Management Chapter 11

Front 1

The stable pychological traits and behavioral attributes that give a person his or her identity.

Back 1

Personality

Front 2

The big 5 Personality Dimensions are...

Back 2

1. extroversion
2. agreeableness
3. conscientiousness
4. emotional stability
5. openness to experience

Front 3

How outgoing, talkative, sociable, and assertive a person is.

Back 3

Extroversion

Front 4

How trusting, good natured, cooperative, and soft-hearted one is.

Back 4

Agreeableness

Front 5

How dependable, responsible, achievement-oriented, and persistent one is.

Back 5

Conscientiousness

Front 6

How relaxed, secure, and unworried one is.

Back 6

Emotional stability

Front 7

How intellectual, imaginative, curious, and broad-minded one is.

Back 7

Openness to experience

Front 8

Someone who is more apt to take initiative and persevere to influence the environment.

Back 8

Proactive personality

Front 9

5 personality traits important in an organization are...

Back 9

1. Locus of control
2. self-efficacy
3. self-esteem
4. self-monitoring
5. emotional intelligence.

Front 10

Indicates how much people believe they control their fate through their own efforts.

Back 10

Locus of control

Front 11

means you believe you control your own destiny

* like jobs requiring high initiative, and lower compliance

Back 11

Internal locus of control

Front 12

Means you believe outside forces control your destiny

* like highly structured jobs, greater compliance

Back 12

External locus of control

Front 13

The belief in one's ability to do a task

Back 13

Self-efficacy

Front 14

The debilitating lack of faith in one's ability to control one's environment.

Back 14

Learned helplessness

Front 15

The extent to which people like or dislike themselves, their overall self evalutation.

Back 15

Self-esteem.

Front 16

The extent to which people are able to observe their own behavior and adapt it to external situations.

Back 16

Self-monitoring

Front 17

The ability to cope, empathize with others, and be self-motivated.

Back 17

Emotional intelligence

Front 18

4 traits of emotional intelligence

Back 18

1. self-awareness
2. self-management
3. social awareness
4. relationship management

Front 19

Is dedicated to better understanding and management of people at work.

Back 19

Organizational behavior.

Front 20

Abstract ideals that guide one's thinking and behavior across all situations.

Back 20

Values

Front 21

A learned predisposition toward a given object.

Back 21

Attitude.

Front 22

Componenet of attitude:

Consists of the feelings or emotions one has about a situation

Back 22

Affective component of an attitude.

Front 23

Componenet of attitude:

Consists of the beliefs and knowledge one has about a situation.

Back 23

Cognitive component of an attitude.

Front 24

Componenet of attitude:

Refers to how one intends or expects to behave toward a situation.

Back 24

Behavioral component of an attitude.

Front 25

The psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior.

Back 25

Cognitive Dissonance.

Front 26

A person's actions and judgements

Back 26

Behavior

Front 27

The extent to which you feel positively or negatively about various aspects of your work.

Back 27

Job Satisfaction.

Front 28

The extent to which you identify or are personally involved with your job.

Back 28

Job Involvement

Front 29

Reflects the extent to which an employee indentifies with an organization and is committed to its goals.

Back 29

Organizational Committment

Front 30

There is a strong positive relationship between ______________ and job satisfaction.

Back 30

Organizational committment.

Front 31

When an employee doesn't show up for work.

Back 31

Absenteeism

Front 32

When employees leave their job.

Back 32

Turnover

Front 33

Those employee behaviors that are not directly part of employee's job descriptions- - that exeed their work-role requirements.

Back 33

Organizational citizenship behaviors.

Front 34

Types of behavior that harm employees and the organization as a whole.

Back 34

Counterproductive work behaviors.

Front 35

The process of interpreting and understanding one's environment.

Back 35

Perception

Front 36

What are the 4 steps in the perceptual process?

Back 36

1. Selective Attention
2. Interpretation and Evaluation
3. Storing in memory
4. Retrieving from memory to make judgements and decisions.

Front 37

The tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's beliefs.

Back 37

Selective Perception

Front 38

The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs.

Back 38

Stereotyping.

Front 39

A stereotype:

The belief that differing traits and abilities make males and females particularly well suited to different roles.

Back 39

Sex-role stereotype.

Front 40

A stereotype:

Tend to depict older workers as less involved in their work, less satisfied, less motivated, and less committed than younger workers.

Back 40

Age Stereotype.

Front 41

Happens when we form an impression of an individual based on a single trait.

Back 41

Halo effect

Front 42

The activity of inferring causes for observed behavior.

Back 42

Causal attribution.

Front 43

Type of Bias:

People attribute another person's behavior to his or her personal characteristics rather than to situational factors.

Back 43

Fundamental attribution bias

Front 44

Type of Bias:

People tend to take more personal responsability for success than for failure.

Back 44

Self-serving Bias

Front 45

Describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.

Back 45

Self-fulfilling prophecy.

Front 46

The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them efficiently.

Back 46

Stress

Front 47

People who have this are involved involved in a chronic, determined struggle to accomplish more in less time.

Back 47

Type A behavior pattern.

Front 48

Sets of behaviors that people expect of occupents of a position.

Back 48

Roles

Front 49

A state of emotional, mental, and even pysical exhaustion.

Back 49

Burnout

Front 50

Aministrative changes that managers can make to reduce the stressors that lead to employee burnout.

Back 50

Buffers

Front 51

Include a host of programs aimed at helping employees cope with stressors.

Back 51

Employee assistance programs.

Front 52

This focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness.

Back 52

Holistic Wellness Program