week 2 Flashcards

(37 cards)

1
Q

What is Gordon Allport’s definition of personality?

A

The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.

Additional Note: Key terms here are “dynamic organization” (personality can change and is a structured whole), “psychophysical systems” (involving both mind and body), and “unique adjustments” (how personality influences individual ways of interacting with the world).

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2
Q

What is a general definition of personality in terms of individual reactions and traits?

A

The sum-total of ways in which an individual reacts and interacts with others; the measurable traits a person exhibits.

Additional Note: The “measurable traits” aspect is important in OB for assessments and trying to predict behaviour in organizational settings.

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3
Q

Why is measuring personality considered helpful in an organizational context?

A

Helpful in hiring decisions.

(Additional Note: While used for hiring, personality tests are also used for team building, career development, and improving self-awareness. It’s crucial that tests used for hiring are valid and reliable for predicting job performance and don’t lead to discrimination.)

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4
Q

What is the most common method for measuring personality?

A

Self-reporting surveys.

(Additional Note: These are convenient and cost-effective, but can be subject to biases like social desirability (respondents answering in a way they think is favourable) or inaccurate self-perception.)

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5
Q

What are the two primary determinants of personality mentioned in the slides?

A

Heredity and Environment.

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6
Q

According to the “Heredity Approach,” what aspects of an individual are determined at conception and what is the primary source of personality?

A

Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms. This approach argues that genes are the source of personality.

(Additional Note: Twin studies, especially those where identical twins were raised apart, are often cited as evidence supporting a strong genetic component to personality.)

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7
Q

What is the “Heredity Approach’s” view on the role of parents in personality development beyond genetics?

A

Parents don’t add much to personality development other than passing on their genes.

(Additional Note: This is a strong “nature” stance. Most contemporary views emphasize a complex interaction (gene-environment interaction) where genetic predispositions are shaped by environmental influences, including parenting styles.)

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8
Q

Which environmental factors play a KEY ROLE in shaping our personalities?

A

parents
schools
community
religion
the broader nation in which we reside.

(Additional Note: This highlights the “nurture” side. The environment can either foster or hinder the development of genetic predispositions.)

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9
Q

What are “Personality Traits”?

A

The enduring characteristics that describe an individual’s behaviour.

The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait.

(Additional Note: “Enduring” implies stability over time, and “diverse situations” suggests that the trait is a general way of responding, not just specific to one context.)

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10
Q

What are the two dominant frameworks mentioned for describing personality?

A

Myers-Briggs Type Indicator (MBTI)
Big Five Model

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11
Q

Briefly describe the Myers-Briggs Type Indicator (MBTI).

A

Most widely used instrument in the world. Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.

(Additional Note: Popular for self-awareness and team development. However, its scientific validity and reliability for predicting job performance are subjects of ongoing debate among researchers.)

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12
Q

What are the four axes (dichotomies) of the MBTI and their corresponding letters?

A

Extroverted (E) vs. Introverted (I)
Sensing (S) vs. Intuitive (N)
Thinking (T) vs. Feeling (F)
Judging (J) vs. Perceiving (P)

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13
Q

MBTI: Describe Extroverted (E) vs. Introverted (I).

A

Extroverted (E): Sociable and Assertive. (Directs energy outwards, energized by people).

Introverted (I): Quiet and Shy. (Directs energy inwards, energized by solitude).

(Additional Note: It’s about where individuals get their energy from, not necessarily their social skills. Introverts can be highly skilled socially but find it draining.)

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14
Q

MBTI: Describe Sensing (S) vs. Intuitive (N).

A

Sensing (S): Practical and Orderly. (Focus on concrete details, facts, the present).

Intuitive (N): Big Picture Thinking. (Focus on patterns, possibilities, future implications).

(Additional Note: Sensing types prefer information they can verify with their senses, while Intuitivism look for meanings and connections beyond the tangible.)

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15
Q

MBTI: Describe Thinking (T) vs. Feeling (F).

A

Thinking (T): Use Reason and Logic. (Make decisions based on objective analysis).

Feeling (F): Uses Values & Emotions. (Make decisions based on impact on people and group harmony).

(Additional Note: Thinkers prioritize objective truth and principles, while Feelers prioritize empathy and maintaining relationships.)

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16
Q

MBTI: Describe Judging (J) vs. Perceiving (P).

A

Judging (J): Want Order & Structure. (Prefer a planned, organized approach to life, like closure).

Perceiving (P): Go with the flow - Flexible. (Prefer a spontaneous, adaptable approach, like keeping options open).

(Additional Note: This refers to how individuals prefer to live their outer life – either in a structured way (J) or a more flexible way (P).)

17
Q

What are the Big Five Personality Dimensions?

A

Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience.

(Additional Note: This model is widely accepted by psychologists and has strong empirical support for its ability to predict behaviour and job performance across various cultures and job types.)

18
Q

Big Five: Describe Extroversion.

A

Sociable, gregarious, and assertive.

Additional Note: Associated with higher levels of job satisfaction, leadership emergence, and performance in jobs requiring significant social interaction (e.g., sales, management).

19
Q

Big Five: Describe Agreeableness.

A

Good-natured, cooperative, and trusting.

(Additional Note: High agreeableness is linked to better performance in team settings and customer service roles. Very low agreeableness can be associated with counterproductive work behaviours.)

20
Q

Big Five: Describe Conscientiousness.

A

Responsible, dependable, persistent, and organized.

Additional Note: This is the Big Five trait most consistently linked to overall job performance across a wide range of occupations. It reflects an individual’s tendency towards self-discipline and achievement-striving.

21
Q

Big Five: Describe Emotional Stability.

A

Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).

(Additional Note: Also known as Neuroticism (when described from the negative end). High emotional stability is linked to greater life and job satisfaction, lower stress levels, and better coping abilities.)

22
Q

Big Five: Describe Openness to Experience.

A

Curious, imaginative, artistic, and sensitive.

(Additional Note: Linked to creativity, adaptability to change, and training proficiency. Individuals high in openness are often more willing to embrace new ideas and experiences.)

23
Q

What is Core Self-Evaluation (CSE)

A

The degree to which people like or dislike themselves. Positive self-evaluation leads to higher job performance.

(Additional Note: CSE is a broad personality trait that encompasses four more specific traits: self-esteem, generalized self-efficacy (belief in one’s ability to succeed), locus of control (belief about control over one’s destiny), and low neuroticism/high emotional stability.)

24
Q

What is Machiavellianism? In what conditions do “High Machs” flourish?

A

A pragmatic, emotionally distant power-player who believes that ends justify the means. High Machs are manipulative, win more often, and persuade more than they are persuaded.

They flourish when they:
- Have direct interaction
- Work with minimal rules and regulations.

(Additional Note: Named after Niccolò Machiavelli. This trait can be associated with unethical behaviour but also with success in certain political or competitive environments.)

25
What is Narcissism (as a personality trait in OB)? How does it affect job effectiveness?
An arrogant, entitled, self-important person who needs excessive admiration. Less effective in their jobs. (Additional Note: While some self-confidence is good, high narcissism is often linked to difficulty working in teams, resistance to criticism, and potentially exploitative behaviour towards colleagues.)
26
What is Self-Monitoring? What are characteristics of high self-monitors?
The ability to adjust behaviour to meet external, situational factors. High monitors conform more and are more likely to become leaders. (Additional Note: High self-monitors are like social chameleons, skilled at reading social cues and adapting. Low self-monitors tend to display more consistent behaviour across different situations, guided by their inner states.)
27
What is Risk Taking as a personality trait? How can it relate to job requirements and decision-making?
The willingness to take chances. May be best to align propensities with job requirements. Risk takers make faster decisions with less information. Additional Note: The optimal level of risk-taking depends heavily on the job. For example, an entrepreneur might benefit from higher risk-taking, while an accountant might require lower risk-taking.
28
What is "The Sociopathic Personality" (as mentioned in OB traits)?
(Slide does not define it explicitly). Generally implies individuals who exhibit a disregard for social norms and the rights of others, lack empathy, and are manipulative for personal gain, potentially engaging in harmful workplace behaviours. (Additional Note: This is often associated with the "Dark Triad" of personality (Machiavellianism, Narcissism, and Psychopathy). Sociopathic tendencies in the workplace can be extremely detrimental to team morale and organizational integrity.)
29
Describe Type A Personality.
Aggressively involved in a chronic, incessant struggle to achieve more in less time. Impatient: always moving, walking, and eating rapidly. Strive to think or do two or more things at once. Can become workaholics. Cannot cope with leisure time. Obsessed with achievement numbers. (Additional Note: While often driven and productive, Type A individuals can experience higher stress levels, be more prone to conflict, and may struggle with delegation.)
30
Describe Type B Personality.
The complete opposite of Type A – go with the flow, it can be done later, enjoy their leisure time and are definitely not workaholics. (Additional Note: Type B individuals are generally more relaxed and patient. This can be beneficial for jobs requiring careful consideration and less susceptible to stress-related illnesses compared to Type A.)
31
What is a Proactive Personality?
Identifies opportunities, shows initiative, takes action, and perseveres to completion. Creates positive change in the environment. (Additional Note: Proactive individuals are highly valued as they tend to be self-starters, effective problem solvers, and can be instrumental in driving innovation and improvement within an organization.)
32
What is Intersectionality?
The extent to which an individual’s demographics intersect to the point where the number of various intersections that are part of their make-up could mean that they may be more or less discriminated against. (Additional Note: Coined by Kimberlé Crenshaw, intersectionality emphasizes that forms of oppression (like racism, sexism, classism) are interconnected and cannot be examined in isolation. It highlights how multiple identities create unique experiences of discrimination or privilege.)
33
Provide an example of how intersectionality might lead to increased discrimination, according to the slides.
To be Female, Black, and Lesbian may mean you are discriminated against more than someone who is Male, Heterosexual, and White. (Demographics here include Gender, Race, Sexual Orientation, Level of Education, and Social Class). Additional Note: The specific impact of intersecting identities depends on the societal context, community values, and power structures in place.
34
When does intersectionality become more detrimental, according to the slides?
When the social categories according to which people are defined experience an unequal distribution of economic and social resources. (Additional Note: This links intersectional discrimination directly to systemic inequalities and disparities in access to resources and opportunities.)
35
List the 9 categories shown in the "Intersectionality" diagram.
Race Class Language Culture Ethnicity Age Ability Sexuality Education. Racist Classrooms dont like Languages of different Cultures and Ethnicity but they are Young and Able to do Sex Ed. (Additional Note: This is not an exhaustive list, but these are common dimensions of identity that can intersect and influence an individual's experiences.)
36
Which pieces of South African legislation are mentioned as being in place to ensure people are NOT discriminated against based on demographic factors?
The Constitution The Employment Equity Act Affirmative Action. (Additional Note: The Constitution of South Africa is the supreme law and includes a Bill of Rights that prohibits unfair discrimination. The Employment Equity Act (EEA) aims to achieve equity in the workplace by promoting equal opportunity and fair treatment through the elimination of unfair discrimination and implementing affirmative action measures to redress disadvantages experienced by designated groups (Black people, women, and people with disabilities). Affirmative Action is a set of measures mandated by the EEA.)  
37
What critical questions are raised regarding the practical application of anti-discrimination legislation?
"While this may be in theory to what extent is this applied in practice?” and “Do organisations have subtle mechanisms by which they discriminate against people and how easy is this to prove?” Additional Note: These questions highlight the challenge of translating legal protections into everyday reality and addressing systemic or implicit biases that may lead to subtle forms of discrimination, which are often difficult to identify and prove.