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65 Cards in this Set
- Front
- Back
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what is the difference between emotions and moods |
emotions: short lived, responses, more broad, experience intensely -make you do things you usually wouldn't do -emotions can turn into moods -caused by a specific event -fear, anger, sadness, surprise, facial expression moods: less intense feelings -last longer than emotions -more general, no distinct expression |
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are emotions rational and what function do they serve |
-people who are behaving ethically are at least partially making decisions based on their emotions & feelings, so the emotional reaction will be a good thing |
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identify the sources of emotions and moods |
-specific events -personality -mood -time of the day -activities -stress |
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affect intensity |
-individual differences in the strength that people experience emotions |
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illusory correlation |
tendency of people to associate 2 events when there's actually no connection -(people think nice weather improves their mood, therefore it does) |
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show the impact emotional labor has on employees |
-one of the leading causes of employee turnover -if you have to constantly act differently than you feel, you'll get burnt out |
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emotional labor |
a situation where an employee has to express an organizationally desired emotion during interpersonal transactions at work |
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emotional dissonance |
inconsistencies between the emotions people feel and what they project |
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what is affective events theory & its applications |
-suggests that workplace events cause emotional reactions which influences workplace attitudes and behaviors -work environment --> work events --> (affected by personality & mood) emotional reactions --> job satisfaction/performance |
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contrast evidence for & against the existence of emotional intelligence |
-for: intuitive appeal, production of criteria that matters, biologically based -against: no agreement of definition, can't be measured, it's just personality |
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emotional intelligence |
-ability to detect & manage emotional cues & info -conscientiousness, cognitive, emotional stability |
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identify strategies for emotion regulation & their effects |
-different jobs require different levels -managers have to have high emotional regulation -have to be emotionally intelligent (you can be completely emotional or not at all but have to be able to regulate it) |
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emotional contagion |
when peoples' emotions are caused by the emotions of others |
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apply concepts about emotions & moods to specific OB issues |
-managers using humor & tokens of appreciation for work well done -stay in good moods so group members cooperate better -select positive team members |
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moods vs. emotions |
moods are more general & less contextual than emotions |
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describe personality, how it's measured & the factors that shape it |
-sum of totals of ways that an individual reacts to/interacts with others -personality tests are useful in hiring decisions -heredity over environment in personality determinants |
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describe the myers-briggs type indicator personality framework & strengths/weaknesses |
-personality test, taps 4 characteristics & puts people in 1 of 16 personality types -extraverted vs. introverted (E vs I) -sensing vs. intuitive (S vs N) -thinking vs feeling (T vs F) -judging vs perceiving (J vs P) -weakness: forces a person into one type or another, results unrelated to job perf. -usually the stronger test |
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identify the key traits in the big 5 personality model |
-predicts how people would behave in real life situations extraversion agreeableness conscientiousness emotional stability openness to experience -if you score low on extroverted, doesn't automatically mean you're introverted, but there's no other category |
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conscientiousness in big 5 |
-describes someone who's responsible, dependable, persistent & organized -best predictor of job performance |
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describe how the big 5 traits predict behavior at work |
personality traits directly affect how you perform on the job |
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dark triad |
negative personality traits -machiavellianism, narcissism & psychopathy |
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machiavellianism |
-focus on short term gains -act aggressively -do counterproductive things -not well-liked |
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narcissism |
-arrogant, self-important, require admiration, sense of entitlement -increased counterproductive behaviors |
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psychopathy |
-lack of concern with others, lack of guilt/remorse when their actions cause harm |
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approach-avoidance framework |
-individuals react to stimuli, -motivation = attraction to positive stimuli -avoidance motivation = aversion to negative stimuli |
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describe how the situation affects whether personality predicts behavior |
-situational strength vs. trait activation theory -personality affects work behavior & situation affects work behavior, but when situation is right, power of personality to predict behavior is higher |
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situational strength theory |
-how personality translates to behavior depends on the strength of situation -strong situations = pressure us to exhibit right behavior, discourage wrong behavior -weak situations = "anything goes" and we are freer to express our personality -clarity, consistency, constraints, consequences |
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trait activation theory |
-predicts that some situations or events "activate" a trait more than others -different traits within our personality traits |
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contrast terminal and instrumental values |
-terminal: what you want at the end, end result -instrumental: what allows you to accomplish your terminal values |
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compare generational differences in values |
-oldest: success, achievement, dislike of authority, loyalty to career -parents: work/life balance, team-oriented, loyalty to relationships -us: confident, self-reliant, loyalty to both self & relationships -managers today care more about flexibility than being really good at a specific job |
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personality-job fit theory |
-6 personality types & proposes the fit bet. personality & occupational environment determines satisfaction & turnover -realistic: physical things that require skill & strength (farmer, mechanic) -investigative: thinking, organizing & understanding (mathematician) -social: helping & developing others (social work, teacher) -conventional: rule-regulated, orderly (bank teller, accountant) -enterprising: verbal with opportunities to influence and get power (lawyer, manager) -artistic: unsystematic things w creative expression (musician, interior design) |
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person-organization fit |
people are attracted to & selected by organizations that match their values & they leave organizations that aren't compatible with their personalities |
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id hofstede's 5 value dimensions of national culture |
1. power distance 2. individualism vs. collectivism 3. masculinity vs. femininity 4. uncertainty avoidance 5. long vs. short-term orientation |
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power distance |
how a society accepts that power in institutions & orgs is distributed unequally -high rating means large inequalities of power & wealth exist & are tolerated (system that discourages upward mobility) -low rating stress equality & opportunity |
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individualism vs. collectivism |
-individualism: degree that people want to act as individuals w individual rights -collectivism: tight social framework where people expect group members to look out for each other |
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masculinity vs. femininity |
-masculinity: traditional masculine work roles of achievement, power, control, assertiveness & materialism -femininity: little difference btw. male & female roles, high rating = women treated as equals of men in all aspects of society |
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uncertainty avoidance |
how threatened a society feels by uncertain situations & how to avoid them -high: high anxiety about uncertainty w laws to control and reduce change -low: accepting of ambiguity, less rule oriented, risk taking |
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long vs. short-term orientation |
-long: look to future & value thrift, persistence, tradition -short: value the here & now, accept change more readily |
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what is perception |
-how individuals organize & interpret their sensory impressions in order to give meaning to their environment |
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what influences perception |
-factors of the perceiver, situation & target -based on how you interpret reality, which doesn't matter bc everyone's reality is different |
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explain attribution theory |
determining whether an individual's behavior is internally (individual/personal behavior control) or externally (situation forced an individual to do) caused |
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what are the 3 determinants of attribution theory |
-distinctiveness (whether an individual displays different behaviors in diff. situations) -consensus (if everyone who faces a similar situation responds in the same way) -consistency (does the person respond in the same way over time) |
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fundamental attribution error |
-underestimating the influence of external factors & overestimating the influence of internal factors when judging other's behavior -looking at things through a simplistic lens -friend went from good mood to bad mood, you assume they broke up with bf but it was a ton of other things |
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self-serving bias |
-people attributing their own successes to internal factors & blaming failures on external factors |
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id the shortcuts individuals use in making judgements about others |
-selective perceptions -halo effect -contrast effect -stereotyping |
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selective perception |
selectively interpreting what one sees on the basis if one's interests, background, experience & attitudes |
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halo effect |
tendency to draw a general impression about an individual on the basis of a single characteristic |
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contrast effect |
eval of a person's characteristics that's affected by comparisons with other people recently encountered who rank higher or lower on the same characteristic (interviews) |
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stereotyping |
judging someone on the basis of one's perception of the group that that person belongs |
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explain the link between perception and decision making |
throughout the decision-making process, perceptual errors often surface that can bias analyses and conclusions |
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contrast the rational model of decision making with bounded rationality and intuition |
-rational decision-making model: describes how individuals should behave in order to maximize some outcome -bounded rationality: making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity -intuitive decision making: unconscious process created out of distilled experience |
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overconfidence bias |
the dumber you are, the less you know about reality & the more overconfident you become |
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anchoring bias |
fixiating on one small piece of info and not moving away from your perception |
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confirmation bias |
seeking info that reaffirms your past choices & discounting something that contradicts that |
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availability bias |
basing your judgments on info that's readily available |
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escalation of commitment |
increased commitment to a previous decision despite negative information |
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randomness error |
tendency of individuals to believe that they can predict the outcome of random events |
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risk aversions |
preferring a sure gain over a riskier outcome even if the riskier outcome might have a better outcome |
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hindsight bias |
falsely believing that you made the right decision after something happens |
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explain how individual differences & organizational constraints affect decision making |
personality, gender, mental ability, cultural differences, organizational constraints |
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contrast the 3 ethical decision criteria |
utilitarianism, whistle-blowers, behavioral ethics |
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utilitarianism |
make the best decision for the most amount of people (99% of people live, 1 person dies, make that choice) |
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whistle-blowers |
people who report unethical practices by their employer to outsiders |
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behavioral ethics |
analyzing how people actually behave when confronted with ethical dilemmas |
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devine creativity & describe the 3 stage model of creativity |
-the ability to produce novel and useful ideas -provlem formulation --> info gathering --> idea generation --> idea evaluation |
