MGMT 2110 Flashcards
Midterm (78 cards)
1
Q
What is a personality trait?
A
A habitual pattern of cognitions, emotions, behavior and remains stable over time.
2
Q
How do personality traits lie on a continuum?
A
Many people fall in the middle and judgements are relative.
3
Q
What determines a personality triad?
A
Hereditary factors and environmental factors (Nature v. Nurture).
4
Q
What is the most popular way to measure personality?
A
The MBTI test.
5
Q
List two pros of the MBTI test.
A
- Widely used
- Helpful in recognizing individual differences in ways of thinking and approaching work.
6
Q
List two cons of the MBTI test.
A
- “Armchair” psychology → doesn’t fully capture known dimensions of personality and cognitive style
- Little evidence supporting the predictive ability of MBTI results.
7
Q
What are the five factors in the 5 Factor Model of Personality?
A
- Openness to experience
- Conscientiousness
- Extraversion
- Agreeableness
- Neuroticism.
8
Q
What does Openness to experience indicate?
A
Prefers familiarity and customs vs. likes variety and reflecting.
9
Q
What is a characteristic of high Conscientiousness?
A
Motivated and dependable.
10
Q
What does high Extraversion predict?
A
High levels of reported job and life satisfaction.
11
Q
What is a trait associated with high Agreeableness?
A
Cooperative and warm.
12
Q
What does high Neuroticism predict?
A
Lower levels of job and life satisfaction.
13
Q
True or False: We are always our own best judges of personality.
A
False.
14
Q
Who tends to be more accurate in evaluating our personalities?
A
External observers such as friends and colleagues.
15
Q
What is a challenge in observing personality traits like neuroticism?
A
Traits are hard to observe.
16
Q
In weak situations, how is the ‘correct’ personality characterized?
A
Ambiguous as there is no obvious way to behave.
17
Q
In strong situations, how is the ‘correct’ personality characterized?
A
Concrete as it is expected that you behave in a specific way.
18
Q
When is personality more predictive of behavior?
A
In weak situations.
19
Q
What is the definition of values?
A
Evaluative beliefs that guide our preferences
Values influence decision-making and behavior.
20
Q
Why are values important in the workplace?
A
They guide employee behaviour and raise awareness of value differences due to globalisation
Ethical values play a crucial role in shaping organizational culture.
21
Q
What is a value system?
A
A hierarchy of values
It helps prioritize which values are most important in decision-making.
22
Q
What is the value perception theory?
A
Job satisfaction depends on whether you perceive that your job supplies things that you value
This theory emphasizes the alignment of job roles with personal values.
23
Q
What are espoused values?
A
Values that the organisation states that it believes in - the ‘desired’
These values may not always reflect actual practices.
24
Q
What are enacted values?
A
Values that organisation members perceive to be valued by the organisation - the ‘reality’
Enacted values may differ from espoused values.
25
Define individualism.
Preference to act as individuals, emphasizing personal freedom and independence
## Footnote
Individualism values self-sufficiency and personal uniqueness.
26
Define collectivism.
Preference to act as members of groups, emphasizing group interest and harmony
## Footnote
Collectivism focuses on duty to groups.
27
What is power distance?
The degree to which people accept an unequal distribution of power in society
## Footnote
This concept impacts organizational structure and authority dynamics.
28
What characterizes low power distance?
Expect relatively equal power sharing and value consultation
## Footnote
Cultures with low power distance encourage collaboration.
29
What characterizes high power distance?
Accept and value unequal power and obedience to authority
## Footnote
This can lead to hierarchical organizational structures.
30
Define uncertainty avoidance.
The degree that people tolerate ambiguity or feel threatened by it
## Footnote
This influences how individuals approach risk and decision-making.
31
Describe low uncertainty avoidance.
Prefer unstructured situations and indirect communications
## Footnote
Individuals in low uncertainty avoidance cultures are more adaptable.
32
Describe high uncertainty avoidance.
Value structured situations and prefer direct communications
## Footnote
High uncertainty avoidance cultures often seek clarity and rules.
33
What is the difference between achievement and nurturing?
Achievement values assertiveness and materialism; nurturing values relationships and well-being
## Footnote
This distinction affects interpersonal relationships in various contexts.
34
Define tightness vs. looseness in culture.
Tight cultures have strong social norms; loose cultures have weak social norms
## Footnote
This impacts tolerance for deviant behavior.
35
What is confirmation bias?
The tendency to attend to information that supports our beliefs and discredit contradictory information
## Footnote
This cognitive bias can lead to flawed decision-making.
36
How does confirmation bias affect information interpretation?
Too much weight is given to supportive evidence and not enough to unsupportive evidence
## Footnote
This can lead to overconfidence in conclusions based on incomplete data.
37
What is perception?
The process of receiving information about and making sense of the world
## Footnote
Perception is essential in understanding how we interpret our surroundings.
38
Define attribution.
The process through which individuals attempt to determine the causes behind others’ behaviour
## Footnote
Attribution helps people infer the motivations behind actions.
39
What indicates high consistency in attribution?
Behaves this way in the same situation over time
## Footnote
This suggests internal attribution.
40
What indicates low distinctiveness in attribution?
Shows the same behaviour in other situations
## Footnote
This suggests internal attribution.
41
What indicates low consensus in attribution?
Other people do not respond the same way in the situation
## Footnote
This suggests internal attribution.
42
What is the fundamental attribution error (FAE)?
The tendency to attribute others’ actions to internal causes while largely ignoring external factors
## Footnote
FAE highlights a common bias in social perception.
43
True or False: We tend to blame the situation before the person in attribution.
False
## Footnote
We usually blame the person first, reflecting a belief in a just world.
44
What is self-serving bias?
The tendency to attribute our successes to internal factors and our failures to external factors
## Footnote
This bias helps maintain self-esteem.
45
What is the double bind for women in leadership?
When women act traditionally feminine, they are liked but not seen as leadership material; when they act traditionally masculine, they are disliked and not seen as leadership material
## Footnote
This creates challenges for women seeking leadership roles.
46
Define the motherhood penalty.
When mothers make less than equally-qualified non-mothers and less than fathers, resulting in a lower chance of promotion to leadership positions
## Footnote
This reflects systemic biases against working mothers.
47
What did the study by Correll, Bernard, and Pail find regarding mothers and job interviews?
Women who referenced being a member of the parent-teacher association were 50% less likely to be invited for an interview compared to those who did not
## Footnote
This illustrates discrimination based on motherhood status.
48
What is one method to combat the double bind and motherhood penalty?
Implement control systems in the structure of work, such as choice architecture/nudging
## Footnote
This includes removing sources of bias.
49
Provide an example of nudging in orchestra auditions.
Performers auditioning behind a curtain
## Footnote
This helps eliminate biases related to gender or motherhood.
50
What is the benefit of exposure to positive exemplars?
It helps to counteract biases and stereotypes
## Footnote
Positive role models can influence perceptions of capability.
51
What is decision making?
The conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs.
52
What are the steps in a rational analysis model?
* Identify the problem
* Find relevant information
* Develop alternatives
* Evaluate the alternatives
* Choose best solution
* Implement chosen solution
53
What are the limits of rational decision analysis?
* Bound by uncertainty and ambiguity
* Requires complete information
* Often lack of sufficient information
* Imperfections of the mind
* Systematic biases that alter information gathering, processing, and evaluation
54
How are most decisions framed?
As 'this or that' decisions.
55
What is narrow framing?
Focusing on trade offs, not creative solutions, which misses hidden alternatives.
56
What are solutions to narrow framing?
* Expand your options
* Develop a third, 'best of both worlds' option
* Vanishing options test: If you could NOT choose any of the current options, what else would you do?
57
What is a solution to confirmation bias?
Solicit disconfirming evidence such as assigning someone to a devil’s advocate role.
58
What is conformity pressure?
When people conform to opinions supported by the majority or by an authority figure, driven by desire for agreement, desire to be part of the majority, and obedience to authority.
59
What is a solution to conformity pressure?
Private data collection to bring out disconfirming information and reduce conflict.
60
What is representative bias?
When people rely on representativeness to make judgments, leading to incorrect judgments due to incomplete data.
61
What is loss aversion?
The tendency for losses to loom larger than gains, leading to hyper-sensitivity to losses and resistance to change.
62
What is included in a pre-decision checklist?
* Expand the frame
* Private data collection
* Solicit disconfirming evidence
* Assess representativeness
* Neutralise loss aversion
* Check overconfidence
* Develop an exit strategy
63
What is job satisfaction?
A collection of attitudes that people have about their jobs
## Footnote
Job satisfaction can be influenced by various factors and can be assessed in different ways.
64
What are the two ways job satisfaction can be thought of?
* Overall job satisfaction
* Facet satisfaction
## Footnote
Facet satisfaction refers to specific aspects of the job that contribute to overall satisfaction.
65
Name three facets that matter to job satisfaction.
* The work itself
* Co-workers
* Benefits
## Footnote
Other important facets include compensation, organisational policy, working conditions, recognition, supervision, career opportunities, job security, and autonomy.
66
What are the outcomes of high job satisfaction?
* High motivation
* High organisational commitment
* High customer satisfaction
* Low turnover
* Low absenteeism
* Low theft & sabotage
## Footnote
These outcomes can significantly impact an organization's performance and culture.
67
What is the formula for performance?
Performance = motivation + ability
## Footnote
This formula indicates that both motivation and ability are essential for high performance.
68
Can satisfaction increase ability?
No, satisfaction can increase motivation, but it can’t really increase ability
## Footnote
This highlights the importance of both factors in achieving high performance.
69
What is the relationship between high motivation and low ability?
High motivation + low ability = poor performance
## Footnote
This emphasizes the need for both elements to be balanced for optimal performance.
70
What are non-productive facets of work that can lead to satisfaction?
Chatting with co-workers
## Footnote
These interactions can enhance feelings of satisfaction even though they may not directly contribute to productivity.
71
Define distress in the context of job satisfaction.
Physiological, psychological and behavioural deviation from healthy functioning
## Footnote
Distress can negatively affect job satisfaction and overall well-being.
72
What is eustress?
'Good' stress that activates and motivates people to achieve goals
## Footnote
Eustress is considered beneficial and can contribute positively to job satisfaction.
73
List the five core job characteristics according to the job characteristics model.
* Skill variety
* Task identity
* Task significance
* Autonomy
* Feedback from job
## Footnote
These characteristics are essential for creating satisfying and motivating job roles.
74
What does skill variety refer to in job characteristics?
The opportunity to do a variety of job activities using various skills and talents
## Footnote
This characteristic helps keep work engaging and fulfilling.
75
Explain task identity as a job characteristic.
The extent to which a job involves doing a complete piece of work, from beginning to end
## Footnote
This can enhance a sense of accomplishment and job satisfaction.
76
What is task significance?
The impact that a job has on other people
## Footnote
Understanding the significance of one's work can greatly enhance job satisfaction.
77
What does autonomy refer to in job characteristics?
The freedom to schedule one’s own work activities and decide work procedures
## Footnote
Autonomy is linked to higher job satisfaction as it allows individuals to have control over their work.
78
What is feedback from a job?
Information (not just from your boss) about the effectiveness of one’s work performance
## Footnote
Feedback is crucial for personal and professional development and can enhance job satisfaction.
