1
Q
traits
A
- characteristics that occur more consistently and across situations
2
Q
The Big Five
A
- OCEAN
- openness to experience
- consciousness
- extroversion
- agreeableness
- neuroticisim
3
Q
openness to experience (the big five)
A
- open or closed to experiences
- open people like adventure, new experiences
- people with low scores prefer familiarity
4
Q
consciousness (the big five)
A
- overachievers
- disciplined
- responsible
- good at planning ahead
5
Q
extroversion (the big five)
A
- recharge from being around people
- introverts spend their time alone
6
Q
agreeableness (the big five)
A
- make sacrifice for others
- assume others are good
7
Q
neuroticism (the big five)
A
- anxiety, anger, depression
- low scores are more calm and collected
8
Q
core self-evaluation
A
- those with high core self evaluation like themselves
- feel in control of their environment
9
Q
downside of high core self evaluation
A
- too full of themselves
- too confident
10
Q
upside of high core self evaluation
A
- set more ambituous goals
11
Q
Machiavellianism (Mach)
A
- the desire to gain power and influence
12
Q
High Machs
A
- practical, manipulative, emotionally detached and consider the ends justify the means
- win more, persuaded less
- like their jobs less, more stressed
13
Q
self-monitoring
A
- an individuals ability to adjust to behaviour to external, situational factors
14
Q
high self monitors are better at
A
- distinguishing how they feel
- pay close attention to others behaviour
- more mobile and strategic
- tend to become leaders
15
Q
perception
A
- process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment
16
Q
factors that influence perception
A
- the situation
- the perceiver
- the targer
17
Q
research consistently finds that people make decisions based on
A
- the perception of others
18
Q
perceptual errors
A
- accurate perceptions require effort and time, so we often take predictable shortcuts
- sometimes these shortcuts are helpful and even necessary, but foten they result in poor deisions
19
Q
attribution theory
A
- when individuals observe behaviour, they attempt to determine whether the cause is internal (individual is responsible) or external (situational/outside causes)
20
Q
fundamental attribution error
A
- how we loo at others
- in others, we tend to underestimate external factors and overestimate internal factors
21
Q
self-serving bias
A
- when we are successful, we focus on internal factors
- when we fail, we pin it on external factors
22
Q
selective perception
A
- i recieve the info that I want to recieve
- we can’t absorb all information thrown at us
23
Q
Halo effect
A
- drawing general impressions about an individual based on a single characteristic such as intelligence, likeability, or appearance.
24
Q
Contrast effect
A
- a persons evaluation is affected by comparisons with other individuals recently encountered
- strong/weak competition will make you seem better/worse
25
stereotyping
- when an individual assigns attributes to another soley based on the other's membership in a particular social or demographic category
26
applications of judgement shortcuts in the workplace
- employment interviews
| -
27
perception is subject to
- error
28
3 emotions
- affect
- emotion
- mood
29
affect (emotions)
- broad range of feelings people experience, including emotions and moods
30
emotion (emotions)
- intense feelings that are directed at something or someone
31
mood (emotions)
- feelings that tend to be less intense than emotions and that lack of contextual stimulus
32
emotional labour
- our work often requires physical, mental, and emotional labour
- e.g. service industry, grief therapist, meditation
33
emotional dissonance
- thee difference between how we feel and what we show
- more dissonance = more burnout
- surface vs deep acting
34
yaysayers of emotional intelligence
- intuitive
- predictive
- biological
35
naysayers of emotional intelligence
- too vague
- hard to measure
- suspect validity
36
values
- basic convinctions that a specific mode of conduct or end-state existence is personally or socially preferable to an opposite or converse mode of conduct
37
examples of values
- liberty
- peace
- tradition
- honesty
- freedom
- authority
- self respect
- security
- hierarchy
- equality
- happiness
38
instrumental values
- preferable ways of behaving
| - e.g. ambituous, capable, imaginative
39
terminal values
- desirable end-states of existence
| - e.g. comfort, harmony, accomplishment
40
Hofstede's framework for assessing others
- power distance
- individualism vs collectivism
- masculinity vs feminity
41
power distance (Holfstede)
- acceptance of power inequalities
42
individualism vs collectivism (Holfstede)
- standing out vs fitting in
43
masculinity vs femininity (Hoflstede)
- uncertainty avoidance
| - long-term vs short-term orientation
44
evaluative statements
- either positive or negative abut objects people or events that reflect how we feel about something
- tend to predict or explain behaviours
45
key attitudes in OB
- job satisfaction
- organizational commitment
- job involvement
- engagement
46
job satisfaction
- a positive feeling about a job based on the evaluation of its characteristics
47
causes of job satisfaction
- the work itself
- good social relationships
- control and autonomy
- pay (to a point...)
48
organizational citizenship behaviour
- descretionary, not part of job, but promotes org performance
49
Hirschman's EVLN model
- exit
- neglect
- loyalty
- voice
50
exit (EVLYN)
- actively attempting to leave the organization
51
neglect (EVLYN)
- passively allowing things to get worse
52
loyalty (EVLYN)
- passively (optimistically) waiting for things to improve
| - trusting management to "do the right thing"
53
voice (EVLYN)
- actively and constructively trying to improve things
54
organizational comittment
- an employee identifies with an organization and its goals, and wishes to maintain membership in the organization
55
affective (organizational commitment)
- an individual's emotional attachment to an organization and a belief in its values
56
normative (organizational commitment)
- the obligation an individual feels to staying with an organization for moral ethical reasons
57
continuance (organizational commitment)
- only have the job because they need the finances
