Social Rationale Quarter

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

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

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

• Means, motive, and opportunity

Practices

The successor lecture is Group Decisions Quarter.