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108 Cards in this Set
- Front
- Back
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Personality |
The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.
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Conscientiousness
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Personality traits where people are dependable, organized, reliable, ambitious, hardworking, and persevering.
*Biggest influence on job performance *Big Five |
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Agreeableness
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Personality traits where people are warm, kind, cooperative, sympathetic, helpful, and courteous.
*Not related job performance. *Big Five |
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Neuroticism
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Personality traits where people are nervous, moody, emotional, insecure, and jealous. It is the second most important trait of the Big Five.
*Big Five |
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Openness to experience
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Personality traits where people are curious, imaginative, creative, complex, refined, and sophisticated. (More likely to be valuable in jobs that require high levels of creative performance.)
*Big Five |
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Extraversion
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Personality traits where people high in this trait are talkative, sociable, passionate, assertive, bold, and dominant.
*Big Five |
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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.
*CANOE or OCEAN |
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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, believe that the events that occur around them are driven by luck, chance, or fate. Less neurotic people hold an INTERNAL version of this, meaning that they believe that their own behavior dictates events. |
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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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Ability
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Relatively stable capabilities people have to perform a particular range of different but related activities
•Incontrast to skills, which are more trainable and improvable •Aswith personality, about half of the variation in ability levels is due togenetics |
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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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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 (G Factor)
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Underlies or causes all of the more specific cognitive abilities
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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)
human ability that affects social functioning |
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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 (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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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
-Theinteractions among members within teams revolve around a deeper dependence onone another than the interactions within groups. -Theinteractions within teams occur with a specific task-related purpose in mind. |
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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
-Purpose to produce goods or provide services, and they generally require a full-time commitment from their members. |
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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
-Responsible for coordinating the activities of organizational subunits—typically departments or functional areas—to help the organization achieve its long-term goals. |
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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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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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Team Process
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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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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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Team states
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how team members feel about their team experience
Cohesion Potency Mental Models Transactive Memory |
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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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Leadership |
Theuse of power and influence to direct the activities of followers toward goalachievement |
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Power |
The ability to influence the behavior of others and resist unwanted influence in return |
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Legitimate Reward Coercive |
Types of Organizational Power |
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Expert Referent |
Types of Personal Power |
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Influence |
the use of an actual behavior that causes behavioral or attituinal changes in others |
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Organizational Politics |
Actions by individuals that are directed toward the goal of furthering their own self-interest |
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assertive cooperative |
Two factors that make up the different styles of conflict resolution |
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Negotiation |
Two or more discuss and attempt to come to an agreement about their different preferences |
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Structure Consideration |
Two day to day leadership behaviors |
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Transformational Leadership |
Apattern of behaviors that inspires followers to commit to a shared vision thatprovides meaning to their work and sets the leader up as a role model who helpsfollowers reach their potential |
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Influence |
What is leadership?
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Trait Theories of Leadership |
"GREAT MAN" Theories - Charisma - Confidence - Credibility - Emotional Intelligence |
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Contingency Theories |
–Focuseson the kinds of leader behaviors that allow subordinates to achieve personaland organizational goals –Fourleadership styles can be adopted to facilitate employee attainment of goals Telling Selling Participating Delegating |
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SituationalTheory of Leadership |
Low to high readiness levels Telling Selling Participating Delegating |
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Leader‑MemberExchange Theory |
•Subordinates are of two types: "in‑group" and"out‑group“ •In‑group employees are viewed as competent, trustworthy, and highlymotivated •Out‑group employees are viewed as incompetent, untrustworthy, andpoorly motivated |
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TransactionalLeadership |
–Focus on accomplishing the tasks athand by exchanging promises of rewards for performance |
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Transformational Leadership |
Influencingmajor changes in the attitudes and assumptions of people and buildingcommitment for the organization’s mission, objectives, and strategies |
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Influence |
Is the process of a leadercommunicating ideas, gaining acceptance of them, and motivating followers tosupport and implement the ideas through change gaining follower's commitment and enthusiasm |
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Reciprocation |
Method of influence: we try to repay what another person has done for us |
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Social Proof |
Method of influence: Clapping after presentation Tip jar |
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Commitmentand Consistency |
Method of influence: - Oncea stand is taken, there is a natural tendency to behave in ways that arestubbornly consistent with the stand - Foot-in-the-door |
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Liking |
Method of influence: - say yes to someone you know or like - physical attractiveness |
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Authority |
Method of influence: pressurein our society for compliance with the requests of individuals who have thepower to enforce rules |
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Scarcity |
Method of influence: rare is more valuable |
