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78 Cards in this Set
- Front
- Back
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Sum total of ways in which an individual reacts to and interacts with others |
Personality |
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Most often described in terms of measurable traits that a person exhibits, such as shy, aggressive, submissice, lazy, ambitious, loyal and timid |
Personality |
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Most dominant factor of personality determinants |
Heredity |
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Genetics more influential than parents |
Heredity |
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Environmental factors do have some influence |
Peer Pressure |
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Basic Personality is constant |
True |
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Most widely used personal assessment instrument in the world |
Myer-Briggs Type Indicator |
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Determine what individuals find importance in their daily lives and help to shape their behavior in each situation they encounter |
Values |
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Often strongly influence both attitude and behavior , they serve as a kind of personal compare for employee conduct in the workplace |
Values |
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How values are formed |
Family traditions Culture Media and the Internet |
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Usually formed or shaped by many different internal and external |
Values |
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A person will filter all of these influences and mold them into a unique value of set that may differ from the value sets of others in the same culture |
True |
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Refers to desirable/or end state of existence |
Terminal values |
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Contemporary work cohorts |
Veterans Boomers Crew Nexters |
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1950s or early 1960s |
Veterans |
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1965-1985 |
Boomers |
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1985-2000 |
Xers |
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2000-present |
Nexters |
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Hardworking, conservative and conforming |
Veterans |
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Success, achievements |
Boomers |
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Work/Life balance |
Xers |
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Confident, financial success, self-reliant but team-oriented |
Nexters |
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Depend on congruency between personality and tasks |
Job satisfaction and turnover |
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Personality-Job Fit |
Hollanders Hexagon |
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Studies the influence that individuals, groups and structure have on behavior within organizations |
organizational behavior |
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chief goal of organizational behavior |
*understand and preduct human behavior *apply that knowledge toward improving an organization's effectiveness |
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focal points of OB |
jobs and work absenteeism employment turnover productivity human performance management |
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the gut feeling explanation of behavior |
intuition |
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improves ability to accurately predict behavior |
systematic study |
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examines relationships attempts to attribute causes and effects bases conclusions on scientific evidence |
systematic study |
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comolement systematic study |
evidence-based management |
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bases devisions on the best available scientific evidence |
evidence-based management |
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forces managers to become more scientific in their thinking |
evidence-based management |
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contributing disciplines to the OB field |
micro: the individual macro: groups and organizations |
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psychology and social psychology |
the individual |
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sociology and anthropology |
groups and organizations |
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organizations are beconing a more heterogeneous mixnof people om terms of gender, age, race, ethnicity, and sexual orientation |
workforce diversity |
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according to myers-briggs, individuals are classified as |
extroverted or introverted sensing or intuitive thinking or feeling judging or perceiving |
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according to th big five model there are 5traits |
extraversion agreeableness conscientiousness emotional stability openness to experience |
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organizations are being more heterogeneous mix of people in terns of gender, age, race, ethnicity and sexual orientation |
workforce diversity |
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Measuring Personality Traits |
Myers-briggs type indicator the big five model |
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acvording to the Myers-briggs type indicator, individuals are classified as |
extroverted or introverted sensing or intuitive thinking or feeling judging or perceiving |
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five traits according to the big five model |
Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience |
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Rokeach Value Survey |
Terminal values Instrumental values |
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Refers to desirable end-states of existence |
Terminal values |
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Goals that a person would like to achieve during his lifetime |
Terminal values |
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Refers to preferable modes of behavior or means of achieving the terminal values |
Instrumental values |
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Examples of terminal values |
Happiness Sense of accomplishment A world of peace Family security A world of beauty |
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Examples of instrumental values |
Honest Helpful Cheerful Ambitious Capable |
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Influenced by the Great Depression and World War 2 |
Veterans |
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Believed in hard work Tend to be loyal to their employer |
Veterans |
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Terminal values of veterans |
Comfortable life Family security |
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Influenced heavily by John F Kennedy , the civil rights and feminist movements, baby-boom competition |
Boomers |
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Distrusted authority but give high emphasis on achievement and material success |
Boomers |
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Terminal values of boomers |
Sense of accomplishment Social recognition |
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Shaped by globalization, two career parents, MTV, AIDS, and computers |
Xers |
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Value flexibility, life options, and achievement and job satisfaction |
Xers |
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Family and relationships are important and enjoyed team oriented work |
Xers |
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Money was important but would trade off for increased leisure time |
Xers |
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Terminal values of xers |
True friendship Happiness Pleasure |
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Grew up in prosperous times, have high expectations, believe in themselves, and confident in their ability to succeed |
Nexters |
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Never ending search for ideal jobs, see nothing wrong with job hopping |
Nexters |
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Seek financial success Enjoy team work but are self-reliant |
Nexters |
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Terminal values of nexters |
Freedom and comfortable life |
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Holland codes are set of personality types developed by blank in the blank |
John L. Holland 1970s |
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Reasoned that people work best in environments that match their preferences |
Holland |
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Six personality types in Holland's model |
Realistic Investigative Artistic Social Enterprising Conventional |
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depend on congruency between personality and tasks |
Job satisfaction and turnover |
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Studies the influence that individuals, groups and structures have on behavior within organizations |
Organizational Behavior |
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Chief goals of organizational behavior |
*apply the knowledge toward improving an organizations effectiveness *Understand and predict human behavior in organizations |
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Focal Points of organizational behavior |
Jobs and work Absenteeism Employment turnover Productivity Human performance Management |
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The gut feeling explanation of behavior |
Intuition |
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Improves ability to accurately predict behavior |
Systematic study |
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Examines relationships Attempts to attribute causes and effects Bases conclusions on scientific evidence |
Systematic study |
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Complements systematic study |
Evidence based management |
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Bases decisions on the best available scientific evidence |
Evidence-based management |
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Forces managers to become more scientific in their thinking |
Evidence-based management |
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Contributing disciplines to the OB field |
The individual-psychology and social psychology Groups and organizations-sociology and anthropology |
