COMM 105 > Chapter 2 Powerpoint > Flashcards

Chapter 2 Powerpoint Flashcards

(57 cards)

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1
Q

Nature vs nurture of personality
What is influenced by nature and what’s nurture

A

Influenced by nature
-heredity explains up to 50% of behavioural tendencies

Influenced by nurture
-socialization, learning

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2
Q

When does personality stabilize

A

In young adulthood:
-self concept gets clearer, more stable with age
-executive function regulates behaviour
-but some traits change throughout life

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3
Q

5 factor personality model

Acronym

A

CANOE

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4
Q

5 factor personality model

A

Conscientiousness:
-organized, dependable, thorough

Agreeableness:
-trusting helpful, good natured

Neurotiscism:
- anxious, insecure, self conscious

Openness to experience:
-imaginative, creative, curious

Extraversion:
-outgoing, talkative, energetic

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5
Q

Five factor personality model

Conscientiousness

A

Organized

Dependable

Thourough

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6
Q

Five factor personality model

Agreeableness

A

Trusting, helpful, good natured

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7
Q

Five factor personality model

Neuroticism

A

Anxious

Insecure

Self conscious

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8
Q

Five factor personality model

Oppenness to experience

A

Imaginative

Creative

Curious

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9
Q

Five factor personality model

Extraversion

A

Outgoing

Talkative

Energetic

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10
Q

What kind of personality traits for each task

Proficient task performance

A

Conscientiousness

Extraversion

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11
Q

What kind of personality traits for each task

Adaptive task performance

A

Emotional stability

Extraversion (assertiveness)

Openness to experience

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12
Q

What kind of personality traits for each task

Proactive task performance

A

Extraversion (assertiveness)

Openness to experience

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13
Q

What kind of personality traits for each task

Organizational citizenship

A

Conscientiousness

Agreeableness

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14
Q

What kind of personality traits for each task

Counterproductive work behaviours

A

Conscientiousness

Agreeableness

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15
Q

Canoe model

Effective leaders are more what

A

Extraverted

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16
Q

Canoe model

Creative work performance can be predicted how

A

Openness to experience can predict this happening

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17
Q

Canoe model

What is a weak predictor of adaptive, proactive performance

A

Conscientiousness

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18
Q

Canoe model

What predicts team member and customer service performance
And
What is a weak predictor of proficient proactive performance

A

Agreeableness

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19
Q

5 factor model issues

A
  1. Higher big five scores aren’t always better
  2. Specific traits may predict better than their overall big five factor
  3. Personality isn’t static
  4. The five factor model doesn’t cover all personality concepts
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20
Q

The dark triad

A

Machiavellianism

Narcissism

Psychopathy

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21
Q

The dark triad

Machiavellianism

A

Strong motivation to get what one wants at the expense of others

Believe that deceit is natural and acceptable to achieve goals

Take pleasure in misleading, outwitting, controlling others

Seldom empathize with or trust coworkers

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22
Q

The dark triad

Narcissism

A

Obsessive belief in one’s own superiority, entitlement

Excessive need for attention

Intensely envious

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23
Q

The dark triad

Psychopathy

Study These Flashcards
A

Social predators— ruthlessly dominate and manipulate others

Mask of psychopathy: superficial charm, but selfish promoters

Engage in antisocial, impulsive, and often fraudulent thrill seeking behaviour

24
Q

Dark triad and workplace behaviour

Study These Flashcards
A
  1. Organizational politics
  2. Ineffective team behaviours
  3. Serious white collar crime activity
  4. Workplace aggression or bullying
  5. Excessively risky decision making — predicted by psychopathy

Dark triad may have some positive outcomes (eg. Promotions)

25
Jungian and Myers-Briggs types
Getting energy -extraversion or introversion Perceiving information -sensing or intuitive Making decisions -thinking or feeling Orienting to the external world -judging or perceiving
26
Jungian and Myers-Briggs types Getting energy
Extraversion: -talkative -externally focused -assertive Introversion: -quiet -internally focused -abstract
27
Jungian and Myers-Briggs types Perceiving information
Sensing: -concrete -realistic -practical Intuitive: -imaginative -future focused -abstract
28
Jungian and Myers-Briggs types Making decisions
Thinking: -logical -objective -impersonal Feeling; -empathetic -caring -emotion focused
29
Jungian and Myers-Briggs types Orienting to the external world
Judging: -organized -schedule oriented -closure focused Perceiving: -spontaneous -adaptable -opportunity focused
30
Evaluating MBTI
Most widely used personality test Most widely studied measure of cognitive style Adopts a neutral view of score results Improves self awareness and mutual understanding Poor at predicting job performance, effective leadership, or team development
31
Stable evaluative beliefs that guide our preferences
Define right and wrong, good and bad Direct our motivation, potentially decisions/behaviour
32
Values system
A persons hierarchy of values
33
Compared with personality, values are:
Evaluating (non descriptive) May conflict strongly with each other Affected more by nurture than nature
34
Schwartz’s values model
57 values clustered into 10 categories, further clustered into 4 quadrants
35
Scheartzs value model quadrants
Openness to change: -motivated to pursue innovative ways Conservation: -motivated to preserve the status quo Self-enhancement: -motivated by self interest Self-transcendence: -motivated to promote the welfare of others
36
How values influence decisions and behaviour
1. Values affect the relative attractiveness of choices 2. Values frame perceptions 3. Values motivate us to act consistently with self-concept and public image
37
When do values not predict behaviour
1. Situational factors are barriers or lack of opportunity 2. Counter motivational forces 3. Lack of values of awareness -values are abstract -less mindful of values with routine behaviour
38
Values congruence
Similarity of a persons values hierarchy to another source
39
Importance of values congruence
Team values congruence: -higher team cohesion and performance Person-organization values congruence: -higher job satisfaction, loyalty, and organizational citizenship, lower stress and turnover
40
Team values congruence
Higher team cohesion and performance
41
Person-organization values congruence
Higher job satisfaction, loyalty, and organizational citizenship, lower stress and turnover
42
Ethics
Study of moral principles and balues, whether actions are right or wrong, outcomes are good or bad
43
4 ethical principles
Utilitarianism Individual rights Distributive justice Ethic of care
44
4 ethical principles Utilitarianism
Greatest food for the greatest number of
45
4 ethical principles Individual rights
Everyone has same natural rights
46
4 ethical principles Distributive justice
Benefits and burdens should be the same or proportional
47
4 ethical principles Ethic of care
Moral obligation to help others
48
Moral intensity
The degree that an issue demands the application of ethical principles
49
Moral intensity is higher when
Decision has substantially good or bad consequences High agreement among others that outcomes are good-bad (not diverse beliefs) High probability that good-bad outcomes will occur from the decision Many people will be affected by the decision
50
Moral sensitivity
A persons ability to detect a moral dilemma and estimate its relative importance
51
Moral sensitivity is higher in people with
Expertise/knowledge of prescriptive norms and rules Past experience with specific moral dilemmas More empathy A self-view as an ethical person Mindfulness
52
Supporting ethical behaviour in a business
Corporate code of ethics Educate and test employees ethical knowledge Systems for communicating/investigating wrongdoing Ethical culture and ethical leadership
53
Individualism
The degree to which people value personal freedom, self sufficiency, control over themselves, being appreciated for unique qualities High individualism (South Africa, then Canada, then Japan) Low individualism (Taiwan lowest, then Venezuela)
54
Collectivism
The degree to which people value their group membership and harmonious relationships within the group High collectivism (Taiwan, Israel) Low collectivism (Japan, Canada)
55
Power distance High vs low
High power distance: - value obedience to authority -comfortable receiving commands from superiors -prefer formal rules and authority to resolve conflicts -(Malaysia super high) Low power distance: -expect relatively equal power sharing -view relationships with boss as interdependence, not dependence -(Israel and Denmark super low) CANADA IS LOWER 1/3
56
Uncertainty avoidance High vs low
High: -feel threatened by ambiguity and uncertainty -value structured situations and direct communication -(Greece and Belgium high) Low: -tolerate ambiguity and uncertainty -Singapore super low CANADA IS IN THE MIDDLE. A BIT TO THE LOW SIDE
57
Achievement vs Nurturing
High achievement orientation: -assertiveness -competitiveness -materialism (Japan super achievement) High nurturing orientation: -value relationships -focus on human interaction -Sweden and Netherlands CANADA IN THE MIDDLE. A LITTLE MORE TO ACHIEVEMENT
COMM 105
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