Management Test 3

Front 1

soliciting feedback

Back 1

seeking feedback to enhanceself-awareness improves performance and job satisfaction

Front 2

self assessment

Back 2

reflection to gain insights intooneself from the results of self-assessment instruments

Front 3

job satisfaction

Back 3

a positive attitude toward one’s job

Front 4

stereotyping

Back 4

generalizingabout agroup orindividual

Front 5

halo effect

Back 5

impression based on one characteristic

Front 6

fundamental attribution error

Back 6

underestimating the influence ofexternal factors and overestimating the influence of internal factors

Front 7

extroversion

Back 7

the degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships

Front 8

agreeableness

Back 8

the degree to which a person is able to get along with others by being good-natured, likable, cooperative, forgiving, understanding, and trusting

Front 9

conscientiousness

Back 9

the degree to which a person is focused on a few goals, thus behaving in ways that are responsible, dependable, persistent, and achievement-orientated

Front 10

emotional stability

Back 10

the degree to which a person is calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure

Front 11

openness to experience

Back 11

the degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas

Front 12

self-serving bias

Back 12

giving too much credit for oneself when ajob is done well, and blaming external factors for failure to perform

Front 13

locus of control

Back 13

responsibilityof success/failure within oneself vs. outside forces

Front 14

self-awareness

Back 14

beingaware of the internal aspects of one’s nature, such as personality traits,beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect people

Front 15

self-management

Back 15

the ability to control disruptive or harmful emotions and balance one's moods so that worry, anxiety, fear, and anger do not cloud thinking and get in the way of what needs to get done

Front 16

social awareness

Back 16

the ability to understand others and practice empathy, which means being able to put yourself in someone else's shoes, to recognize what others are feeling without them needing to tell you

Front 17

relationship management

Back 17

the ability to connect others, build positive relationships, respond to the emotions of others, and influence others

Front 18

type A behavior

Back 18

pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work

Front 19

type B behavior

Back 19

pattern that lacks type A characteristics and includes more balanced, relaxed lifestyle

Front 20

intrinsic rewards

Back 20

satisfactions that a person receives in the process of performing a particular action. the completion of a completion of a complex task may bestow a pleasant feeling of accomplishment, or solving a problem that benefits others may fulfill a personal mission

Front 21

extrinsic rewards

Back 21

are given by another person, typically a manager, and include person, typically a manager, and include promotions, praise, and pay increasing. they originate externally, as a result of pleasing others

Front 22

need for achievement

Back 22

the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others

Front 23

need for affiliation

Back 23

the desire to form close personal relationships, avoid conflict, and establish warm friendships

Front 24

need for power

Back 24

the desire to influence or control others, be responsible for others, and have authority over others

Front 25

behavior modification

Back 25

reinforcement theory techniques used to modify behavior

Front 26

reinforcement

Back 26

anything that causes a behavior to be repeated or inhibited

Front 27

law of effect

Back 27

positively reinforced behavior tends to be repeated and unreinforced behavior inhibited

Front 28

extinction

Back 28

withholding of a positive reward

Front 29

punishment

Back 29

imposition of unpleasant outcomes on an employee

Front 30

avoidance learning

Back 30

removal of an unpleasant consequence once a behavior is improved

Front 31

positive reinforcement

Back 31

pleasant and rewarding consequences following a desired behavior

Front 32

job rotation

Back 32

move employees systematically form one job to another to provide variety and stimulation

Front 33

job enlargement

Back 33

combine a series of small tasks into one new, broader job so that people perform a variety of actions

Front 34

job enrichment

Back 34

incorporating high-level motivators into the work, including responsibility, recognition, and opportunities for growth, learning, and achievement

Front 35

boundary-spanning roles

Back 35

link and coordinate the organization with external environment

Front 36

business intelligence

Back 36

results from using sophisticated software to search through internal and external data to spot patterns, trends ,and relationships that might be significant

Front 37

big data analytics

Back 37

searching and examining massive, complex sets of data to uncover hidden patterns and correlations and make better decisions

Front 38

mergers

Back 38

occurs when tow or more organizations combine to become one

Front 39

joint ventures

Back 39

strategic alliance or program by two or more or more organizations

Front 40

affirmative action

Back 40

requiresemployers to take positive steps to guarantee equal employment opportunitiesfor people of protected groups

Front 41

discrimination

Back 41

thehiring or promotion of applicants based on criteria that are not job relevant

Front 42

job analysis

Back 42

systematicprocess of gathering information about the responsibilities of a job

Front 43

job description

Back 43

summaryof the duties of a job

Front 44

job specification

Back 44

characteristicsrequired to perform the job

Front 45

stereotyping

Back 45

placingan employee into a class or category based on a few characteristics

Front 46

stereotypes

Back 46

rigid, exaggerated, and irrational beliefs

Front 47

pluralism

Back 47

an organization accommodates several subcultures

Front 48

ethnorelativism

Back 48

belief that groups and subcultures are inherently equal

Front 49

glass-ceiling

Back 49

aninvisible barrier that exists for women and minorities that limits their upwardmobility in organizations