Mgt 300 Quiz #1

Front 1

Big Five Personality Traits

Back 1

Extraversion, Negative Affectivity, Agreeableness, Conscientiousness, Openness to Experience

Front 2

Extraversion

Back 2

someone who has positive emotions and feels good about themselves and the world

Front 3

Negative Affectivity

Back 3

tendency to have negative emotions and moods, feel distressed, and be critical of oneself and others.

Front 4

Managers high on negative affectivity are

Back 4

angry and dissatisfied and complain about their own and others’ lack of progress

Front 5

Agreeableness

Back 5

the tendency to get along well with others

Front 6

Managers with low agreeableness are

Back 6

distrustful, unsympathetic, uncooperative, and antagonistic

Front 7

Conscientiousness

Back 7

the tendency to be careful, scrupulous, and persevering.

Front 8

Openness to Experience

Back 8

the tendency to be original, have broad interests, and be open to a wide range of experiences.

Front 9

Internal Locus of Control

Back 9

the tendency to locate responsibility for one’s fate on oneself.

Front 10

External Locus of Control

Back 10

the tendency to blame one’s fate on outside forces and that one’s own behavior has little impact on outcomes.

Front 11

Self Esteem

Back 11

the degree to which individuals feel good about themselves and their capabilities

Front 12

Need for Achievement

Back 12

the extent to which a person pushes themselves to perform well

Front 13

Need for Affiliation

Back 13

the extent to which a person feels a need to establish and maintain good relationships

Front 14

Need for Power

Back 14

the extent to which a person desires to control or influence others.

Front 15

Terminal Values

Back 15

a lifelong goal or objective that a person seeks to achieve

Front 16

Instrumental Value

Back 16

a personal conviction about desired modes of conduct or ways of behaving.

Front 17

How many values of each type are there in Milton Rokeach’s studies?

Back 17

18

Front 18

Value System

Back 18

the terminal and instrumental values that are guiding principles in a person’s life

Front 19

Job Satisfaction

Back 19

the collection of feelings and beliefs that managers have about their current jobs.

Front 20

OCB – What does it stand for and what does it mean?

Back 20

Stands for organizational citizenship behaviors. They are behaviors that are not required of members but that are necessary for success in the organization

Front 21

Emotional Intelligence

Back 21

the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people

Front 22

Culture is

Back 22

the shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve goals.

Front 23

ASA – What does it stand for? What does it mean?

Back 23

“attraction-selection-attrition”. A model that claims that managers or founders of a company will hire people whose personalities are similar to their own.

Front 24

Organizational Socialization

Back 24

the process by which newcomers lean an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.

Front 25

Definition of Motivation

Back 25

psychological forces that determine the direction of a person’s behavior in an organization, their level of effort, and their persistence

Front 26

Element of Motivation – Direction of a person’s behavior

Back 26

the many possible behaviors that person could engage in.

Front 27

Element of Motivation – Effort

Back 27

how hard people work.

Front 28

Element of Motivation – Persistence

Back 28

whether, when faced with challenges, people keep trying or give up.

Front 29

Intrinsic Motivation

Back 29

a behavior that is performed for its own sake – the motivation comes from doing the work.

Front 30

Who was William McDonough? What did he do?

Back 30

He was an environmental designer who advocated “cradle-to-cradle design”.

Front 31

Extrinsic Motivation

Back 31

behavior that is performed to acquire material or social rewards or to avoid punishment.

Front 32

3 Factors of Motivation

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1.) workers’ own personal characteristics 2.) the nature of their jobs 3.) the nature of the organization

Front 33

Inputs (give examples)

Back 33

anything a person contributes to a job. Examples are time, effort, education, and experience.

Front 34

Performance

Back 34

Contributes to organizational efficiency, effectiveness, and the attainment of goals

Front 35

Outcomes

Back 35

anything a person gets from a job. Includes pay, benefits, satisfaction, and pleasure.

Front 36

Expectancy Theory claims that

Back 36

motivation is high when workers believe that high levels of effort lead to high performance which leads to desired outcomes.

Front 37

Expectancy

Back 37

in expectancy theory, a person’s belief about how the extent to which his effort will affect the outcome. (Will I get a C no matter how hard I study?)

Front 38

Instrumentality

Back 38

in expectancy theory, a person’s belief about the extent to which performance at a certain level results in the attainment of outcomes.

Front 39

Valence

Back 39

in expectancy theory, how desirable each of the outcomes available from a job is to a person. In other words, how much a person wants the reward.

Front 40

Maslow’s Hierarchy of Needs

Back 40

an arrangement of five basic needs that motivate behavior.

Front 41

What are the 5 levels of needs from lowest to highest?

Back 41

Physiological, safety, belongingness, esteem, and self-actualization

Front 42

Herzberg’s Motivation-Hygiene Theory

Back 42

distinguishes between motivator needs related to the nature of the work, and hygiene needs related to the physical context. Motivator needs must be met for job satisfaction to be high.

Front 43

2 Factors of the Herzberg Approach

Back 43

1.) outcomes that can lead to high levels of motivation and job satisfaction 2.) outcomes that can prevent people from being dissatisfied

Front 44

McClelland’s Needs Theory

Back 44

Highlights the needs for achievement, affiliation, and power.

Front 45

Equity Theory

Back 45

focuses on people’s perception of the fairness of their work outcomes relative to their work inputs.

Front 46

3 Factors of Equity Theory

Back 46

1.) relative rather than absolute levels of outcome 2.) the referent – another group that is similar to yourself 3.) perceptions of outcomes and inputs relative to a referent’s

Front 47

Underpayment Inequity

Back 47

when a person believes his outcome-input ratio os lower that that of a referent.

Front 48

How do you fix underpayment inequity?

Back 48

change perceptions of ratio to match reality, leave organization.

Front 49

Overpayment Inequity

Back 49

when a person believes that his outcome-input ratio is higher than that of a referent..

Front 50

How do you fix overpayment inequity?

Back 50

realization that they are contributing more than actually thought/referent’s inputs are lower

Front 51

Goal Setting Theory

Back 51

focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why these goals have these effects.

Front 52

Goal Setting Theory states that goals must be ______ and _______

Back 52

specific and difficult.

Front 53

Goal Setting Theory states that members must receive _________

Back 53

feedback

Front 54

In Goal Setting Theory, Specific and Difficult goals cause people to develop _______ _______

Back 54

action plans

Front 55

Operant Conditioning Theory

Back 55

people learn to perform behaviors that lead to desired consequences and lean not to perform behaviors that lead to undesired consequences.

Front 56

In Operant Conditioning Theory, positive reinforcement refers to

Back 56

giving people outcomes they desire when they perform functional behaviors

Front 57

In Operant Conditioning Theory, negative reinforcement refers to

Back 57

eliminating or removing undesired outcomes when people perform functional behaviors.

Front 58

In Operant Conditioning Theory, extinction refers to

Back 58

curtailing performance of dysfunctional behaviors by eliminating whatever is reinforcing them.

Front 59

In Operant Conditioning Theory, punishment refers to

Back 59

administering an undesired or negative consequence when dysfunctional behavior occurs.

Front 60

Social Learning Theory

Back 60

takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.

Front 61

In Social Learning Theory, vicarious learning occurs when

Back 61

a person becomes motivated by watching another person perform a task.

Front 62

In Social Learning Theory, self-reinforcement refers to

Back 62

any desired or attractive outcome or reward that person gives to himself or herself for good performance.

Front 63

In Social Learning Theory, self-efficacy refers to

Back 63

a person’s belief about his ability to perform a behavior successfully.