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Personality Types Flashcards

(48 cards)

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1
Q

Introversion

A
  • Comfortable spending time alone
  • small groups, prefers one-on-one conversation
  • More reserved
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2
Q

Extraversion

A
  • Enjoy being social and comfortable around many people

-Enjoy group conversation

-Like to speak, and more outgoing, could be easily distracted

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3
Q

Ambiverts

A

-Has qualities of both extraverted and introverted person

  • Typically enjoys other people, but need time alone
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4
Q

Common Misconceptions Introverts

A
  1. Introverts are shy
  2. Leaders can’t be introverts
  3. Are not team players
  4. Are not successful (better founders, entrepreneurs, and business leaders
  5. Introverts and extroverts don’t get along
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5
Q

Common Misconceptions Extraverts

A
  1. Dont like alone time
  2. They are bad listeners
  3. Are better leaders
  4. They all love public speaking
  5. Extraverts are always happy
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6
Q

What are the five big personaity type

A
  • Openess
    -Conscientiousness
    -Extraversion
    -Agreeableness
    -Neuroticism
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7
Q

Openness

A
  • Open to new things
  • Imaginative
  • Curious
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8
Q

Conscientiousness

A
  • Dependable
  • Responsible
  • Careful
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9
Q

Extraversion

A
  • Sociable
  • Outgoing
  • Asserting
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10
Q

Agreeableness

A
  • Cooperative
  • Trusting
  • Good-nature
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11
Q

Neuroticism

A

(Emotional Stability)

  • Unworried
  • Relaxed
  • Secure
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12
Q

Why is the Big Five personality traits more accurate than 16-personality types?

A
  • Extensively researched
  • Views people’s personality that falls on a spectrum which is more accurate
  • MBTI generalies and oversimplyfies personality to 16 rigid type (puts people in categories)
  • MBTI results are inconsistant
  • Better at predicted real-world outcomes, such as job preformances
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13
Q

What is Motivation?

A
  1. The general desire or willingness of someone to do something
  2. Force acting either on or within a person to initiate behaviour
  3. An internal condition that desires a change in the self or environment

My own definition:
Motivation is the internal desire within someone that influences their behaviour

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14
Q

Intellectual Capital

A

Intellectual capital is defined as the collective use of knowledge and skills within the workforce.

Intellectual Capital:
Intellectual Capital = Competency x Commitment

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15
Q

Why are there no guarantees for long-term employment?

A

There are no guarantees for long-term employment because jobs have been increasingly based on earning a job through performance and accomplishments.

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16
Q

What does it mean to be a knowledge worker? What are they interested in?

A

A knowledge worker is someone whose skills and critical thinking is an asset to employers and within the workforce. It is someone who adds intellectual capital to the organization.

They are interested in their personal achievements and responsibilities. As well, they are interested in continuous learning.

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17
Q

Define workforce diversity:

A

Workforce diversity is the differences within an organization, in terms of gender, race, ethnicity, religion, and sexual orientation.

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18
Q

What are the Benefits of Workplace Diversity?

A

Workforce diversity is significant within the workplace, enhances adaptability, encourages more innovation, and increases overall work performance. Introducing diverse perspectives and experiences allows for more creative and effective problem-solving, and approaching tasks with a different point of view.

More customers or gaining a larger audience form different types of people

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19
Q

What is a glass ceiling?

Can you think of a real world example of where you’ve seen/experienced a glass ceiling?

A

The Glass ceiling effect refers to a barrier within an organization that prevents women and minorities from rising to a higher position. A very common example of the glass ceiling effect is the pay wage gaps between women and men, which is seen in various organizations and industries.

(CHANGE ANSWER)

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20
Q

What is globalization? Why are some employees worried about it?

Study These Flashcards
A
  • Globalization is the worldwide interdependence of research flows, global markets, and business competition.
  • It is driven by factors such as technology, communication, and transportation.
  • Many employees are worried because they are worried about being replaced by working in other countries that are willing to work through outsources, and at a lower cost to employers.
  • New graduates are also worried about lower-priced competition for the same jobs from graduates from other countries.
21
Q

What is the main foundation of globalization?

Study These Flashcards
A

The main foundation of globalization is based on the advancement of technologies, particularly with the internet and in communication technologies.

22
Q

Define a portfolio worker:

Study These Flashcards
A

A portfolio worker is someone who always has the skills needed up-to-date that allows for job and career mobility.

23
Q

Leadership style

Study These Flashcards
A
  1. Autocratic
  2. Laissez
  3. Democratic
24
Q

Autocratic

Study These Flashcards
A
  • A leader with this approach acts in a unilateral manner.
  • Command and control fashion
    Manager under this style emphasize task completion over people
  • Retain authority and information

Unilateral: management is done by one person in a “do as I say” approach

25
Laissez-Faire
- A leadership with a this style approach displays a “do the best as you can and don’t bother me” attitude - Also known as the impoverished manager → (due to the lack of energy/care) - This managers show little concern for the task - Allows employees to make decisions on their own
26
Democratic
A leadership with this style approach emphasizes task and people Managers care both about the task at hand and the people they work with Managers share information, collaborate, and encourage participation in decision making
27
Four Functions of Management
Leading, Planning, Organizing, and controlling
28
Planning
A managerial process of setting directions and objectives or the organization
29
Organizing
Sets plans into action through the coordination of people and resources
30
Controling
Involves checks and guides to ensure things turns out as planned
31
Leading
Relates directly to the poeple in an oranizational comunicating visions, building enthuciasim, and motivating staff in order to reach goals and follow plans.
32
Levels of management
Front line managers, middle managers, and top level managers
33
Front line managers
known as project managers, manage coordinators, assistant, interns, and is the first level you would typically get into
34
Middle managers
Also known as functional managers, in charge of areas as marketing, finance, operations, or human resources
35
Top Levels Managers
Also known as general managers, guide the overall performance of an organizstion. Create long-term goal, assess risk, and ensure objectives are aligned with the organization’s mission
36
Management Skills
Technical, conceptional, and human relation skills
37
Technical Skills
Required by the front line. There are hands-on, task oriented skills that relate to the overall project/objective
38
Human Relation Skills (interpersonal)
Refers to how well we interact with others. Can we engage, motivate, and communicate effectively with others.
39
Conceptual Skills
Skill requires visioning, decision making, and more strategic skills
40
Classical Management Theories
Scientific Management Administration Management Bureaucratic Management
41
Scientific Management
Fredric Taylor - Emphasizes productivity and efficiency through time and motion studies - Advocates for standardized work processes and performance-based incentives - Encourages selecting and training workers scientifically
42
Administration Management
Henri Fayol - Focuses on management functions and principles (e.g., planning, organizing, leading, controlling). - Introduces 14 principles of management, including unity of command, division of work, and esprit de corps.
43
Bureaucratic Management
Max Weber - Advocates a structured hierarchy with clear rules and procedures. - Promotes impersonal relationships and merit-based advancement. - Emphasizes efficiency through formalized roles and responsibilities
44
Behavoural Management
Human Relations Theory, Maslow’s Hierarchy of Needs, McGregor’s Theory X and Theory Y , Herzberg’s Two-Factor Theory, McClelland’s Theory of Needs
45
Human Relations Theory
Elton Mayo - Says that employees work better when they feel valued and included. - Teamwork, communication, and good relationships = happier and more productive workers. - Based on the Hawthorne Studies, which showed that workers perform better when they feel noticed.
46
Maslow’s Hierarchy of Needs
(Abraham Maslow) People have different needs, and they must be met step by step
47
McGregor’s Theory X and Theory Y
(Douglas McGregor) Theory X: Assumes workers are lazy and need strict rules to get things done. Theory Y: Believes workers are motivated and creative when given trust and freedom. Encourages managers to treat employees based on their potential, not just control them.
48
McClelland’s Theory of Needs
(David McClelland) People are driven by one of these three needs: Achievement (want to succeed and set goals) Affiliation (want friendships and teamwork) Power (want to lead and influence others)

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