Wo&jd Ch5 Part 2

Front 1

Machiavellianism

Back 1

the tension to mislead someone in order to create a power advantage, does whatever it takes to get a higher power status

Front 2

In Machiavellianism high machs:

name 3

Back 2

1. rather interact face to face with others instead of indirectly.

2. are good in improvising an thus desire a situation which has a minimal number of rules and regulations

3. tend to distract low machs by telling emotional details that are irrelevant to win

Front 3

narcissism

Back 3

a person with self-confidence so high that he is able to fall in love with himself.

Front 4

2 key words of narcissism

Back 4

1. arrogance

2. self-importance

Front 5

self monitoring

Back 5

the ability of an individual to control his expressions and behavior in situations with external factors.

Front 6

risk-taking

Back 6

the risk that people take in jobs and on the work floor.

Front 7

by what is risk-taking influenced?

Back 7

the work self and the work environment

Front 8

Type A personality

Back 8

persons who always, chronic, want to achieve more in less time and are willing to take actions against the adverting effects of others. they want to do much more things than they can in very little time

Front 9

Type B personality

Back 9

persons who are not hurried by time and want to do an increasing number of thing or increasing set of events in time that is decreasing. they want to do too many things in too little time

Front 10

proactive personality

Back 10

a person, who has an active attitude towards opportunities, shows initiative and stick to meaningful changes until they happen

Front 11

values

Back 11

the assessment someone gives to a person, situation or object. contains things like ' right and wrong'

Front 12

content attribute

Back 12

what is the importance of the value?

Front 13

intensity attribute

Back 13

the intensity of a value which attributes to the value system of someone

Front 14

Rokeach survey

Back 14

a value classification system that contains terminal and instrumental values, each containing 18 individual value items

Front 15

terminal values

Back 15

the end-state that a person would like to have achieved before he dies.

Front 16

examples of terminal values

Back 16

economic success, freedom, health, world peace, social recognition and meaning in life

Front 17

instrumental values

Back 17

the mode of behavior that is preferable for terminal values to be achieved.

Front 18

examples of instrumental values

Back 18

self-improvement, autonomy, discipline, kindness, ambition and goal orientation

Front 19

Person-jobfit theory

Back 19

six personality types that indicates how a person fits his or her job:

1. realistic

2. investigative

3. social

4. conventional

5. enterprising

6. artistic

Front 20

realistic personality type

Back 20

skill strength and coordination. often shy, stable and practical and desirable in mechanic and assembly-line functions

Front 21

investigative personality type

Back 21

prefers activities that involve thinking, organizing and understanding. desirable in functions such as biologist, economist.

Front 22

social personality type

Back 22

prefers activities that involve helping and developing. desirable in functions as social worker, teacher or bank teller

Front 23

enterprising personality type

Back 23

prefers verbal activities in which there are opportunities to influence others and attain power. desirable in functions as lawyer and small business manager

Front 24

artistic personality type

Back 24

prefers ambiguous and unsystematic activities that allow creative expression. desirable for painters musicians or writers

Front 25

key points to person-fit model

name 3

Back 25

1. people have intrinsic differences

2. not all the jobs are the same

3. people who have jobs that fit their personality are likely to be more satisfied and are less likely to resign then people who have jobs that are incongruent with their personality.

Front 26

Person-organization fit theory

Back 26

people choose organizations based on values and are much more attracted to organizations that match their values.

Front 27

Hofstede's framework for assessing cultures

name 5.

Back 27

individualism vs collectivism

masculinity vs feminity

longterm vs stortterm orientation

power distance

uncertain avoidance

Front 28

power distance

Back 28

do people in a country accept that not all the power in an organization is distributed equally?

Front 29

masculinity vs feminity

Back 29

does women have the same roles as men?

Front 30

uncertain avoidance

Back 30

do people in a country prefer structured or unstructured situations. the use of laws and controls can reduce uncertain avoidance.