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77 Cards in this Set
- Front
- Back
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Consists of the stable psychological traits and behavioral attributes that give a person his or her identity.
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personality
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extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience are called?
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Big Five personality dimensions
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how outgoing, talkative, sociable, and assertive a person is. Associated with success for managers and sales people.
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Extroversion
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How trusting, good-natured, cooperative, and soft-hearted one is.
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Agreeableness
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how dependable, responsible, achievement-oriented, and persistent one is. strongest positive correlation with job performance and training performance.
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Conscientiousness
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How relaxed, secure, and unworried one is.
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Emotional Stability
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How intellectual, imaginative, curious, and broad-minded one is
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Openness to experience.
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are used to score people on each dimension to draw a person's personality profile that is supposedly as unique as his or her fingerprints.
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Standardized Personality tests
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someone who is more apt to take initiative and persevere to influence the environment. Score well on big five dimension of conscientiousness = good worker and success with entrepreneurship.
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proactive personality
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indicates how much people believe they control their fate through their own efforts
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locus of control
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you believe you control your own destiny. Experience less anxiety, greater work motivation, and strong expectations that effort leads to performance.
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internal locus of control
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you believe external forces control you.
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external locus of control
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belief in one's personal ability to do a task. Personal belief that you have what it takes to succeed.
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self-efficacy
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the debilitating lack of faith in one's ability to control one's environment.
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learned helplessness.
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the extent to which people like or dislike themselves, their overall self-evaluation.
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self-esteem.
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more apt to handle failure better, to emphasize the positive, to take more risks, and to choose more unconventional jobs.
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people with high self-esteem
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confronted with failure have been found to have focused on their weaknesses to have had primarily negative thoughts.
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people with low self-esteem
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Low self-esteem can be raised more by having a person think of ________characteristics ________ rather than undesirable characteristics from which he or she is free.
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desirable, possesed
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Reinforce employees' positive attributes and skills.
provide feedback whenever possible. break larger projects into smaller tasks and projects. express confidence in employees' abilities to complete their tasks.Provide coaching whenever employees are seen to be struggling to complete tasks. |
some ways in which managers can build employee self-esteem
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the extent to which people are abl to observe their own behavior and adapt it to external situations.
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self-monitoring
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people in top management are more apt to be ____________
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high self-montiros able to play different roles.
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Daniel Goleman argued that the most important attribute in a leader is __________, the ability to cope, empathize with others, and be self-motivated.
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emotional intelligence
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self-awareness, self-management, social awareness, and relationship management
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traits of emotional intelligence
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the most essential traits. this is the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others.
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self-awareness
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ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.
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self-management
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empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others.
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social awareness
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this is the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.
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relationship management
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11.2
is dedicated to better understanding and management of people at work.tries to help managers not only explain workplace behavior but also to predict it, so that they can better lead and motivate their employees to perform productively. |
organizational behavior
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attributes as values, attitudes, personality, perception, and learning
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individual behavior.
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discuss norms, roles, and teams.
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group behavior
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are abstract ideals that guide one's thinking and behavior across all situations.
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values
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are those concepts, principles, things, people, or activities for which a person is willing to work hard-even make sacrifices for
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values
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compensation, recognition, and status are
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common values in the workplace.
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are abstract ideals-global beliefs and feelings- that are directed toward all objects, people, or events. tend to be consistent both over time and over related situation.
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values
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defined as a learned predisposition toward a given object. are beliefs and feelings that are directed toward specific objects, people, or events.
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attitude.
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"I feel." consists of the feelings or emotions one has about a situation.
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affective component of an attitude
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"I believe." consists of the beliefs and knowledge one has about a situation.
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cognitive component
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"I intend." also known as the intentional component, refers to how one intends or expects to behave toward a situation.
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behavioral component
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Leon Festinger proposed the term ____ to describe the psychological discomfort a person experience between his or her cognitive attitude and incompatible behavior
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cognitive dissonance
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how they deal with discomfort of "dissonance" or tension of the inconsistency
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Importance, Control, Rewards
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Reducing cognitive dissonance
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change your attitude and/or behavior
belittle the importance of the inconsistent behavior. find consonant elements that outweigh the dissonance ones. |
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their actions and judgments
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behavior
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a manager may put a positive value on helpful behavior (global) yet may have a negative attitude toward helping an unethical co-worker(specific)
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values (global) and attitudes (specific) ARE GENERALLY IN HARMONY, BUT NOT ALWAYS
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attitudes are important, the reason being that attitudes affect _____.
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behavior
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is the extent to which you feel positively or negatively about various aspects of your work.
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job satisfaction
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overall satisfaction depends on how they feel about several components, such as
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work, pay, promotions, co-workers, and supervision.
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_____and ____ are moderately related, meaning that employee job satisfaction is a key work attitude managers should consider when trying to increase performance
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job satisfaction and performance
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the relationship between satisfaction and performance is
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complex and it seems that both variable influence each other through a host of individual differences and work-environment characteristics.
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the extent to which you identify or are personally involved with your job.
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job involvement
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reflects the extent to which an employee identifies with an organization and is committed to its goals.
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organizational commitment
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the process of interpreting and understanding one's environment
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perception
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four steps in the
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perceptual process
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did i notice something?
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selective attention
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what was it i noticed and what does it mean?
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interpretation and evaluation
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remember it as an event, concept, person, or all three?
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storing in memory
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what do i recall about it?
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retrieving from memory to make judgments and decisions
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selective perception, stereotyping, the halo effect, and causal attribution
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four distortions in perception
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the tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's beliefs.
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selective perception
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the tendency to attribute to an individual the characteristics one believes are typical of the group to which the individual belongs.
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stereotyping
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the belief that differing traits and abilities make males and females particuarly well suited to different roles
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sex-role stereotype
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the process of interpreting and understanding one's environment
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perception
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four steps in the
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perceptual process
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did i notice something?
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selective attention
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what was it i noticed and what does it mean?
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interpretation and evaluation
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remember it as an event, concept, person, or all three?
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storing in memory
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what do i recall about it?
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retrieving from memory to make judgments and decisions
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selective perception, stereotyping, the halo effect, and causal attribution
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four distortions in perception
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the tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's beliefs.
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selective perception
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the tendency to attribute to an individual the characteristics one believes are typical of the group to which the individual belongs.
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stereotyping
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the belief that differing traits and abilities make males and females particuarly well suited to different roles
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sex-role stereotype
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tend to depict older workers as less involved in their work
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age tereotypes
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race/ethnicity stereotypes
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race/ethnicity stereotypes
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in which we form an impression of an individual based on a single trait
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halo effect.
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the activity of inferring causes for observed behavior
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causal attribution
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people attribute another person's behavior to his or her personal characteristics rather than to situational factors
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fundamental attribution bias
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people tend to take more personal responsibility for success than for failure
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self-serving bias
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describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectation come true
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self-fulfilling prophecy
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