all Flashcards
personality
the relatively enduring pattern of thoughts, emptions adn behaviours that characterize a person, along with the psychological processes behind those characteristics.
5 Factor Model
the broad dimensions representing most personality traits
CANOE / OCEAN
Conscientiousness, Agreeable, Neuroticism, Openness to experience, Extraversion.
Types of Work Performance
Proficient (CE), Adaptive(EEO), Proactive (EO), Organisationl Citizenship (CA), Counterproductive Work Behaviours (CA).
The Dark Triad
a cluster of socially undesirable personality traits.
Machiavellianism
a personality trait of people who demonstrate a strong motivation to achieve their own goals at the expense of others, who believe deceit is a natural ad acceptable way to achieve their goals, who take pleasure in outwitting and misleading others using crude influence tactics, and who have cynical disregard for morality.
Narcissism
a personality trait of people who a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviours, an intense envy of others and a tendency to exhibit arrogance, callousness, and exploitation of others for personal gain.
Psychopathy
a personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet social predators who engage in antisocial, impulsive and often fraudulent thrill-seeking behaviours.
Counterproductive Work Behaviours (CWB)
voluntary behaviours that have potential or indirectly harm the organisation.
Values
relatively stable, evaluative beliefs taht guide a persons preferences for outcome or courses of action in a variety of situations.
Schwartzs Values Circumplex
Openness to Change, Self-Enhancement, Conservation, Self-Transcendence.
Values Congruence
how similar a person’s values hierarchy is to the values hierarchy of another entity, such as employees.
Self-Concept
refers to an individuals self-beliefs and evaluations
Complexity
refers to the number of distinct and important roles or identities that people perceive about themselves.
Consistency
the degree to which the individuals identities require similar personal attributes.
Clarity
the degree to which a persons self-concept is clear, confidently define and stable.
Self-evaluation
mostly defined by 3 elements: self-esteem, self-efficacy, locus of control.
Self-Esteem
the extent to which people like, respect adn are satisfied with themselves.
Self-Efficacy
a persons belief that he or she has the ability, motivation, correct roles perception and favourable situation to complete a task successfully.
Locus of Control
A persons general belief about the amount of control he or she has over personal life events.
Social Identity Theory
a theory stating that people define themselves by the groups to which they belong or have an emotional attachment to
Perception
the process of receiving information about and making sense of the world around us.
Selective Attention
the process of attending to some information received by our senses and ignoring other information.
Selective Attention Bias
assumptions and expectations about future events
Confirmation Bias
the processing of screening out information that is contrary to our values adn assumptions, adn to more readily accept confirming information
Categorical Thinking
organizing people and objects into preconceived categories tha are stored in our long-term memory
Mental Models
knowledge structures that we develop to describe, explain and predict the world around us
Stereotyping
the process of assigning traits to people based on their membership in a social category
Categorization
social identity is a comparative process, and the comparison begins by categorizing into distinct groups
Homogenization
to simplify the comparison process, we tend to think that people within each group are very similar to one another
Differentiation
we tend to assign more favourable characteristics to people in out groups than people in other groups
Attribution Thoery
the perceptual theory process of deciding whether an observed behaviour or event is caused largely by internal or external factors
Self-Serving Bias
the tendency to attribute our favourable outcomes to internal factors and our failures to external factors
Fundamental Attribution Error
the tendency to see the person rather than the situation as the main causes pf the persons behaviour
Self-Fulfilling Prophecy
the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations
Halo Effect
a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person
False-Consensus Effect
a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own
Recency Effect
a perceptual error in which the most recent information dominates our perception of others
Primacy Effect
a perceptual error in which we quickly form an opinion of people based on the first information we receive about them
Johari Window
a model of understanding that encourages disclosure and feedback to increase our own open area and reduce the bind, hidden and unknown areas (open, blind, hidden, unknown)
Global Mindset
an individuals ability to perceive, appreciate and empathize with people from other cultures, and to process complex cross-cultural information
Employee Engagement
individual emotional and cognitive motivation, particularly a focused, intense, persistent and purposive effort toward work-related goals
Drives (Primary Needs)
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions and rationality
Four-Drive Theory
a motivation theory based on the innate drives to acquire, bond, learn and defend that incorporates both emotions and rationality
Maslows Needs Hierarchy Theory
a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfil a higher need as a lower one becomes gratified (self-actualization, esteem, belongingness, safety, physiological)
Intrinsic Motivation
occurs when people fulfil their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity
Extrnsic Motivation
occurs when people are motivated to engage in an activity for instrumental reasons, that is, to receive something that is beyond their personal control
Learned Needs Theory
achievement, affiliation, power
Expectancy Theory
a motivation theory based on the idea that work effect is directed toward behaviours that people believe will lead to desired outcomes
Outcome Valences
a valence is an anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. it ranges from negative to positive
Organizational Behaviour Modification
a theory that explains employee behaviour in terms of antecedent conditions and consequences of that behaviour
Antecedents
events preceding the behaviour, informing employees that a particular action will produce specific consequences
Social Cognitive Theory
a theory that explains how learning and motivation occur by observing and modelling other
Goal Setting
the process of establishing goals for the purpose of motivating employees and clarifying their role perceptions
Feedback
information that lets us know whether we have achieved the goal or are properly directing our effort toward it
Multisource (360) Feedback
information about employees’ performance collected from a full circle of people
Distributive Justice
the perception that appropriate decision criteria rules were applied to calculate how various benefits and burdens are distributed
Procedural Justice
the perception that appropriate procedural rules were applied throughout the decision process
Interactional Justice
the perception that appropriate rules were applied in the way the people involved were treated throughout the decision process
Equity Theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
Emotions
physiological, behavioural and psychological episodes experienced toward an object, person or event that create a state of readiness
Attitudes
the cluster of beliefs, assessed feelings and behavioural intentions toward a person, object or event
Behavioural Intensions
your planned effort to engage in a particular behaviour regarding the attitude object
Cognitive Dissonance
an emotional experience caused by a perception that our beliefs, feelings and behaviours are incongruent with each other
Emotional Labour
the effort, planning and control needed to express organizationally desired emotions during the interpersonal transactions
Surface Acting
when we pretend to be experiencing the expected emotions even though we are actually experiencing different emotions
Emotional Intelligence
a set of abilities to perceive and express emotions, assimilate emotion in thought, understand and reason with emotions, and regulate emotion in oneself and others
Job Satisfaction
a personal evaluation of his or her job or work content.
Exit-Voice-Loyalty-Neglect (EVLN) Model
the four ways that employees respond to job satisfaction
Affective Organisational Comitment
an individual’s emotional attachment to, involvement in, and identification with an organization
Continuance Commitment
an individuals calculative attachment to an organisation
Stress
an adaptive response to a situation that is perceived as challenging or threatening to the persons wellbeing
Stressors
any environemtal conditions that a place or physical or emotional demand on the person
Teams
groups of 2 or more people who interact with anf influence eac other, are mutually accountable for achieving common goals associated with organisational objectives adn perceive themselves as a social entity within the organisation
Informal Group
they have little or no interdependence and no organizationally mandated purpose
Process Losses
resources expended toward team development and maintenance rather than the task
Brookes Law
the principle that adding more people to a late-software project only makes it later
Social Loafing
the problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone
Task-Interdependence
the extent to which team members must share material, information, or expertise in order to perform their jobs
5 C’s of Effective Team Member Behaviour
cooperating, coordinating, communicating, comforting, conflict handling
Stages of Team Development
forming, storming, norming, performing
Role
a set of behaviours that people are expected to repeatedly perform because they hold formal or informal positions in a team and organisation
Norms
the informal rules and shared expectations that groups establish to regulate the behaviour of their members
Team Cohesion
the degree of attraction people feels toward the team and their motivation to remain members
Self-Directed Teams (SDT’s)
cross-functional work groups that are originated around the work process, complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of those tasks
Remote Teams
teams whose members operate across space, time and organisational boundaries and are linked through information technologies
Production Blocking
a time constraint in team decision-making due to the procedural requirement that only one person may speak at a time
Evaluative Apprehension
occurs when individuals are reluctant to mention ideas that seem silly because they believe that others in the decision-making group are silently evaluating them
Team Efficiancy
the collective belief that among team members in the teams capability to successfully complete a task
Conflict
a process in which one perceives that interests are being opposed or negatively affected by another party
Task Conflict (constructive conflcit)
a type of conflict in which people focus their discussion around the issue in which different viewpoints occur while showing respect for people involved in the disagreement a task-related issue
Relationship Conflict
a type of conflict in which people focus their discussion on the qualities of the people in the dispute, rather than on the qualities of the ideas presented regarding a task-related issue
Psychological Safety
a shared belief that it is safe to engage in interpersonal risk-taking, specifically that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work behaviours will not result in co-workers posing a threat to their self-concept, status or career.
Goal Incompatability
occurs when the goals of one person or department seem to interfere with another persons or departments goals
Differentiaiton
different beliefs about how to best achieve a common goal
Task Interdependance
refers to the extent to which employees must share materials, information or expertise to perform their jobs
Subordinate Goals
goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
Leadership
influencing, motivating and enabling others to contribute toward the effectiveness and success of teh organization of which they are members
Shared Leadership
the view that leadership is a role, not a position assigned to one person, consequently people within the team and organisation lead to each other
Shared Leadership
the view that leadership is a role, not a position assigned to one person, consequently people within the team and organisation lead to each other
Transformational Leadership
a leadership perspective that explains how leaders change teams or organisations by creating, communicating, and modelling a vision for the organisation or work unit and inspiring employees to strive for that vision
Managerial Leadership
a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices
Path-goal Leadership Theory
a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on employee and situation, to influence the employee expectations about desired results and their outcomes
Implicit Leadership Theory
a theory stating that people evaluate a leaders effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders and that people tend to inflate the influence of leaders on organisational events
Authentic Leadership
the view that effective leaders need to be aware of, feel comfortable with, and consistently with their values, personality, and self-concept
Power
the capacity a person, team, or organization to influence others.
Legtimate Power
an agreement among organizational members that people in specific roles can request a set of behaviours from
Reward Power
derived from a person’s ability to control the allocation of rewards valued by others and to remove negative sanctions
Coercive Power
the ability to apply punishment
Expert Power
an individual or works units capacity to influence others by possessing knowledge or skills valued by others
Referent Power
the capacity to influence others on the basis of an identification with and respect for the power holder
Social Networks
social structures of individuals or social units that are connected to one another through one or more forms of interdependence
Social Capital
the knowledge, opportunities, and other resources available to members of a social network, along with the mutual support, trust, reciprocity, and the coordination that facilitate sharing of those resources
Influence
any behaviour that attempts to alter someones attitude or behvaiour
Silent Authority
influencing behaviour through legitimate power without explicitly reffering to that power base
Assertiveness
actively applying legitimate and coercive power by applying pressure and threats
Information Control
explicitly manipulating someone elses access to information for the purpose of changing their attitude and/or behaviour
Coalitition Formation
relying symbolically or in reality on people with higher authority or expertise to support our position
Upward Appeal
a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer’s position
Persuasion
using logical arguments, factual evidence and emotional appeal to convince people of the value of a request
Exchange
promising benefits or resources in exchange for the target persons compliance
Impression
actively shaping through self-presentation and other means the perceptions and attitudes that others have of us
Integration
any attempt to increase liking by, or perceived similarity to, some target person
Commitment
people identify with the influencers request and are highly motivated to implement it even when extrinsic motivation sources are absent
Compliance
when people are motivated to implement the influencers request for purely instrumental reasons
Values
stable, evaluative beliefs that guide our preferences for outcomes
Assumptions
a deeper element that some experts believe is the essence of corporate culture
Espoused Values
the values that corporate leaders hope will eventually become the organisations culture
Enacted Values
the standards and norms that are actually exhibited by a company and the organisation’s employees on a daily basis, guide and influence decisions
Dominant Culture
the values and assumptions shared most consistently and widely by the organisations members
Adaptive Culture
an organisational culture in which employees are receptive to change, including the ongoing alignment of the organisation to it environment and continuous improvement of internal processes
Artifacts
the observable symbols and signs of an organisations culture
Ceremonies
planned display of organisational culture, conducted specifically for the benefit of an audience
Rituals
the programmes and routines of daily organisational life that dramatizes the organisations culture
Attraction-Selection-Attrition (ASA) Theory
states that organisations have a natural tendency to attract, select adn retain people with values and personality characteristics consistent with the organisations charactert, resulting ina more homogeneous organisation and a stringer culture
3 Components of Culture
surface level manifestations, espoused values, basic underlying assumptions
Culture Strength
exist when employees definitively agree about the way things are supposed to happen within an organisation and when their subsequent behaviours are consistent with those expectations
