Behavior Influence

Question 1

Personality

Answer 1

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

Personality is determined by Heredity vs Environment

Question 2

Myers-Briggs Type Indicator (MBTI)

Answer 2

A personality test that taps four characteristics and classifies people into one of 16 personality types.

Question 3

Extraverted (E) versus Introverted (I)

Answer 3

Extraverted individuals are outgoing, sociable, and assertive.

Introverts are quiet and shy.

Question 4

Sensing (S) versus Intuitive (N)

Answer 4

Sensing types are practical and prefer routine and order, and they focus on details.

Intuitives rely on unconscious processes and look at the big picture.

Question 5

Thinking (T) versus Feeling (F).

Answer 5

Thinking types use reason and logic to handle problems.

Feeling types rely on their personal values and emotions.

Question 6

Judging (J) versus Perceiving (P).

Answer 6

Judging types want control and prefer order and structure.

Perceiving types are flexible and spontaneous.

Question 7

Extraversion

Answer 7

Extraverts tend to be gregarious, assertive, and sociable. They
experience more positive emotions than do introverts, and they more freely express these feelings. On the other hand, introverts (low extraversion) tend to be
more thoughtful, reserved, timid, and quiet.

Question 8

Agreeableness

Answer 8

dimension refers to an individual’s propensity to defer to others.
Agreeable people are cooperative, warm, and trusting. You might expect agreeable people to be happier than disagreeable people. They are, but only slightly.

Question 9

Conscientiousness

Answer 9

personal consistency and reliability.
A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.

Question 10

Emotional Stability

Answer 10

People with emotional stability tend to be calm, self confident, and secure. High scorers are more likely to be positive and optimistic and to experience fewer negative emotions; they are generally happier than low scorers. Emotional stability is sometimes discussed as its converse, neuroticism. Low scorers (those with high neuroticism) are hypervigilant and vulnerable to the physical and psychological effects of stress. Those with high neuroticism tend to be
nervous, anxious, depressed, and insecure.

Question 11

Openness to Experience

Answer 11

dimension addresses the range of interests and fascination with novelty. Open people are creative, curious, and artistically sensitive. Those at the low end of the category are conventional and find comfort
in the familiar.

Question 12

Core self-evaluation (CSE)

Answer 12

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

Question 13

Self Monitoring

Answer 13

a personality trait that measures an individual’s ability to adjust his or her
behavior to external, situational factors

Question 14

Proactive personality

Answer 14

people who identify opportunities, show initiative, take action, and
persevere until meaningful change occurs

Question 15

Terminal Values

Answer 15

desirable end-states of existence; Things that you strive to do but cannot currently do

Question 16

Instrumental Value

Answer 16

Things that you can do

Question 17

Perception

Answer 17

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Behavior is based on perception.

Situation –Perceiver—Target (the thing you are Perceiving)

Question 18

Why do we do what we do

Answer 18

Dispositional attribution - internal what caused it

Situational Attribution - external what caused something

Three parts of attribution theory – distinctive, consensus, and consistency

Question 19

attribution theory

Answer 19

An attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual’s behavior is internally or externally caused.

Question 20

Fundamental Attribution Error

Answer 20

We over estimate internal factors or underestimate external
factors

Ex: Like meeting someone for the first time and they come late and we assume it is them

Question 20

Self-serving bias

Answer 20

we credit ourselves when succeeding and if they fail it had to be other
people or external factors

Identify the shortcuts individuals use in making judgments about others

Question 21

Selective Perception

Answer 21

A tendency to interpret things on the basis of our own interests

Example is about famous sports stars being selected in specific positions due to their symmetrical faces.

Question 22

Self-Fulfilling prophecy

Answer 22

a situation in which a person inaccurately perceives a second
person and the resulting expectations cause the second person to behave in ways consistent
with the original perception

Example: Jim provides information about a subscription for a newspaper/magazine where
print subscription option the same as print and web subscription causing people to buy the more expensive more because they think they are getting a deal

Question 23

Rational Decision Making Model

Answer 23

process of examining your possibilities options, comparing
them, and choosing a course of action

Satisficing decision when you find one that is sufficient

Question 24

Contrast Effect

Answer 24

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

Question 25

Bounded Rationality

Answer 25

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

Question 26

Halo Effect

Answer 26

The tendency to draw a positive general impression about an individual based on a single characteristic.

Question 27

Bias

Answer 27

Dunnin Kreuger -least capable people have the greatest over estimation of their own abilities

Anchoring Bias – like the sticker price on a car. People anchored to the price on the car during
negotiation.

Confirmation Bias – tendency to seek out information that reaffirms are past choices

Availability Bias- overweighing our own experience; recent sea effect- things that just
happened being overweighed

Question 28

Escalation of Commitment

Answer 28

doubling down on a situation because of the time taken out of it
like a job or relationship

Question 29

Utilitarianism

Answer 29

the purpose of morality is to make the world a better place. Morality is about producing good consequences, not having good intentions. We should do whatever will bring
the most benefit to all of humanity

Question 30

Maslow Hierarchy of Needs

Answer 30

Self-Actualization
Esteem
Social-belongingness
Safety-Security
Physiological

Question 31

McGregor Theory X Theory Y

Answer 31

Theory X manager – thinks everyone is terrible and the manager has to do it themselves; micromanage

Theory Y manager- thinks everyone is good and gives them lots of work so they can grow; learn for them to accept more work

Question 32

5 stage model

Answer 32

1. Forming
2. Storming – tends to have the confliction
3. Norming – figure things out and appreciate others
4. Performing - working
5. Adjourning - all done; wrap up

Question 33

Creating an Ethical Organization

Answer 33

1. High in risk Tolerance
2. Low to moderate in aggressiveness
3. Focused on means as well as outcomes

Question 34

Motivation

Answer 34

is the processes that account for an individual’s intensity, direction, and
persistence of effort toward attaining a goal.

Question 35

2 Factory Theory

Answer 35

Dissatisfaction – Hygiene factor

Examples: Company policy, supervision, relationship with boss, work conditions, salary, relationship with peers

Satisfaction – Motivation Factor

Examples: Achievement, Recognition, Work itself, Responsibility, Advancement, Growth

Question 36

McClelland Motivational Needs

Answer 36

1. Need for power- subordination
2. Need for affiliation- need to make friends
3. Need for Achievement- how well they do personally

Question 37

Theory of Self-determination

Answer 37

1. Proposes that people prefer to feel they have control over their actions
2. People paid for work feel less like they want to do it and more like they have to do it

Extrinsic-motivated by an activity to earn a reward or avoid punishment

Intrinsic-motivated to perform an activity for its own sake and personal rewards

Question 38

Goal Setting Theory

Answer 38

A theory stating that specific and difficult goals, with feedback, lead to higher performance.

1. Specific goals increase performance
2. Difficult goals, when accepted, result in higher performance than do easy goals;
3. Feedback leads to higher performance than does non-feedback
4. Goals should be public and self created

Question 39

Self Efficacy Theory

Answer 39

An individual’s belief that he or she is capable of performing a task.

1. Enactive mastery- allows an individual to acquire cognitive, affective, and behavioral tools that lead to the belief that one can effectively accomplish one’s goal
2. Vicarious modeling - confidence by watching someone else do something
3. Verbal persuasion - when people convinces us we have the skills to succeed
4. Arousal- self-efficacy. Getting energized state or psyched up

Question 40

Equity Theory

Answer 40

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

compare inputs based on how others are inputting and outcomes

Question 41

Expectancy Theory

Answer 41

1. Expectancy: Effort-performance relationship - probability perceived by the individual that exerting a given amount of effort will lead to performance
2. Instrumentality: Performance-reward relationship – The degree to which the individual believes performing at a particular level will lead to the attainment of a desired
   outcome
3. Valence: Reward-personal goals relationship – The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those
   potential rewards for the individual