Mgt Chapter 12

Front 1

Ambition

Back 1

the desire to succeed and reach for high goals

Front 2

Perception

Back 2

the process through which people receive and interpret information from the environment

Front 3

4 Perceptual Distortions

Back 3

Stereotypes
Halo effects
Selective perception
Projection

Front 4

Stereotype

Back 4

assigns attributes commonly associated with a group to an individual

Front 5

Halo Effect

Back 5

uses one attribute to develop an overall impression of a person or situation

Front 6

Selective Perception

Back 6

focuses attention on things consistent with existing beliefs, needs, or actions

Front 7

Projection

Back 7

assigns personal attributes to other individuals

Front 8

What can cause attribution errors?

Back 8

Perception

Front 9

Attribution

Back 9

the process of creating explanations for events

Front 10

Fundamental Attribution Error

Back 10

overestimates internal factors and underestimates external factors as influences on someone's behavior (tendency to blame other people when things go wrong-bad student b/c no ability)

Front 11

Self-serving Bias

Back 11

underestimates internal factors and overestimates external factors as influences on someone's behavior (you did no wrong)

Front 12

Impression Management

Back 12

tries to create desired perceptions in the eyes of others

Front 13

Personality

Back 13

the profile of characteristics making a person unique from others

Front 14

Big 5 Personality Traits

Back 14

1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
5. Openness to experience

Front 15

4 Dimensions of Myers-Briggss Type Indicator

Back 15

1. Extraversion vs. introversion (EI)
2. Sensing vs. intuitive (SN)
3. Thinking vs. feeling (TF)
4. Judging vs. perceiving (JP)

Front 16

Sensing vs. intuitive

Back 16

whether a person tends to focus on details or on the big picture in dealing with problems

Front 17

Thinking vs. feeling

Back 17

logic or emotions

Front 18

Judging vs. perceiving

Back 18

whether a person prefers order and control or acts with flexibility and spontaneity

Front 19

5 other personality traits that can influence how people behave and work together

Back 19

1. Locus of control
2. Authoritarianism
3. Type A orientation
4. Machiavellianism
5. Self-monitoring

Front 20

Locus of Control

Back 20

the extent to which one believes what happens is within one's control (internal vs external)

Front 21

Authoritarianism

Back 21

the degree to which a person defers to authority and accepts status differences

Front 22

Machiavellianism

Back 22

the degree to which someone uses power manipulatively

Front 23

Self-monitoring

Back 23

the degree to which someone is able to adjust behavior in response to external factors

Front 24

Stress

Back 24

a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities

Front 25

Type A Personality

Back 25

oriented toward extreme achievement, impatience, and perfectionism

Front 26

Constructive Stress

Back 26

a positive influence on effort, creativity, and diligence in work

Front 27

Destructive Stress

Back 27

a negative influence on one's performance

Front 28

Job Burnout

Back 28

the physical and mental exhaustion from work stress

Front 29

Workplace Rage

Back 29

aggressive behavior toward co-workers or the work setting

Front 30

Personal Wellness

Back 30

the pursuit of a personal health-promotion program

Front 31

3 Components of Attitude

Back 31

cognitive
affective/emotional
behavioral

Front 32

Cognitive Component

Back 32

reflects a belief or value

Front 33

Affective or Emotional Component

Back 33

reflects a specific feeling

Front 34

Behavioral Component

Back 34

reflects an intention to behave consistent with the belief and feeling (cognitive and affective/emotional)

Front 35

Attitude

Back 35

a predisposition to act in a certain way

Front 36

Cognitive Dissonance

Back 36

discomfort felt when attitude and behavior are inconsistent

Front 37

Job Satisfaction

Back 37

the degree to which an individual feels positive about a job and work experience

Front 38

Withdrawal Behaviors

Back 38

include absenteeism and turnover

Front 39

Absenteeism

Back 39

not showing up for work

Front 40

Turnover

Back 40

quitting one's job

Front 41

Organizational Citizenship Behaviors

Back 41

things people do to go the extra mile in their work

Front 42

Employee Engagement

Back 42

a strong sense of belonging and connection with one's work and employer

Front 43

Job satisfaction influences ______________.

Back 43

work behavior

Front 44

3 Relationships between job satisfaction and performance

Back 44

1. Satisfaction --> performance
2. Performance --> satisfaction
3. Performance --> reward --> satisfaction

Front 45

Emotional Intelligence (EI)

Back 45

an ability to understand emotions and manage relationships effectively

Front 46

Emotions

Back 46

strong feelings directed toward someone or something

Front 47

Moods

Back 47

generalized positive and negative feelings or states of mind

Front 48

Mood Contagion

Back 48

the spillover of one's positive or negative moods onto others