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133 Cards in this Set
- Front
- Back
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Personality |
Refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.
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Traits
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Defined as recurring regularities or trends in people’s responses to their environments. (Adjectives such as responsible, easy-going, polite, and reserved are examples.)
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Cultural Values
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Shared beliefs about desirable end states or modes of conduct in a given culture. (Capturing, “what cultures are like”)
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Conscientiousness
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(one of the “Big Five) These people are dependable, organized, reliable, ambitious, hardworking, and persevering. (It is also the biggest influence on job performance of any of the Big Five.)
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Agreeableness
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(one of the Big Five) These people are warm, kind, cooperative, sympathetic, helpful, and courteous. (Not related job performance.)
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Neuroticism
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(one of the Big Five) These people are nervous, moody, emotional, insecure, and jealous. It is the second most important trait of the Big Five.
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Openness to experience
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These people are curious, imaginative, creative, complex, refined, and sophisticated. (More likely to be valuable in jobs that require high levels of creative performance.)
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Extraversion
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(one of the Big Five) People high in this trait are talkative, sociable, passionate, assertive, bold, and dominant.
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The Big Five
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The basic broad dimensions or “factors” that can be used to summarize our personalities.
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Accomplishment striving
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Reflects a strong desire to accomplish task-related goals as a means of expressing personality. (Typically seen in conscientious employees)
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Communion striving
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Reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. (Typically seen in agreeable employees.)
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Zero acquaintance
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A situation in which two people have just met.
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Status striving
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Reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality.
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Positive affectivity
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A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and eleation. (Synonymous with extroversion)
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Negative affectivity
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A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance. (Synonymous with Neruoticism)
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Differential exposure
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When people are more likely to appraise day-to-day situations as stressful (and therefore feel like they are exposed to stressors more frequently).
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Differential reactivity
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When people are less likely to believe they can cope with the stressors that they experience.
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Locus of control
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When people attribute the causes of events to themselves or to the external environment. Neurotic people tend to hold an EXTERNAL version of this, meaning that they often believe that the events that occur around them are driven by luck, chance, or fate. Less neurotic people tent to have an INTERNAL version of this, meaning that they believe that their own behavior dictates events.
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Myers-Briggs Type Indicator
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Originally created to test a theory of psychological types advanced by psychologist Carl Jung. Evalutates individuals on the basis of four preferences: Extraversion, Sensing, Thinking, and Judging.
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Interests
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Expressions of personality that influence behavior through preferences for certain environments and activities.
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RIASEC Model
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Suggests that interests can be summarized by six different personality types: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional.
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Culture
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The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
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Individualism vs collectivism
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A dimension of cultural values: One side is a loosely knit framework in which people take care of themselves and their immediate family. The other side is a tight social framework in which people take care of the members of a broader ingroup and act loyal to it.
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Power distance
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A dimension of cultural values: A culture low in this, prefers that power be distributed uniformly where possible. If its high, they accept the fact that power is usually distributed unequally.
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Uncertainty avoidance
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A dimension of cultural values: A culture low in this, tolerates uncertain and ambiguous situations and values unusual ideas and behaviors. If its high, the culture feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability.
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Masculinity vs Femininity
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A dimension of cultural values: One side is a culture that values stereotypically male traits such as assertiveness and the acquisition of money and things. The other side values stereotypically female traits such as caring for other and caring about quality of life.
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Short-term vs long-term orientation
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A dimension of cultural values: One side is a culture that stresses values that are more past- and present-oriented, such as respect for tradition and fulfilling obligations. The other side stresses values that are more future-oriented, such as persistence, prudence, and thrift.
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Project GLOBE
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Global Leadership and Organizational Behavior Effectiveness, with the main purpose of examining the impact of culture on the effectiveness of various leader attributes, behaviors, and practices.
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Ethnocentrism
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The propensity to view one’s own cultural values as “right” and those of other cultures as “wrong”.
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Typical performance
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Reflects performance in the routine conditions that surround daily job tasks. Driven by conscientiousness.
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Maximum Performance
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Reflects performance in brief, special circumstances that demand a person’s best effort. Driven by Ability.
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Situational Strength
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Suggests that “strong situations” have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas “weak situations” lack those cues.
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Trait activation
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Suggests that some situations provide cues that trigger the expression of a given trait.
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Integrity tests
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Personality tests that focus specifically on a disposition to engage in theft and other counterproductive behaviors. (Sometimes call an “honesty test”)
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Clear purpose tests
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These ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalization for dishonesty, desire to punish dishonesty, and confessions of past dishonesty.
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Veiled purpose tests
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Do not reference dishonesty explicityly but instead assess more general personality traits that are associated with dishonest acts.
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Faking
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Exaggerating responses to a personality test in a socially desirable fashion.
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Ability
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relatively stable capabilities people have to perform a particular range of different but related activities
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Cognitive ability
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capabilities related to the acquisition and application of knowledge in problem solving
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Verbal ability
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various capabilities associated with understanding and expressing oral and written communication
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Quantitative ability
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two types of mathematical capabilities
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Reasoning ability
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diverse set of abilities associated with sensing and solving problems using insight, rules, and logic
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Spatial ability
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capabilities associated with visual and mental representation and manipulation of objects in space
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Perceptual ability
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being able to perceive, understand, and recall patterns of information
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General cognitive ability
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(g/g factor) underlies or causes all of the more specific cognitive abilities we’ve discussed so far
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Emotional intelligence
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in terms of a set of distinct but related abilities (self-awareness, other awareness, emotion regulations, use of emotions)
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Self-awareness
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appraisal and expression of emotions in oneself, ability to understand types of emotions he/she is experiencing and willingness to acknowledge them and the capability to express them naturally
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Other-awareness
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appraisal and recognition of emotion in others, ability to recognize and understand the emotions other people are feeling
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Emotion regulations
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being able to recover quickly from emotional experiences (ex from book-prius driver being cut off, continue about business and forget about it/ram into person)
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Use of emotions
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degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they're seeking to do (ex-a writer on a time crunch, high use of emotions-psych herself up, low distract herself and slow the progress)
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Strength
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degree to which the body is capable of exerting force
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Stamina
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ability of a person’s lungs and circulatory system to work efficiently while he or she is engaging in prolonged physical activity
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Flexibility
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ability to bend, stretch, twist, or reach
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Coordination
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quality of physical movement
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Psychomotor abilities
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capacity to manipulate and control objects
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Sensory abilities
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capabilities associated with vision and hearing (near and far, night vision (low light), visual color discrimination and depth perception, hearing sensitivity (loudness and pitch), auditory attention (single sound in presence of many other sounds), speech recognition (id and understand speech of another person)
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Wonderlic Personnel Test
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12-min test of general cognitive ability consists of 50 questions
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Team
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Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose
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Work Team
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a relatively permanent team in which members work together to produce goods and/or provide services
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Management Team
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a relatively permanent team that participates in managerial-level tasks that affect the entire organization
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Parallel Team
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a team composed of members from various jobs within the organization that meets to provide recommendation about important issues
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Project Team
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a team formed to take on one-time tasks, most of which tend to be complex and require impute from members from different functional areas
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Action Team
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a team of limited duration that performs complex tasks in contexts that tend to be highly visible and challenging
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Virtual Team
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Geographically separated, interdependent activity occurs electronically (email, IM, VTC)
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Forming
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members orient themselves and understand boundaries, expectations, and who’s in charge
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Storming
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members keep their ideas, unwilling to accommodate, negatively affects interpersonal relationships
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Norming
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realize need to cooperate, solidarity develops, norms/expectations develop for responsibilities
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Performing
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members are comfortable working in roles, progress occurs toward goals
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Adjourning
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team disengages and separates, leads to anxiety and other emotions
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Punctuated Equilibrium
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initial team behavior, midway fundamental change to complete project on time vs. teams that persists with original pattern and “go down with sinking ship”
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Task Interdependence
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degree members interact with/rely on each other for info, material, and resources
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Pooled interdependence
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a form of task independence in which group members complete their work assignments independently, and then their work is simply added together to represent the group’s output
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Sequential Interdependence
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a form of task interdependence in which group members perform different tasks in a prescribed sequence, and members only depend on the member who comes before them in the sequence
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Reciprocal Interdependence
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a form of task interdependence in which group members interact with only a limited subset of other members to complete the team’s work
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Comprehensive interdependence
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a form of task interdependence in which team members have a great deal of discretion in terms of what they do and whith shom they interact in the course of the collaboration involved in accomplish the team’s work
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Goal Interdependence
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shared vision of team goal, members align individual goals with that vision
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Outcome Interdependence
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members share rewards the team earns (pay, feedback, recognition)
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Team Compisition
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the mix of people who make up the team
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Role
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pattern of behavior a person is expected to display in a given context
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Leader-staff Teams
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Leader makes team decisions/provides direction, members perform assigned tasks
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Team Task Roles
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behaviors that directly contribute to team tasks
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Team Building Roles
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behaviors that influence team’s social climate
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Individualistic Roles
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behaviors that benefit individuals at expense of team
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Disjunctive Tasks
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HIGHEST ability member has most impact on team performance
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Conjunctive Tasks
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LOWEST ability member has most impact on team performance, “weakest link”
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Additive Tasks
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contributions from all members “add-up” to determine team performance
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Team Diversity
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degree to which team members are different in terms of any attribute
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Value in Diversity Problem-Solving Approach
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a theory that supports team diversity because it provides a larger pool of knowledge and perspectives
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Similarity-Attraction Approach
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a theory explaining that team diversity can be counterproductive because people tend to avoid interacting with others who are unlike them
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Surface-Level Diversity
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diversity of observable attributes such as race, gender, ethnicity, and age (easily observable, early negative impacts, dissipates with time)
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Deep-Level Diversity
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diversity of attributes that are inferred through observation of experience, such as one’s values or personality (not easy to observe, inferred after direct experience, time increases negative effects of differences)
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Team Viability
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the likelihood a team can work together effectively into the future
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Hybrid Outcome Interdependence
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Team members rewarded based on team and individual performance
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Team process
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a term that reflects the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate goals. Affects team processes and communication which affects team effectiveness
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Process gain
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getting more from the team than you would expect according to the capabilities of the individual members. Synergy. Critical in situations with high work complexity or tasks that require members to combine knowledge, skills, and efforts to problem solve. Results in useful resources and capabilities that didn’t exist before team creation.
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Process loss
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getting less from the team than you would expect based on the capabilities of its individual members or “less than the sum of its parts”
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Coordination loss
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the extra effort focused on integrating teamwork that consumes time and energy that could otherwise be devoted to task activity
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Production blocking
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when members have to wait on one another before they can do their part of the team task
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Motivational loss
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the loss in productivity that occurs when team members don’t work as hard as they could
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Social loafing
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a type of motivational loss resulting from members feeling less accountable for team outcomes relative to independent work that results in individually identifiable outcomes
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Taskwork processes
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activities of team members that relate directly to the accomplishment of team tasks. Completing work. Three types: creative behavior, decision making, and boundary spanning.
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Brainstorming
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offering as many ideas as possible about a specific issue
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Nominal group technique
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people make separate lists then bring them together at the end to discuss what helps teams make effective decisions
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Decision informity
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whether members possess adequate info about their task responsibilities
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Staff validity
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the degree to which members make good recommendations to the leader
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Hierarchical sensitivity
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the degree to which the leader effectively weighs the recommendations of the members
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Boundary spanning
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interactions among team members and individuals and groups who are not part of the team
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Ambassador activities
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communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
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Task coordinator activities
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involve communications that are intended to coordinate tast-related issues with people or groups in other functional areas
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Scout activities
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things that team members do to obtain information about technology, competitors, or the broader marketplace
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Teamwork processes
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interpersonal activities that facilitate the accomplishment of the team’s work but do not directly involve task accomplishment itself (kinda like OCB for teams)
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Transition processes
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teamwork activities that focus on preparation for future work. Contains mission analysis, strategy formation, and goal specification
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Action processes
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Teamwork processes, such as helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place
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Interpersonal processes
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important all of the time. Types: motivating and confidence building, affect management, conflict management
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Relationship conflict
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disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values or preferences
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Task conflict
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disagreements about the team’s task. Results in reduced team effectiveness unless: members can trust each other and communicate openly, or members can engage in good conflict mgmt.
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Communication
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the process by which information and meaning is transferred from a sender to a receiver
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Information richness
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amount and depth of information transmitted in a message. High IR is preferred with complex tasks but not with easy tasks.
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Network structure
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pattern of communication that occurs regularly in a team
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Team states
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how team members feel about their team experience
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Cohesion
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emotional attachment that fosters high levels of motivation and commitment to the team, high performance
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Groupthink
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a drive toward conformity at the expense of other team priorities; associated with overconfidence about teams capabilities
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Potency
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the degree in which members believe that the team can be effective across a variety of situations and tasks (kinda like team self-efficacy)
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Mental models
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the level of common understanding among team members with regard to important aspects of the team and its task. Helps things run smoothly
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Transactive memory
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how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
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Transportable teamwork competencies
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team training that involves helping people develop general teamwork competencies that they can transport from one team context to another
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Cross-training
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training team members in the duties and responsibilities of their teammates
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Personal clarification
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training in which members simply receive information regarding the roles of the other team members
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Positional modeling
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team members observe how others do their job
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Positional rotation
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people try out others’ jobs
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Team process training
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the use of team experiences that facilitates the team’s ability to function and perform more effectively as an intact unit
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Action learning
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teams are given a project to plan and execute
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Team building
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fun activities that facilitate team problem solving, trust, relationship building, and the clarification of role responsibilities
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