all Flashcards
(137 cards)
1
Q
personality
A
the relatively enduring pattern of thoughts, emptions adn behaviours that characterize a person, along with the psychological processes behind those characteristics.
2
Q
5 Factor Model
A
the broad dimensions representing most personality traits
3
Q
CANOE / OCEAN
A
Conscientiousness, Agreeable, Neuroticism, Openness to experience, Extraversion.
4
Q
Types of Work Performance
A
Proficient (CE), Adaptive(EEO), Proactive (EO), Organisationl Citizenship (CA), Counterproductive Work Behaviours (CA).
5
Q
The Dark Triad
A
a cluster of socially undesirable personality traits.
6
Q
Machiavellianism
A
a personality trait of people who demonstrate a strong motivation to achieve their own goals at the expense of others, who believe deceit is a natural ad acceptable way to achieve their goals, who take pleasure in outwitting and misleading others using crude influence tactics, and who have cynical disregard for morality.
7
Q
Narcissism
A
a personality trait of people who a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviours, an intense envy of others and a tendency to exhibit arrogance, callousness, and exploitation of others for personal gain.
8
Q
Psychopathy
A
a personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet social predators who engage in antisocial, impulsive and often fraudulent thrill-seeking behaviours.
9
Q
Counterproductive Work Behaviours (CWB)
A
voluntary behaviours that have potential or indirectly harm the organisation.
10
Q
Values
A
relatively stable, evaluative beliefs taht guide a persons preferences for outcome or courses of action in a variety of situations.
11
Q
Schwartzs Values Circumplex
A
Openness to Change, Self-Enhancement, Conservation, Self-Transcendence.
12
Q
Values Congruence
A
how similar a person’s values hierarchy is to the values hierarchy of another entity, such as employees.
13
Q
Self-Concept
A
refers to an individuals self-beliefs and evaluations
14
Q
Complexity
A
refers to the number of distinct and important roles or identities that people perceive about themselves.
15
Q
Consistency
A
the degree to which the individuals identities require similar personal attributes.
16
Q
Clarity
A
the degree to which a persons self-concept is clear, confidently define and stable.
17
Q
Self-evaluation
A
mostly defined by 3 elements: self-esteem, self-efficacy, locus of control.
18
Q
Self-Esteem
A
the extent to which people like, respect adn are satisfied with themselves.
19
Q
Self-Efficacy
A
a persons belief that he or she has the ability, motivation, correct roles perception and favourable situation to complete a task successfully.
20
Q
Locus of Control
A
A persons general belief about the amount of control he or she has over personal life events.
21
Q
Social Identity Theory
A
a theory stating that people define themselves by the groups to which they belong or have an emotional attachment to
22
Q
Perception
A
the process of receiving information about and making sense of the world around us.
23
Q
Selective Attention
A
the process of attending to some information received by our senses and ignoring other information.
24
Q
Selective Attention Bias
A
assumptions and expectations about future events
25
Confirmation Bias
the processing of screening out information that is contrary to our values adn assumptions, adn to more readily accept confirming information
26
Categorical Thinking
organizing people and objects into preconceived categories tha are stored in our long-term memory
27
Mental Models
knowledge structures that we develop to describe, explain and predict the world around us
28
Stereotyping
the process of assigning traits to people based on their membership in a social category
29
Categorization
social identity is a comparative process, and the comparison begins by categorizing into distinct groups
30
Homogenization
to simplify the comparison process, we tend to think that people within each group are very similar to one another
31
Differentiation
we tend to assign more favourable characteristics to people in out groups than people in other groups
32
Attribution Thoery
the perceptual theory process of deciding whether an observed behaviour or event is caused largely by internal or external factors
33
Self-Serving Bias
the tendency to attribute our favourable outcomes to internal factors and our failures to external factors
34
Fundamental Attribution Error
the tendency to see the person rather than the situation as the main causes pf the persons behaviour
35
Self-Fulfilling Prophecy
the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations
36
Halo Effect
a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person
37
False-Consensus Effect
a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own
38
Recency Effect
a perceptual error in which the most recent information dominates our perception of others
39
Primacy Effect
a perceptual error in which we quickly form an opinion of people based on the first information we receive about them
40
Johari Window
a model of understanding that encourages disclosure and feedback to increase our own open area and reduce the bind, hidden and unknown areas (open, blind, hidden, unknown)
41
Global Mindset
an individuals ability to perceive, appreciate and empathize with people from other cultures, and to process complex cross-cultural information
42
Employee Engagement
individual emotional and cognitive motivation, particularly a focused, intense, persistent and purposive effort toward work-related goals
43
Drives (Primary Needs)
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions and rationality
44
Four-Drive Theory
a motivation theory based on the innate drives to acquire, bond, learn and defend that incorporates both emotions and rationality
45
Maslows Needs Hierarchy Theory
a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfil a higher need as a lower one becomes gratified (self-actualization, esteem, belongingness, safety, physiological)
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Intrinsic Motivation
occurs when people fulfil their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity
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Extrnsic Motivation
occurs when people are motivated to engage in an activity for instrumental reasons, that is, to receive something that is beyond their personal control
48
Learned Needs Theory
achievement, affiliation, power
49
Expectancy Theory
a motivation theory based on the idea that work effect is directed toward behaviours that people believe will lead to desired outcomes
50
Outcome Valences
a valence is an anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. it ranges from negative to positive
51
Organizational Behaviour Modification
a theory that explains employee behaviour in terms of antecedent conditions and consequences of that behaviour
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Antecedents
events preceding the behaviour, informing employees that a particular action will produce specific consequences
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Social Cognitive Theory
a theory that explains how learning and motivation occur by observing and modelling other
54
Goal Setting
the process of establishing goals for the purpose of motivating employees and clarifying their role perceptions
55
Feedback
information that lets us know whether we have achieved the goal or are properly directing our effort toward it
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Multisource (360) Feedback
information about employees' performance collected from a full circle of people
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Distributive Justice
the perception that appropriate decision criteria rules were applied to calculate how various benefits and burdens are distributed
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Procedural Justice
the perception that appropriate procedural rules were applied throughout the decision process
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Interactional Justice
the perception that appropriate rules were applied in the way the people involved were treated throughout the decision process
60
Equity Theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
61
Emotions
physiological, behavioural and psychological episodes experienced toward an object, person or event that create a state of readiness
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Attitudes
the cluster of beliefs, assessed feelings and behavioural intentions toward a person, object or event
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Behavioural Intensions
your planned effort to engage in a particular behaviour regarding the attitude object
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Cognitive Dissonance
an emotional experience caused by a perception that our beliefs, feelings and behaviours are incongruent with each other
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Emotional Labour
the effort, planning and control needed to express organizationally desired emotions during the interpersonal transactions
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Surface Acting
when we pretend to be experiencing the expected emotions even though we are actually experiencing different emotions
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Emotional Intelligence
a set of abilities to perceive and express emotions, assimilate emotion in thought, understand and reason with emotions, and regulate emotion in oneself and others
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Job Satisfaction
a personal evaluation of his or her job or work content.
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Exit-Voice-Loyalty-Neglect (EVLN) Model
the four ways that employees respond to job satisfaction
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Affective Organisational Comitment
an individual's emotional attachment to, involvement in, and identification with an organization
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Continuance Commitment
an individuals calculative attachment to an organisation
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Stress
an adaptive response to a situation that is perceived as challenging or threatening to the persons wellbeing
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Stressors
any environemtal conditions that a place or physical or emotional demand on the person
74
Teams
groups of 2 or more people who interact with anf influence eac other, are mutually accountable for achieving common goals associated with organisational objectives adn perceive themselves as a social entity within the organisation
75
Informal Group
they have little or no interdependence and no organizationally mandated purpose
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Process Losses
resources expended toward team development and maintenance rather than the task
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Brookes Law
the principle that adding more people to a late-software project only makes it later
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Social Loafing
the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone
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Task-Interdependence
the extent to which team members must share material, information, or expertise in order to perform their jobs
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5 C's of Effective Team Member Behaviour
cooperating, coordinating, communicating, comforting, conflict handling
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Stages of Team Development
forming, storming, norming, performing
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Role
a set of behaviours that people are expected to repeatedly perform because they hold formal or informal positions in a team and organisation
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Norms
the informal rules and shared expectations that groups establish to regulate the behaviour of their members
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Team Cohesion
the degree of attraction people feels toward the team and their motivation to remain members
85
Self-Directed Teams (SDT's)
cross-functional work groups that are originated around the work process, complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of those tasks
86
Remote Teams
teams whose members operate across space, time and organisational boundaries and are linked through information technologies
87
Production Blocking
a time constraint in team decision-making due to the procedural requirement that only one person may speak at a time
88
Evaluative Apprehension
occurs when individuals are reluctant to mention ideas that seem silly because they believe that others in the decision-making group are silently evaluating them
89
Team Efficiancy
the collective belief that among team members in the teams capability to successfully complete a task
90
Conflict
a process in which one perceives that interests are being opposed or negatively affected by another party
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Task Conflict (constructive conflcit)
a type of conflict in which people focus their discussion around the issue in which different viewpoints occur while showing respect for people involved in the disagreement a task-related issue
92
Relationship Conflict
a type of conflict in which people focus their discussion on the qualities of the people in the dispute, rather than on the qualities of the ideas presented regarding a task-related issue
93
Psychological Safety
a shared belief that it is safe to engage in interpersonal risk-taking, specifically that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work behaviours will not result in co-workers posing a threat to their self-concept, status or career.
94
Goal Incompatability
occurs when the goals of one person or department seem to interfere with another persons or departments goals
95
Differentiaiton
different beliefs about how to best achieve a common goal
96
Task Interdependance
refers to the extent to which employees must share materials, information or expertise to perform their jobs
97
Subordinate Goals
goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
98
Leadership
influencing, motivating and enabling others to contribute toward the effectiveness and success of teh organization of which they are members
99
Shared Leadership
the view that leadership is a role, not a position assigned to one person, consequently people within the team and organisation lead to each other
100
Shared Leadership
the view that leadership is a role, not a position assigned to one person, consequently people within the team and organisation lead to each other
101
Transformational Leadership
a leadership perspective that explains how leaders change teams or organisations by creating, communicating, and modelling a vision for the organisation or work unit and inspiring employees to strive for that vision
102
Managerial Leadership
a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices
103
Path-goal Leadership Theory
a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on employee and situation, to influence the employee expectations about desired results and their outcomes
104
Implicit Leadership Theory
a theory stating that people evaluate a leaders effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders and that people tend to inflate the influence of leaders on organisational events
105
Authentic Leadership
the view that effective leaders need to be aware of, feel comfortable with, and consistently with their values, personality, and self-concept
106
Power
the capacity a person, team, or organization to influence others.
107
Legtimate Power
an agreement among organizational members that people in specific roles can request a set of behaviours from
108
Reward Power
derived from a person's ability to control the allocation of rewards valued by others and to remove negative sanctions
109
Coercive Power
the ability to apply punishment
110
Expert Power
an individual or works units capacity to influence others by possessing knowledge or skills valued by others
111
Referent Power
the capacity to influence others on the basis of an identification with and respect for the power holder
112
Social Networks
social structures of individuals or social units that are connected to one another through one or more forms of interdependence
113
Social Capital
the knowledge, opportunities, and other resources available to members of a social network, along with the mutual support, trust, reciprocity, and the coordination that facilitate sharing of those resources
114
Influence
any behaviour that attempts to alter someones attitude or behvaiour
115
Silent Authority
influencing behaviour through legitimate power without explicitly reffering to that power base
116
Assertiveness
actively applying legitimate and coercive power by applying pressure and threats
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Information Control
explicitly manipulating someone elses access to information for the purpose of changing their attitude and/or behaviour
118
Coalitition Formation
relying symbolically or in reality on people with higher authority or expertise to support our position
119
Upward Appeal
a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position
120
Persuasion
using logical arguments, factual evidence and emotional appeal to convince people of the value of a request
121
Exchange
promising benefits or resources in exchange for the target persons compliance
122
Impression
actively shaping through self-presentation and other means the perceptions and attitudes that others have of us
123
Integration
any attempt to increase liking by, or perceived similarity to, some target person
124
Commitment
people identify with the influencers request and are highly motivated to implement it even when extrinsic motivation sources are absent
125
Compliance
when people are motivated to implement the influencers request for purely instrumental reasons
126
Values
stable, evaluative beliefs that guide our preferences for outcomes
127
Assumptions
a deeper element that some experts believe is the essence of corporate culture
128
Espoused Values
the values that corporate leaders hope will eventually become the organisations culture
129
Enacted Values
the standards and norms that are actually exhibited by a company and the organisation's employees on a daily basis, guide and influence decisions
130
Dominant Culture
the values and assumptions shared most consistently and widely by the organisations members
131
Adaptive Culture
an organisational culture in which employees are receptive to change, including the ongoing alignment of the organisation to it environment and continuous improvement of internal processes
132
Artifacts
the observable symbols and signs of an organisations culture
133
Ceremonies
planned display of organisational culture, conducted specifically for the benefit of an audience
134
Rituals
the programmes and routines of daily organisational life that dramatizes the organisations culture
135
Attraction-Selection-Attrition (ASA) Theory
states that organisations have a natural tendency to attract, select adn retain people with values and personality characteristics consistent with the organisations charactert, resulting ina more homogeneous organisation and a stringer culture
136
3 Components of Culture
surface level manifestations, espoused values, basic underlying assumptions
137
Culture Strength
exist when employees definitively agree about the way things are supposed to happen within an organisation and when their subsequent behaviours are consistent with those expectations
