Match the category to its parts.

Performance Management components

Five Bases of Power

Rational Decision Making Stages

Decision$-$making Biases$/$Judgmental Heuristics

Evidence$-$based Decision$-$making

Decision$-$making Styles

Decision$-$Making Style Dimensions

Advantages of Group Decision Making

Processes that organizations use to embed organizational culture

Types of culture in companies $($competing values of flex$-$stable; internatl$-$external$)$

Three$-$phase model of organizational socialization

Socialization Tactics

Organizational Culture Drivers

Locus of Control

$.$

Big Five Personality Dimensions

Core Self$-$evaluation traits

Theory of Multiple Intelligences $($Howard Gardner$).$

Forms of Position Power

Disadvantages of Group Decision Making

Creative Performance Behaviors

Forms of Personal Power

A$.$

Founder$$s values, Industry, National culture, Organization$$s vision, Behavior of leaders

B$.$

Clan, Hierarchy, Adhocracy, Market

C$.$

Identify the Problem or Opportunity, Generate Alternative Solutions, Evaluate Alternatives and Select a Solution, Implement and Evaluate the Solution Chosen

D$.$

Social Pressure $($desire to look good in front of others$),$ Few Dominant Participants $($overly influenced by just one or a few$),$ Goal Displacement $($primary goal is overridden by a secondary goal$),$ Groupthink

E$.$

Collective $($grouping$),$ Formal $($segretating$),$ Sequential $($progession of steps$),$ Fixed $($timetable$),$ Serial $($helped by experienced member$),$ Investiture $($use of title$)$

F$.$

Self$-$efficacy, Self esteem, Locus of control, Emotional stability

G$.$

Problem Formulation $($efining the problem$),$ Preparation $($information gathering$),$ Idea Generation $($brainstorming$),$ Idea Evaluation $($select the most promising idea$)$

H$.$

Directive, Analytical, Conceptual, Behavioral

I.

How much personal responsibility we take for our behavior and its consequences $($internal$,$ external$)$

J$.$

Value Orientation $($extent to which an individual values task$/$technical or people$/$social$),$ Tolerance for Ambiguity $($extent to which a person needs structure or control$)$

K$.$

Extroversion, Agreeableness, Conscientiousness, Emotional Stability, Openness to Experience

L$.$

Define Performance, Monitor and Evaluate, Review, Provide Consequences

M$.$

Expert, Referent

N$.$

Anticipatory, Encounter, Change$/$Acquisition

O$.$

Confirmation, Overconfidence, Availability, Representativeness, Anchoring, Hindsight, Framing, Escalation of Commitment

P$.$

Process of conscientiously using the best available data and evidence when making managerial decisions

Q$.$

Greater Pool of Knowledge, Different Approaches, Greater Commitment, Better Understanding of Rationale, More Visible Role Modeling

R$.$

Legitimate, Reward, Covert

S$.$

Legitimate, Reward, Covert, Expert, Referent

T$.$

Socialization and Mentoring

U$.$

Linguistic, Logical$-$Mathematical, Musical, Bodily$-$Kinesthetic, Spatial, Interpersonal, Intrapersonal, Naturalist