Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

MGMG 309 > Chapter 15 > Flashcards

Chapter 15 Flashcards

(94 cards)

Start Studying
1
Q

Understanding Individuals in Organizations

A

The Psychological Contract
The Person-Job Fit
Individual Differences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

The Psychological Contract

A

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Contributions from the Individual

A 
Effort
Ability
Loyalty
Skills
Time
Competencies
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Inducements from the Organization

A 
Pay
Job security
Benefits
Career opportunities
Status
Promotion opportunities
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The Person-Job Fit

A

Reasons for poor person-job fit:
• Imperfect organizational selection procedures
• Change in both people and organizations over time.
• New New technologies require new employee skills technologies require new employee skills
• Unique individuals and unique jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Individual Differences

A

Personal attributes that vary from one person to another.

• Physical, psychological, or emotional.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Personality and Individual Behavior

A

Personality

The “Big Five” personality Traits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Personality

A

The relatively stable set of psychological and behavioral attributes that distinguish one person from another.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

The “Big Five” personality Traits

A

C.A.N.O.E.
Agreeableness—a person’s ability to get along with others.
Conscientiousness—the the number of goals on which a person number of goals on which a person focuses.
Negative emotionality—the extent to which a person is calm, resilient, and secure.
Extraversion - A person’s comfort level with relationships.
Openness—a person’s rigidity of beliefs and range of interests.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

The Myers-Briggs Type Indicator

A

(MBTI)
A popular questionnaire that some organizations use to assess personality types.
• Is a useful method for determining communication styles and interaction preferences.
• Has questionable validity and reliability.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

MBTI Personality Types

A

Extraversion (E) versus Introversion (I)
Sensing (S) versus Intuition (N)
Thinking (T) versus Feeling (F)
Judging (J) versus Perceiving (P)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Other Personality Traits at Work

A 
Locus of Control
Self-Efficacy
Authoritarianism
Machiavellianism
Self-Esteem
Risk Propensity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Locus of Control

A

The extent to which people believe that their behavior has a real effect on what happens to them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Internal Locus of Control

A

Individuals who believe they are in control of their destiny.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

External Locus of Control

A

Individuals who believe that external focus dictate what happens to them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Self-Efficacy

A

A person’s belief about his or her capabilities to perform a task. High self-efficacy individuals believe they can perform well while low self-efficacy individuals doubt their ability to perform.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Authoritarianism

A

The extent to which an individual believes that power and status differences are appropriate within hierarchical social organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Machiavellianism

A

Behavior directed at gaining power and controlling the behavior of others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Self-Esteem

A

The extent to which a person believes she/he is a worthwhile individual.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Risk Propensity

A

The degree to which an individual is willing to take chances and make risky decisions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Emotional Intelligence

A

EQ
Extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy, and posses social skills.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Emotional Intelligence

A 
Self-awareness
Managing emotions
Motivating oneself
Empathy
Social skill
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Self-awareness

A

A person’s capacity for being aware of how they are feeling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Managing emotions

A

A person’s capacity to ensure that feelings do not interfere with getting things accomplished.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Motivating oneself
A person's ability to remain optimistic in the face of failure.
26
Empathy
A person’s ability to understand how others are feeling.
27
Social skill
A person’s ability to get along with others.
28
Attitudes and Individual Behavior
Attitudes The Three Components of Attitudes Cognitive Dissonance
29
Attitudes
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
30
The Three Components of Attitudes:
– Affective component – Cognitive component – Intentional component
31
Affective component
How we feel. | Reflects the feelings and emotions an individual individual has toward a situation.
32
Cognitive component
Why we feel the way we feel. | Perceived knowledge.
33
Intentional component
What we intend to do about the situation. | How a person expects to behave in a given situation.
34
Cognitive Dissonance
The conflict individuals experience among their own attitudes.
35
Work-Related Attitudes
Job Satisfaction or Dissatisfaction Job Satisfaction and Work Behaviors Organizational Commitment Organizational Commitment and Work Behaviors
36
Job Satisfaction or Dissatisfaction
An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work.
37
Job Satisfaction and Work Behaviors
Job satisfaction is influenced by personal, group, and organizational factors. Dissatisfied employees are absent from work more often, may experience stress which disrupts coworkers, and may be continually looking for another job. High levels of job satisfaction do not necessarily lead to high job performance. Satisfied employees are absent less often, make positive contributions, and stay with the organization.
38
Organizational Commitment
An attitude that reflects an individual’s identification with and attachment to an organization.
39
Organizational Commitment and Work Behaviors
Employee commitment strengthens with an individual’s age, years with the organization, sense of job security, and participation in decision making. Committed employees have highly reliable habits, plan a longer tenure with the organization, and muster more effort in performance.
40
Affect and Mood in Organizations
Positive Affectivity | Negative Affectivity
41
Positive Affectivity
A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood.
42
Negative Affectivity
A tendency to be generally downbeat and pessimistic, tend to see things in a negative way, and seem to be in a bad mood.
43
Perception and Individual Behavior
Perception Selective Perception Stereotyping
44
Perception
The set of processes by which an individual becomes aware of and interprets information.
45
Selective Perception
The process of screening out information that we are uncomfortable with or that contradicts contradicts our beliefs. If selective perception causes someone to ignore important information it can become quite detrimental.
46
Stereotyping
The process of categorizing or labeling people on the basis of a single attribute (e.g., gender and race). May cost the organization valuable talent, violate federal anti-bias laws, and is likely unethical.
47
Perception and Perceptual Processes
Attribution | Ways in Which Attributions Are Formed
48
Attribution
A mechanism through which we observe behavior and attribute a cause to it.
49
Ways in Which Attributions Are Formed: | Each has High and Low
Consensus Consistency Distinctiveness
50
Consensus
The extent to which OTHER people in the SAME situation behave the SAME way. "Abby is the ONLY one late to class." (low consensus)
51
Consistency
The extent to which the SAME person behaves the SAME way at DIFFERENT times. "Abby is always late to class" (high consistency)
52
Distinctiveness
The extent to which the SAME person behaves the SAME way in OTHER situations. "Abby is lat to everything." (high distinctiveness)
53
Correct Attribution if:
Low Consensus - when the behavior/result is different from others. High Consistency - Repeated behavior/ result. Low Distinctiveness - When individual has similar behavior/result on other tasks.
54
Stress and Individual Behavior
Stress General Adaptation Syndrome (GAS) Personality Types
55
Stress
A person’s response to a strong stimulus (i.e., a stressor).
56
General Adaptation Syndrome (GAS)
The general cycle of the stress process. Stage 1 Alarm Stage 2 Resistance Stage 3 Exhaustion
57
Stage 1 Alarm
Panic, wondering how to cope, and a feeling of helplessness.
58
Stage 2 Resistance
Individual is actively assisting the effects of the stressor.
59
Stage 3 Exhaustion
Prolonged exposure to stress causes an individual to give up.
60
Personality Types
Type A personality | Type B personality
61
Type A personality
Extremely competitive (aggressive), devoted to work, have a strong sense of time urgency (impatient).
62
Type B personality
Less competitive, less devoted to work, have a weaker sense of time urgency. Less likely to experience personal stress or to come into conflict with other people.
63
Causes of Stress
Task Demands Physical Demands Role Demands Interpersonal Demands
64
Task Demands
Have to make quick decisions, critical decisions, or decisions based on inappropriate information. Associate with the task itself.
65
Physical Demands
May have extreme temperatures, poorly designed office space or threats to ones health. Associated with the job setting.
66
Role Demands
May experience role ambiguity or role conflict.
67
Interpersonal Demands
May result from group pressure, leadership styles or conflicting personalities. Associated with relationships that comfort people in organizations.
68
Consequences of Stress
Negative personal consequences Negative work-related consequences Burnout
69
Negative personal consequences
Behavioral - smoking, alcoholism, chewing gum excessively. Psychological—sleep disturbances, depression, family problems. Medical - backaches, high blood pressure, headaches.
70
Negative work-related consequences
``` Poor quality Lower productivity Job dissatisfaction Low morale Lack of commitment Withdrawal ```
71
Burnout
A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time.
72
Stress Management Strategies for Individuals
Regular exercise Relaxation Time management Support Groups
73
Regular exercise
Reduces tension and stress, and improves self-confidence and feelings of optimism.
74
Relaxation
Allows individuals to adapt and better deal with their stress.
75
Time management
Reduces stress by prioritizing activities to accomplish them in their order of importance.
76
Support Groups
Socializing away from work reduces stress.
77
Stress Management Strategies for Organizations
Organizations also bear the costs of stress-related claims. Organizational wellness/stress management programs can be used to promote healthful employee activities and derive the benefits of increased organizational productivity.
78
Creativity
The ability of an individual to generate new ideas or to conceive of new perspectives in existing ideas.
79
The Creative Individual
Background experiences and creativity Personal Personal traits and creativity Cognitive abilities and creativity
80
Background experiences and creativity
Many creative individuals were neared into creative environments.
81
Personal Personal traits and creativity
Creative persons have personal traits of openness, an attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.
82
Cognitive abilities and creativity
Most creative people are highly intelligent. They are both divergent and convergent thinkers, a skill they use to see differences and similarities in situations, phenomena, and events.
83
Characteristics of Creative People
Tolerance for ambiguity Good verbal communicator Imaginative Reasonably intelligent
84
Situations that Enhance Creativity
Specific and difficult goals Time pressure Supportive culture Heterogeneity
85
The Creative Process
``` Preparation Incubation Insight Verification Enhancing Creativity in Organizations ```
86
Preparation
Formal education and training is used to “get up to speed.” | Experiences on the job provide additional knowledge and ideas.
87
Incubation
A period of less intense conscious concentration during which knowledge and ideas acquired, during preparation, mature and develop. Incubation is helped by pauses in rational thought.
88
Insight
A spontaneous breakthrough in which the creative person achieves a new understanding of some problem or situation. Patterns of thought coalesce into a new understanding.
89
Verification
Determines the validity or truthfulness of the insight. Tests Tests are conducted and prototypes are built to see if the are conducted and prototypes are built to see if the insight leads to the expected results.
90
Enhancing Creativity in Organizations
Make creativity part of the organization’s culture. Set goals for revenues from creating products and services. Reward creativity; refrain from punishing creative failures. Some ideas work out as expected, others don't work out as expected.
91
Types of Workplace Behavior
Withdrawal Behaviors | Organizational Citizenship
92
Withdrawal Behaviors
Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. Turnover occurs when individuals quit their jobs for workrelated or personal reasons. Absenteeism may be a symptom of other work related problems.
93
Organizational Citizenship
The behavior of individuals that makes a positive overall contribution to the organization.
94
Determinants of Organizational Citizenship
Individual’s personality, attitudes, and needs. Social context of the workplace (work group). Organization’s capability to reward citizenship.

MGMG 309 (12 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions