion that have moral implications.
  • Negative affect. A mood dimension that consists of specific negative emotions such as nervousness, stress, and anxiety at the high end.
  • Outgroup. The inverse of an ingroup, which can mean everyone outside the group, but more usually an identified other group.
  • Reference group. An important group to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
  • Persuasion skills. Skills that enable a person to influence others to change their minds or behavior.
  • Political skill. The ability to influence others in such a way as to enhance one's objectives.
  • Power distance. A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
  • Uncertainty avoidance. A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
  • Polycentric attitude. The view that the managers in the host country know the best work approaches and practices for running their businesses.
  • Psychopathy. The tendency for a lack of concern for others and lack of guilt or remorse when actions cause harm.
  • Prejudice. A preconceived belief, opinion, or judgment toward a person or a group of people.
  • Stereotyping. Judging a person based on a perception of a group to which that person belongs.
  • Stereotyping. Judging a person based on a perception of a group to which that person belongs.
  • Stereotyping. Judging someone on the basis of our perception of the group to which that person belongs.
  • Strong culture. A culture in which the core values are intensely held and widely shared.
  • Referent. A person, system, or self against which individuals compare themselves to assess equity.
  • Relationship conflict. Conflict based on interpersonal relationships.
  • Relationship conflict. A conflict based on interpersonal relationships.

Methods

Instruments

Practices

The successor lecture is Group Decisions Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also