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49 Cards in this Set
- Front
- Back
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Culture
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The learned and shared way of thinking and acting among a group of people or society
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Cultural intelligence
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the ability to identify, understand, and act with sensitivity and effectiveness in cross-cultural situations.
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Values and national culture
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Cultures vary in underlying patterns of values and attitudes
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Hofstede’s five dimensions of national culture:
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Power distance
Uncertainty avoidance Individualism-collectivism Masculinity-femininity Long-term/short-term orientation. |
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Power distance
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The willingness of a culture to accept status and power differences among members.
Respect for hierarchy and rank in organizations. |
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Uncertainty avoidance
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The cultural tendency toward discomfort with risk and ambiguity.
Preference for structured versus unstructured organizational situations. |
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Individualism-collectivism
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The cultural tendency to emphasize individual self-interests or group relationships
Preferences for working individually or in groups. |
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Masculinity-femininity
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The tendency of a culture to value stereotypical masculine or feminine traits.
Emphasizes competition/assertiveness versus interpersonal sensitivity/relationships. |
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Long-term/short-term orientation
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The tendency of a culture to emphasize future-oriented values versus present-oriented values.
Adoption of long-term or short-term performance horizons. |
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Values
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Broad preferences concerning appropriate courses of action or outcomes.
Values influence behavior and attitudes. |
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Terminal values
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reflect a person’s preferences concerning the “ends” to be achieved
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Instrumental values
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reflect a person’s beliefs about the means for achieving desired ends
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Gordon Allport’s values categories
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Theoretical values
Economic values Aesthetic values Social values Political values Religious values |
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Maglino’s categories of workplace values
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Achievement
Helping and concern for others Honesty Fairness |
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Value congruence
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occurs when individuals express positive feelings upon encountering others who exhibit values similar to their own
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Personality
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The overall profile or combination of characteristics that capture the unique nature of a person as that person reacts and interacts with others.
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Heredity and environment
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Heredity sets the limits on the development of personality characteristics
Environment determines development within these limits About a 50-50 heredity-environment split |
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Personality dynamics
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The ways in which an individual integrates and organizes social traits, values and motives, personal conceptions, and emotional adjustments
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Self-concept
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The view individuals have of themselves as physical, social, and spiritual or moral beings
Self-esteem Self-efficacy |
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“Big Five” personality dimensions
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Extraversion
Being outgoing, sociable, assertive Agreeableness Being good-natured, trusting, cooperative Conscientiousness Being responsible, dependable, persistent Emotional stability Being unworried, secure, relaxed Openness to experience Being imaginative, curious, broad-minded |
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Social traits
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Surface-level traits that reflect the way a person appears to others when interacting in various social settings
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Information gathering
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Getting and organizing data for use
Styles range from sensation to intuitive |
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Evaluation in problem solving
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Making judgments about how to deal with information once it has been collected
Styles vary from an emphasis on feeling to an emphasis on thinking |
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Personal conception traits
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The way individuals tend to think about their social and physical settings as well as their major beliefs and personal orientation concerning a range of issues
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Locus of control
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The extent to which a person feels able to control his/her own life
Concerned with a person’s internal-external orientation |
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Authoritarianism
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Tendency to adhere rigidly to conventional values and to obey recognized authority
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Dogmatism
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Tendency to view the world as a threatening place
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People with a high-Machiavellian personality:
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Approach situations logically and thoughtfully.
Are capable of lying to achieve personal goals. Are rarely swayed by loyalty, friendships, past promises, or others’ opinions. |
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People with a low-Machiavellian personality:
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Accept direction imposed by others in loosely structured situations
Work hard to do well in highly structured situations |
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Self-monitoring
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A person’s ability to adjust his/her behavior to external, situational (environmental) factors
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Emotional adjustment traits
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How much an individual experiences distress or displays unacceptable acts.
Type A orientation Type B orientation |
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Stress
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A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities
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Source of stress
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Stressors
The wide variety of things that cause stress for individuals Types of stressors Work-related stressors Life stressors |
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Work-related stressors
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Task demands
Role ambiguities Role conflicts Ethical dilemmas Interpersonal problems Career developments Physical setting |
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Life stressors
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Family events
Economic difficulties Personal affairs |
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Stress and performance
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Constructive stress (or eustress)
Moderate levels of stress act in a positive way for both individuals and organization Destructive stress (or distress) Low and especially high levels of stress act in a negative way for both individuals and organization Job burnout A loss of interest in and satisfaction with a job due to stressful working conditions |
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Stress and health
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Stress can harm a person’s physical and psychological health
Health problems associated with stress Heart attack. Stroke. Hypertension. Migraine headache. |
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Stress management
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Stress prevention
Taking action to keep stress from reaching destructive levels in the first place Stress management Begins with the recognition of stress symptoms and continues with actions to maintain a positive performance edge Personal wellness Pursuit of one’s job and career goals with the support of a personal health promotion program Employee assistance programs Provide help for employees who are experiencing personal problems and related stress |
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Workforce diversity
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The presence of individual human characteristics that make people different from one another
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Stereotyping
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occurs when one thinks of an individual belonging to a group and the characteristics commonly associated with the group are assigned to the individual in question
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Equal employment opportunity
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Nondiscriminatory employment decisions
No intent to exclude or disadvantage legally protected groups Affirmative action Remedial actions for proven discrimination or statistical imbalance in workforce |
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Demographic characteristics
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The background characteristics that help shape what a person becomes
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Gender
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No consistent differences between men and women in:
Problem-solving abilities Analytical skills Competitive drive Motivation Learning ability Sociability |
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Age
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Aging workforce
Older workers are more susceptible to stereotyping Experienced workers, who are usually older, tend to perform well, be absent less, and have low turnover |
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Able-bodiedness
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Despite evidence of effective job performance, most disabled persons are unemployed
Most disabled persons want to work More firms are likely to hire disabled workers in the future |
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Racial and ethnic groups
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African Americans, Asian Americans, and Hispanic Americans make up an ever-increasing percentage of the American workforce
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Important lessons regarding demographic characteristics
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Respect and deal with the needs and concerns of people with different demographics
Avoid linking demographics to stereotypes Demography is not a good indicator of individual-job fits |
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Aptitude
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A person’s capability of learning something
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Ability
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A person’s existing capacity to perform the various tasks needed for a given job
Includes relevant knowledge and skills |
