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224 Cards in this Set
- Front
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personality |
refers to the structures and propensities inside a person that explain his/ her characteristic patterns of thought, emotion, and behavior captures what people are like |
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traits |
defined as recurring regulators or trends in people's responses to their environment personality is a collection of multiple traits ex. responsible, easygoing, polite |
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cultural values |
shared beliefs about desirable end states or modes of conduct in a given culture, influence the development of a person's personality traits what cultures are like/ culture in which you were raised |
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how does personality develop? |
nature - study of identical twins - genes nurture - surrounding - experiences |
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the search for primary traits (5) |
Big 5 myers-briggs type A/ type B Hollands RAISEC Birkman |
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The big 5 |
conscientiousness agreeableness Neuroticism Openness to experience Extraversion |
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Conscientiousness |
prioritize accomplishment striving which reflects a song desire to accomplish a task-related goal has the biggest influence on job performance ex. dependable, organized, reliable |
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agreeableness |
prioritize communion striving which reflects a strong desire to obtain acceptance personal relationships as a means of expressing personality focus on "getting along" not "getting ahead" ex. warm, kind, cooperative |
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Neuroticism |
synonymous with negative activity associated with differential exposure and differential reactivity ex. nervous, moody, emotional more likely type A |
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negative affectivity |
dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance often result in lower levels of job satisfaction |
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differential exposure |
stressors, meaning that neurotic people are more likely to appraise day-to-day situations as stressful |
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differential reactivity |
stressors, meaning that neurotic people are less likely to believe they can cope with the stressors that they experience |
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neuroticism is also strongly related to: |
locus of control |
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locus of control |
reflects whether people attribute the causes of events to themselves or to the external environment -external -internal |
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external locus |
they often believe that the events that occur around them are driven by luck. chance, fate ex. color of the test given |
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internal locus |
less neurotic people use this the believe that their own behavior dictates events |
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openness to experience |
more likely to be valuable in jobs that require high levels of creative performance, where job holders need to be able to general novel and useful ideas and solutions highly open individuals are more likely to migrate into artistic/ scientific field ex. curious, imaginative, creative |
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extraversion |
easiest to judge in zero acquaintance situations prioritize status striving high in positive affectivity ex. talkative, sociable, passtionate |
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zero acquaintance |
situations in which two people have only just met ex. reach out first, start introductions |
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status striving |
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 |
dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation wahoo left over cheeseburger!! |
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myers briggs type indicator |
evaluates individuals on the basis of four types of preferences |
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four types of preferences |
extraversion: introversion sensing: intuition thinking: feeling judging: perceiving |
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extraversion: introversion |
being energized by people and social interactions being energized by private time and reflections |
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sensing: intuition |
preferring clear and concrete facts and data preferring hunches and speculations based on theory |
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thinking: feeling |
approaching decision with logic and critical analysis approaching decision with an emphasis on others; needs/ feeling |
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judging: perceiving |
approaching tasks by planning and setting goals preferring to have flexibility and spontaneity when performing tasks |
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RIASEC model |
suggests that interests can be summarized by 6 different personality types: |
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realistic investigative artistic social enterprising conventional |
enjoy practical, hands-on, real world tasks enjoy abstract, analytical, theory oriented tasks entertaining and fascinating others using imagin enjoy helping, serving, or assisting others persuading, leading or outperforming others organizing, counting, regulation people/ things |
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culture |
shared values, beliefs, motives, identities, and inter presentations that result from common experience of member of a society and are transmitted across generations - employees in different countries tend to prioritize different values, and those values clustered into several distinct dimensions |
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birkman
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combo of big 5 and riasec direct comparison b/w yourself and an individual |
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ethnocentrism |
propensity to view one's own cultural values as "right" and those other cultures as "wrong" |
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individualism - collectivism |
culture is loosely knit social framework in which people take care of themselves and family culture is tight social framework in people take care of the members of a broader in group |
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power distance |
low: culture prefers that power be distributed uniformly where possible high:cuture access the fact that power is usually distributed unequally within organizations |
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uncertainty avoidance |
low: culture tolerates uncertain and ambiguous situations and vales unusual ideas and behaviors high: culture feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability |
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masculinity - femininity |
culture values stereotypically male traits such as assertiveness and the acquisition of money and things culture values female traits such as caring for others and caring about quality of life |
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short term - long term |
culture stresses values that are more past and present oriented, such as respect for tradition and fulfilling obligations culture stresses values that are more future oriented, such as persistence, prudent and thrift |
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project GLOBE: global leadership and organizational behavior effectiveness |
collection of 170 researchers from 62 cultures who have studied 17300 managers in 951 organizations since 1991 purpose: to examine the impact of culture on the effectiveness of various leader attributes, behaviors, and practices |
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institutional collectivism |
formalized practices encourage collective action and collective distribution of resources |
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in group collectivism |
individuals express pride and loyalty to specific in groups |
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gender egalitarianism |
culture promotes gender equality and minimizes role differences between men and women |
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assertiveness |
the culture values assertiveness, confrontation and aggressiveness in social relationships |
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cultural profile of the typical american |
low uncertainty avoidance high goal orientation (masculinity) high social (individualism) low power short-termed |
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future orientation |
culture engages in planning and investment in the future while delaying individual or collective gratification |
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performance orientation |
culture encourages and rewards members for excellence and performance improvements |
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human orientation |
culture encourages and rewards members for being generous, caring, kind, fair, and altruistic |
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conscientiousness affects |
job performance it is a key driver of typical performance |
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typical performance |
reflecting performance in the routine conditions that surround daily job tasks - more likely to engage in citizenship behaviors - tend to be more committed to their organization |
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an employees ability is a key driver of |
maximum performance |
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maximum performance |
reflecting performance in brief, special circumstances that demand a person's best effort |
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situational strength |
"strong situation" have clear behavioral expectation, incentives, or instructions that make differences between individuals less important, where weak ones lack those cues ex. type b can demonstrate aa behaviors |
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trait activation |
suggests that some situations provide cues that trigger the expression of a given trait ex. cry for help triggers cue for expression of empathy |
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integrity tests |
focus on specifically on a predisposition to engage in theft and other counterproductive behaviors more strongly related to job performance than conscientiousness scores |
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clear purpose tests |
ask applicants about their attitudes towards dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonest, desire to punish dishonest, and confessions of past dishonesty |
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veiled purpose tests |
asses more general personality traits that are associated with dishonest acts, don't reference dishonesty explicitly - repeat questions |
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research suggests that almost everyone engages in some form of |
faking |
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faking |
exaggerating your responses to a personality test in a socially desirable fashion |
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ability |
relatively stable capabilities people have to perform a particular range of different bur related activities - function of both genes and the environment - relatively stable, not much to improve |
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cognitive abilites |
capabilities related to the acquisition and application of knowledge in problem solving |
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verbal ability |
refers to various capabilities associated with understanding and expressing oral and written communications |
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oral comprehension |
the ability to understand spoken words and sentences |
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written comprehension |
the ability to understand written words and sentences |
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oral expression |
ability to communicate ideas by speaking |
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written expression |
ability to communicate ideas in writing |
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verbal ability link all facets of cognitive ability |
true |
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written word is used to transmit meaning |
memos, letters, email |
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advantages of written expression disadvantages |
accurate and leaves a permanent record of exchanges and can be referenced inhibits feedback due to burden of the process of preparing a physical doc considerable delay can occur in clarifying message meaning |
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quantitative ability |
two types of mathematical capabilities number facility mathematical reasoning |
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number facility |
capability to do simple math operations -adding, subtracting, multiplying, dividing |
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mathematical reasoning |
ability to choose and apply formulas to solve problems that involve numbers |
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reasoning ability |
a diverse set of abilities associated with sensing and solving problems using insight, rules and logic |
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problem sensitivity |
ability to sense that there is a problem right now or there will likely be one anesthesiology |
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deductive reasoning |
the use of general rules of them to solve problems lawyers |
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inductive reasoning |
ability to consider several specific pieces of information and then reach a more general conclusion regarding how those pieces are related - make solution police, crime investigators |
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originality |
refers to the ability to develop clever and novel ways to solve problems cartoonist, designer, writer |
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spatial ability |
capabilities associated with visual and mental representation and manipulation of objects in space ex. putting tail on the donkey |
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spatial orientation |
refers to having a good understanding of where one is relative to other things in the environment ex. tourist knowing where they are |
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visualization |
ability to imagine how separate things will look if they were put together in a particular way |
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perceptual ability |
refer to being able to perceive, understand, and recall patterns of information |
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speed and flexibility of closure |
refers to being able to pick out a pattern of information quickly in the presence of distracting information even without all the information present |
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perceptual speed |
refers to being able to examine and compare number, letters and object quickly - jobs that involve proofreading, sorting things |
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high in verbal abilities tend to be high in |
reasoning, quantitative, spatial snd perceptual abilites |
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general mental ability: g: g factor |
most popular explanation for the consistency in the levels of different cognitive abilities within people - overlap of all 5 elements |
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emotional intelligence |
human ability that affects social functioning |
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low in cognitive = high in emotion |
and vice versa |
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self awareness |
the appraisal and expression of emotions in oneself - ability to understand the types of emotions he or she is experiencing, willingness to acknowledge them, capability to express them naturally. ex. someone not admitting they are anxious during the first few days on the job |
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other awareness |
appraisal and recognition of emotion in others - persons ability to recognize and understand the emotions that other people are feeling |
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emotion regulation |
being able to recover quickly from emotional experiences |
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use of emotions |
reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do |
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physical abilities |
strength stamina flexibility coordination psychomoto abilities sensory abilities |
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strength |
degree to which the body is capable of exerting force static: ability to lift, push, pull very heavy objects using hands, arms, legs, shoulders - jobs that lift things explosive: exert short bursts of energy to move the body or an object - jobs that require running, jumping, throwing dynamic: ability to exert force for a prolonged period of time w/o becoming overly fatigued - jobs that climb ropes, ladders |
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stamina |
ability of a persons lungs and circulatory system to work efficiently while he or she is engaging in prolonged physical activity - running, swimming, climbing: causes heart rate to climb |
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flexibility |
ability to bend, stretch, twist, or reach extent: requires extreme rages of motion - cramped compartment, awkward position, working inside a car to install speakers dynamic: repeated and quick bends, stretches - house painter on ladder reaching the trim |
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coordination |
quality of physical movement gross body coordination: ability to synchronize the movements of body, arms, and legs to do something why the whole body is in motion - jumping rope gross body equilibrium: ability to maintain the balance of the body in unstable contexts or when the person has to change directions - walking on balance beam - more important when the environment is unstable |
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psychomotor abilites |
refer to the capacity to manipulate and control objects fine manipulative: ability to keep the arms and hands steady while using goth hands to do precise work generally on small or delicate objects - arteries, nerves, gums, watches control movement: important in tasks when people have to make different precise adjustments using machinery to compete the work - drill things: teeth, wood etc response orientation: ability to choose the right action quickly in response to several different signals response time: how quickly an individual responds to signaling information after it occurs |
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sensory abilities |
capabilities associated with vision and hearing near and far: ability to see things up close and at a distance night vision: low light context |
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cognitive ability is a strong predictor of |
job performance & strongly correlated with task performance - no linkage with organizational commitment |
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people with higher cognitive ability are better at |
learning and decision making |
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wunderlich personnel test |
12 minute test of general cognitive ability that consists of 50 questions - offers recommendations for minimum passing scores for different job families. score of 20 is average score of 10 indicates literacy |
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team |
consists of two or more people who work interdependent over some time period to accomplish common goals related to some task oriented purpose - interactions revolve around a deeper dependence on one another than those in groups - interactions occur with a specific task related purpose in mind |
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why do people join groups and teams |
interpersonal attraction group activities group goals need satisfaction instrumental benefits |
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work teams |
designed to be relatively permanent purpose to produce goods or provide services and they generally require a full time commitment from their members |
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management teams |
designed to be relatively permanent 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 teams |
composed of members from various jobs who provide recommendations to managers about important issues that run parallel to the organizations production process - outside org but provide insight - part time commitment from members |
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project teams |
formed to take on "one time" tasks that are generally complex and require a lot of input from member with different types of training and expertise |
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action teams |
perform tasks that are normally limited in duration. however, those tasks are quite complex and take place in contexts that are either highly visible to an audience or of a highly challenging nature - sports teams, ACDC, flight crew |
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virtual teams |
members are geographically dispersed and interdependent activity occurs through electronic communications - primarily email, instant messaging, and web conferencing |
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stages of development |
forming storming norming performing adjourning |
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forming |
try to understand the boundaries in the team and get a feel for what is expected of them |
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storming |
remain committed to ideas, triggers conflict that affects some relationships and harms the teams progress
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norming |
realize that they need to work together to accomplish team goals |
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performing |
member are comfortable working within their role and the team makes progress toward goals |
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adjourning |
members experience anxiety and other emotions as they disengage and ultimately separate from the team |
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punctuated equilibrium |
at the initial team meeting, members make assumptions and establish a patten of behavior that lasts for the first half of its life |
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team interdependence |
task interdependence (4) |
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task interdependence |
pooled sequential reciprocal comprehensive |
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pooled |
requires lowest degree of required coordination, members complete their work assignments independently and then this work is simply piled up to represent the groups output |
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sequential |
requires different tasks be done in a prescribed order, members interact to carry out their work the interaction only occurs b/w members who perform tasks that are next to each other in the sequence |
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reciprocal |
requires members to be specialized to perform specific tasks instead of a strict sequence, members interact with a subset of other members to compete the teams work |
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comprehensive |
requires highest level of interaction and coordination among members each member has a great deal of discretion in terms of what they do and with whom they interact in the course o the collaboration involved in accomplishing the teams work |
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goal interdepence |
team members have shared vision of the teams goal and align their individual goals with that vision as a result - develop a formalized mission statement that members buy into |
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outcome interdependence |
when team members share in the rewards that the team earns - pay, bonuses, formal feedback and recognition, pats on the back, extra time off, and continued team survival and depend on other team members contribution |
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team composition |
the mis of people who make up the team |
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role |
behaviors a person is expected to display in a given context the part you play |
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leader staff teams |
the leader make decisions for the team and provides direction and control over members who perform assigned tasks |
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team task roles |
refer to behaviors that directly facilitate the accomplishment of team tasks outcome interdependence orienter: estab direction of team devils advocate: offers constructive challenges energizer: motivated the team to work harder |
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team building roles |
refer to behaviors that influence the quality of the teams social climate cohesion/ connection with others harmonizer encourager compromiser |
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individualistic roles |
reflect behaviors that benefit the individual at the expense of a team |
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member ability |
team members provide a wide array of abilities both physical and cognitive |
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disjunctive tasks |
tasks with an objectively verifiable best solution and the member who possesses the highest level of the ability relevant to the task will have the most influence on the effectiveness of the team ex. team members in trivial pursuit |
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conjunctive tasks |
tasks where the teams performance depends on the abilities of the weakest link - sequential |
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additive tasks |
tasks for which the contribution resulting from the abilities of every member add up to determine team performance |
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member personality |
team members possess a wide variety of personality traits |
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agreeable |
people tend to be more cooperative and trusting, tendencies that promote positive attitudes about the team and smooth interpersonal interactions |
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conscientious |
people tend to be dependable and work hard to achieve goals |
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extraverted |
people tend to perform more effectively in interpersonal contexts and are more positive and optimistic in general |
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factors influencing team size |
competence of the supervisor and subordinates physical dispersion of the subordinates extent of nonsupervisory work in managers job degree of required interaction extent of standardized procedures similarity of tasks being supervised frequency of new problems preference of supervisors and subordinates |
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team diversity |
the degree to which members are different from one another interns of an attribute that might be used by someone as a basis of categorizing people |
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value in diversity problem solving approach |
says diversity is beneficial because it provides for a larger pool of knowledge and perspectives from which a team can draw as it carries out its work |
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similarity attraction approach |
says people tend to be more attracted to others who are perceived as more similar - reason why diversity could be detrimental to a team |
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surface level diversity |
refers to diversity regarding observable attributes such as race ethnicity sex and age- by looking |
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deep level diversity |
attributes that are less easy to observe initially but that can be inferred after more direct experience - differences in attitudes, values, personality |
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team size |
having a greater number of members is beneficial for management and project teams but not for team engaged in production tasks research concludes that most are satisfied with teams b/w 4-5 |
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one aspect of team effectiveness is |
team performance: quantity/ quality of goods and services produced, customer satisfaction, and completed reports |
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second aspect of team effectiveness is |
team viability: likelihood that the team can work together effectively into the future |
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task interdependence and team performance |
moderately positive |
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task interdependence and team commitment |
weaker |
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high outcome interdependence promotes |
higher levels of cooperation bc member understand that they share the same fate ex. if team wins, everyone wins |
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hybrid outcome interdependence |
member receive rewards that are dependent on both their teams performance and how well they perform as individuals - how teams should be deisgned |
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team processes |
reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goal - affected by team characteristics: diversity, task interdependence, size etc - have a strong impact on team effectiveness |
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process gain |
getting more from the team than you would expect according to the capabilities of its individual member: similar to synergy |
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process loss |
getting less from the team than you would expect based on the capabilities of its individual members |
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process loss |
coordination loss motivational loss |
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coordination loss |
consumes time and energy that could otherwise be devoted to task activity - trying to align your tasks with the teammates |
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production blocking |
occurs when members have to wait on one another before they can do their park of the team task bottlenecking |
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motivational loss |
loss in team productivity that occurs when team members do not work as hard as they could - don't have to contribute as much |
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social loafing |
happens when member exert less effort when working on team tasks than they would if they worked alone on those same tasks |
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taskwork processes |
activities of team members that relate directly to the accomplishment of team tasks - occurs any time the team members interact with the tools used to complete their work |
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creative behavior |
their activities are focused on generating novel and useful ideas and solutions |
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brainstorming |
involves face to face meeting of team members in which each offers as many ideas as possible about some focal problem or issue |
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nominal group technique |
similar to a traditional brainstorming session but it makes people write down ideas on their own, thereby decreasing social loafing and production blocking 1. bring team tougher and outline purpose of meeting 2. write down indie ideas on paper 3. share ideas with team 4.discussion and build on ideas 5. individually rank ideas |
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decision making decision informity |
reflects whether members possess adequate information about their own task responsibilities |
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staff validity |
the degree to which members make good recommendation to the leader - can have the good info but need the ability and judgement to do so |
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hierarchical sensitivity |
reflects the degree to which the leader effectively weights the recommendation of the members - who do they listen to/ ignore |
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boundary spanning |
involves activities with individuals and groups other than those who are considered part of the team |
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ambassador activities |
refer to communications that are intended to protect the team, persuade others to support the team or obtain important resources for the team - typically communicate with people who are higher up in the organization ex. member of mktg team meet with senior mgmt |
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task coordinator activities |
involve communications that are intended to coordinate task related issues with people or groups in other functional areas ex. mktg team member meeting with manu team member |
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scout activities |
things team members do to obtain information about technology competitors or the broader marketplace |
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teamwork processes |
refere to the interpersonal activities that facilitate the accomplishment of the teams work but do no t directly involve task accomplishment itself - create the context/ behavior that the work can be carried out in transition process/ action processes/ interpersonal processes |
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transition process |
teamwork activités that focus on preparation for future work build the collection of the team before you start working |
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mission analysis |
involves the analysis of the teams task , the challenges that face the team and the resources available for completing the teams work |
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strategy formulation |
refers to the development of courses of action and contingency plans and then adapting those plans in light of changes that occur in the teams environment |
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goal specification |
involves the development and prioritization of goals related to the teams mission and strategy goal clarity |
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action processes |
important as the task work is being accomplished |
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motoring progress toward goals |
in a good deciision to realize when they are off track and need to make changes |
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systems monitoring |
involves keeping track of things that the team needs to accomplish its work - business may fail because it runs out of inventory, time etc |
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helping behavior |
involved members going out of their way to help or back up other team members - form of feedback/ coaching or direct help |
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coordination |
refers to synchronizing team members activities in a way that makes them mesh effectively and seamlessly - poor coord. can result in members having to wait on others for info to do their work |
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interpersonal processes |
are important before, during, or in between periods of task work & relate to the manner team members mange their relationships |
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motivating and confidence building |
refers to things team members do or say that affect the degree to which members are motivated to work hard on the task |
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affect management |
involves activities that foster a sense of emotional balance and unity |
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conflict management |
involves activities that the team uses to manage conflicts that arise in the course of its work |
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relationship conflict |
refers to disagreements among team members in terms of interpersonal relationships or incompatibilities with respect to personal values of preferences - not directly connected to teams task - want to eliminate |
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task conflict |
refers to disagreements among members about the teams task - conflict you want to stimulate - can be beneficial - devils advocate |
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communication process |
sendor -->encoding --> message --> decoding --> receiver = understanding |
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communication |
process by which information and meaning gets transferred from a sender to a receiver |
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factors that influence the communication process |
communication issues: participants may lack communication competence, lack listening noise info richness:face to face has highest info rich networked structures |
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network structure |
the pattern of communication that occurs regularly among each member of the team All channel: works best circle y: relationship driven wheel: centralized, one central data point - members tend to prefer decentralized network structures |
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team states |
specific types of feelings and thoughts that coalesce in the minds of team member as a consequence of their experience working together |
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cohesion |
happens when members of teams develop strong emotional bonds to other members of their team and to the team itself |
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groupthink |
happens in highly cohesive teams when members may try to maintain harmony by striving toward consensus on issues without ever offering seeking or seriously considering alternative viewpoints and perspectives - overcome with devils advocate |
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potency |
refers to the degree to which members believe that the team can be effective across a variety of situations and tasks |
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mental models |
refer to the level of common understanding among team members with regard to important aspects of the team and its task |
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transactive memory |
refers to how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team meta knowledge: knowledge of who knows what |
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transportable teamwork competences |
knowledge, skills and abilities taken together - trainees can transport what they learn about teamwork from one team context and apply it in another |
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cross training |
involves training members in the duties and responsibilities of their teammates |
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personal calrification |
happens when members simply receive information regarding the roles of the other team members - learning of how others roles contribute to the teams goals |
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positional modeling |
involves team members observing how other members perform their role ex. surgeon might spend a day shadowing the nurses as they perform their duties |
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postitional rotation |
gives members actual experience carrying out the responsibility off their teammates |
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team process training |
occurs in the context of a team experience that facilitates the team being able to function and perform more effective as an intact unit
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action learning |
when a team is given a real problem that is relevant to the organization and then held accountable for analyzing the problem, developing an action plan,and carrying out the action plan |
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team building |
training is intended to facilitate the development of team processes related to goal setting interpersonal relation problem solving and tole clarification ex. ropes course, laser tag, paintball |
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tips for building an effective team |
when hiring look for people who work well with others set a good example for your staff encourage one on one discussions b/w staffers rather than structured meeting hold informal retreats to foster communication and set goals reward collective accomplishment whenever possible |
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organization change |
any substantive modification to some part of the organization - can create ripple effect - most are naturally hesitant to change |
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forces for change |
external forces: ex. changes in tax laws internal forces: hire new ppl. new machine some internal forces are responses to external forces |
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planned changed |
designed and implemented in an orderly and timely fashion in anticipation of future events |
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reactive change |
is a piecemeal response to events and circumstances as they develop |
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steps in the change process lewin model |
unfreezing: indie must be shown why the change is necessary implementing change refreezing: reinforcing and supporing the change so that is becomes a permanent part of the system |
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techniques for overcoming resistance to change |
encourage active participation in change process provide edu. and communication about change facilitate change process |
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facilitate change process by |
making only necessary changes announcing changes in advance allowing time to adapt to change |
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organizational structure |
formally dictates how jobs and tasks are divided and coordinated b/w individuals and groups within the company |
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organizational chart |
drawing that represents every job in the organization and the formal reporting relationships b/w those jobs |
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work specialization |
degree in which tasks in an org are divided into separate jobs - division of labor |
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chain of command |
within the org, essentially answers who reports to whom and signifies formal authority relationships down through the levels of an org structure |
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span of control |
represents how many employees the manager is responsible for in the org narrow: managers much more hands on with employees |
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centralization |
reflects where decisions are formally make in organizations |
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formalization |
there are many specific rules and procedures used to standardize behaviors and decisions - necessary coordination mechanism |
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organizational design |
process of creating, selecting, or changing the structure of an organization |
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common organizational forms |
simple structures functional structure multi divisional structure geographic structure matrix structures |
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simple |
most common form of organizational design, primarily because there are more small organization than large ones |
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functional |
employees are grouped by the functions they perform for the organization |
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multi divisional |
bureaucratic organizational form in which employees are grouped into divisions around product, geographic regions, or clients |
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geographic |
based around the different location where the company does business |
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matrix |
tries to take advantage of two types of structures at the same time |
