Mgmt Ch 9

Front 1

Personality

Back 1

refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior; captures what people are like

Front 2

traits

Back 2

recurring regularities or trends in people's responses to their environment. ex- easy going, polite, reserved.

Front 3

cultural values

Back 3

shared beliefs about desirable end states or modes of conduct in a given culture. ex- traditional, informal, assertive

Front 4

cultural values 2

Back 4

can influence the development of people's personality traits as well as how those traits are expressed in daily life

Front 5

Big Five (personality dimensions)

Back 5

conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion

Front 6

Conscientiousness

Back 6

dependable, organized, reliable, ambitious, hardworking, and persevering. These employees prioritize accomplishment striving

Front 7

accomplishment striving

Back 7

reflects a strong desire to accomplish task-related goals as a means of expressing personality

Front 8

agreeableness

Back 8

warm, kind, cooperative, sympathetic, helpful, and courteous. they prioritize communion striving.

Front 9

communion striving

Back 9

reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. "getting along"

Front 10

extraversion

Back 10

talkative, sociable, passionate, assertive, bold, and dominant; prioritize status striving, tends to be high in positive affectivity

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status striving

Back 11

reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality

Front 12

positive affectivity

Back 12

a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

Front 13

neuroticism

Back 13

nervous, moody, emotional, insecure, and jealous; associated with negative affectivity, differential exposure, and differential reactivity

Front 14

negative affectivity

Back 14

a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance.

Front 15

differential exposure

Back 15

meaning that neurotic people are more likely to appraise day-to-day situations as stressful

Front 16

differential reactivity

Back 16

neurotic people are less likely to believe they can cope with the stressors that they experience

Front 17

locus of control

Back 17

related strongly to neuroticism; reflects whether people attribute the causes of events to themselves or to the external environment

Front 18

openness to experience

Back 18

curious, imaginative, creative, complex, refined, and sophisticated. it is also more likely to be valuable in jobs that require high levels of creative performance, where job holders need to be able to generate novel and useful ideas and solutions.

Front 19

myers-briggs type indicator (MBTI)

Back 19

evaluates individuals on the basis of four types of preferences

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MBTI preference 1

Back 20

extraversion (being energized by people and social interactions) vs. introversion (being energized by private time and reflection)

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MBTI pref 2

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Sensing (preferring clear and concrete facts and data) vs. Intuition (preferring hunches and speculations based on theory and imagination)

Front 22

MBTI pref 3

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Thinking (approaching decisions with logic and critical analysis) vs. Feeling (approaching decisions with an emphasis on others' needs and feelings)

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MBTI pref 4

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Judging (approaching tasks by planning and setting goals) vs. Perceiving (preferring to have flexibility and spontaneity when performing tasks

Front 24

interests

Back 24

are expressions of personality that influence behavior through preferences for certain environments and activities

Front 25

RIASEC Model

Back 25

suggest that interests can be summarized by six different personality types

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Realistic
RIASEC 1

Back 26

enjoys practical, hands-on, real-world tasks. tends to be frank, practical, determined, and rugged

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Investigative
RIASEC 2

Back 27

enjoys abstract, analytical, theory-oriented tasks. Tends to be analytical, intellectual, reserved and scholarly

Front 28

Artistic
RIASEC 3

Back 28

enjoys entertaining and fascinating others using imagination. tends to be original, independent, impulsive, and creative

Front 29

Social
RIASEC 4

Back 29

enjoys helping, serving, or assisting others. tends to be helpful, inspiring, informative, and empathetic

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Enterprising
RIASEC 5

Back 30

enjoys persuading, leading, or outperforming others. Tends to be energetic, sociable, ambitious, and risk-taking

Front 31

Conventional
RIASEC 6

Back 31

enjoys organizing, counting, or regulating people or things. Tends to be careful, conservative, self-controlled and structured.

Front 32

Culture

Back 32

shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations. One of the most important aspects of society.

Front 33

ethnocentrism

Back 33

propensity to view one's own cultural values as "right" and those of other cultures as "wrong"

Front 34

individualism

Back 34

the culture is loosely knit social framework in which people take care of themselves and their immediate family. US, France, the netherlands

Front 35

Collectivistic

Back 35

the culture is a tight social framework in which people take care of the members of a broader ingroup and act loyal to it. China, West africa, indonesia

Front 36

Low Power Distance

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the culture prefers that power be distributed uniformly where possible, in a more egalitarian fashion. US, germany, the Netherlands

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High Power Distance

Back 37

the culture accepts the fact that power is usually distributed unequally within organizations. Russia, china, indonesia

Front 38

Low Uncertainty Avoidance

Back 38

the culture tolerates uncertain and ambiguous situations and values unusual ideas and behaviors. US, indonesia, the Neths

Front 39

High Uncertainty Avoidance

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the culture feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability. Russia, Japan, France

Front 40

Masculine

Back 40

The culture values stereotypically male traits such as assertiveness and the acquisition of money and things. US, japan, germany

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Feminine

Back 41

the culture values stereotypically female traits such as caring for others and caring about quality of life. The neths, russia, france

Front 42

Short-term oriented

Back 42

the culture stress values that are more past- and present- oriented, such as respect for tradition and fulfilling obligations. US, Russia, West africa

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Long-term oriented

Back 43

the culture stresses values that are more future-oriented, such as persistence, prudence, and thrift. China, japan, netherlands

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Project GLOBE

Back 44

is a collection of 170 researchers from 62 cultures who have studies 17,300 managers in 951 organizations since 1991.
The main purpose is to examine the impact of culture on the effectiveness of various leader attributes, behaviors, and practices

Front 45

gender egalitarianism

Back 45

the culture promotes gender quality and minimizes role differences between men and women. High-E. Europe, Low- Middle east

Front 46

assertiveness

Back 46

the culture values assertiveness, confrontation, and aggressiveness in social relationships. High-Germanic Europe, low- nordic europe

Front 47

future orientation

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the culture engages in planning and investment in the future while delaying individual or collective gratification. High-germanic europe low-latin america

Front 48

performance orientation

Back 48

the culture encourages and rewards members for excellence and performance improvements. high- anglo, low- latin america

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humane orientation

Back 49

the culture encourages and rewards member for being generous, caring, kind, fair, and altruistic. high- souther asia low- latin europe

Front 50

typical performance

Back 50

reflects performance in the routine conditions that surround daily job tasks; conscientiousness is a key driver

Front 51

maximum performance

Back 51

reflects performance in brief, special circumstances that demand a person's best effort. employee's ability is a key driver

Front 52

situational strength

Back 52

suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues

Front 53

trait activation

Back 53

suggests that some situations provide cues that trigger the expression of a given trait

Front 54

integrity tests
aka "honesty tests"

Back 54

personality tests that focus specifically on a predisposition to engage in theft and other counterproductive behaviors

Front 55

clear purpose tests

Back 55

ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish dishonesty, and confessions of past dishonesty.

Front 56

veiled purpose tests

Back 56

do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts

Front 57

faking

Back 57

exaggerating your response to a personality test in a socially desirable fashion