Most important terms and subjects Flashcards
(34 cards)
What are the subjects of Myers Briggs
Extraverted (E) versus Introverted (I).
Extraverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.
Sensing (S) versus Intuitive (N).
Sensing types are practical and prefer routine and order, and they focus on details. Intuitives rely on unconscious processes and look at the big picture.
Thinking (T) versus Feeling (F).
Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions.
Judging (J) versus Perceiving (P).
Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous.
Big 5 model
Conscientiousness.
The conscientiousness dimension is a measure of personal consistency and reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.
Emotional stability.
The emotional stability dimension taps a person’s ability to withstand stress. People with emotional stability tend to be calm, self-confident, and secure. High scorers are more likely to be positive and optimistic and to experience fewer negative emotions; they are generally happier than low scorers. Emotional stability is sometimes discussed as its converse, neuroticism. Low scorers (those with high neuroticism) are hypervigilant and vulnerable to the physical and psychological effects of stress. Those with high neuroticism tend to be nervous, anxious, depressed, and insecure.
Extraversion.
The extraversion dimension captures our relational approach toward the social world. Extraverts tend to be gregarious, assertive, and sociable. They experience more positive emotions than do introverts, and they more freely express these feelings. On the other hand, introverts (low extraversion) tend to be more thoughtful, reserved, timid, and quiet.
Openness to experience.
The openness to experience dimension addresses the range of interests and fascination with novelty. Open people are creative, curious, and artistically sensitive. Those at the low end of the category are conventional and find comfort in the familiar.
Agreeableness.
The agreeableness dimension refers to an individual’s propensity to defer to others. Agreeable people are cooperative, warm, and trusting. You might expect agreeable people to be happier than disagreeable people. They are, but only slightly. When people choose organizational team members, agreeable individuals are usually their first choice. In contrast, people who score low on agreeableness are cold and antagonistic.
Core self evaluation
Positive core self evaluation -People who have positive CSEs like themselves and see themselves as effective and in control of their environment.
Negative core self evaluations - Those with negative CSEs tend to dislike themselves, question their capabilities, and view themselves as powerless over their environment
rokeach value survey
terminal values
Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.
instrumental values
Preferable modes of behavior or means of achieving one’s terminal values. ( The morals used to achieve a terminal status)
attribution theory
Attribution theory suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused.
Internally caused behaviors are those an observer believes to be under the personal behavioral control of another individual. Externally caused behavior is what we imagine the situation forced the individual to do. If an employee is late for work, you might attribute that to his overnight partying and subsequent oversleeping. This is an internal attribution. But if you attribute his lateness to a traffic snarl, you are making an external attribution.
Now let’s discuss the three determining factors. Distinctiveness refers to whether an individual displays different behaviors in different situations. Is the employee who arrives late today also one who regularly “blows off” other kinds of commitments? What we want to know is whether this behavior is unusual. If it is, we are likely to give it an external attribution. If it is not, we will probably judge the behavior to be internal.
Anchoring bias
A tendency to fixate on initial information, from which one then fails to adjust adequately for subsequent information.
Contrast effect
Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Fundamental attribution error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
self-fulfilling prophecy
A situation in which a person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with the original perception.
pygmalion effect
The Pygmalion effect is a form of self-fulfilling prophecy in which believing something can make it true
Confirmation Bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.
IE. If things went well its because I’m awesome. If they didnt it was something out of my controls fault.
Halo and Horns
Using one trait to make a general positive (halo) or negative (horns) impression of another.
Stereotyping
Judging someone based on one’s perception of the group to which that person belongs.
Selective perception
The tendency to choose to interpret what one sees based on one’s interests, background, experience, and attitudes.
Bounded decision making
A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.
(will use minimal inputs)
Rationional decision making
A decision-making model that describes how individuals should behave to maximize some outcome.
(Uses all available information)
Maslows Heirarchy
Physiological.
Includes hunger, thirst, shelter, sex, and other bodily needs.
Safety-security.
Security and protection from physical and emotional harm.
Social-belongingness.
Affection, belongingness, acceptance, and friendship.
Esteem.
Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.
Self-actualization.
Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment.
Herzbergs two factor
A theory that relates intrinsic factors (reward/ recognition) to job satisfaction and associates extrinsic factors with dissatisfaction(Pay/structure/work conditions). Also called motivation-hygiene theory.
McClellands Theory of needs
need for achievement (nAch)
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
need for power (nPow)
The need to make others behave in a way in which they would not have behaved otherwise.
need for affiliation (nAff)
The desire for friendly and close interpersonal relationships.
Self-determination theory/ Cognitive evaluation theory
Switching a person from intrinsic (ie self motivated or volunteer) rewards to extrinsic (You do it because you’re paid) Decreases motivation if the rewards are controlling
Goal setting theory
A theory stating that specific and difficult goals, with feedback, lead to higher performance.
fielder contingency model
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
leader member exchange theory
A theory that supports leaders’ creation of ingroups and outgroups; subordinates with ingroup status have higher performance ratings, less turnover, and greater job satisfaction.
LMX theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an “in” or an “out”
