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C715 Flashcards

1
Q

What is personality?

A

Personality is the sum of ways we interact with the world.

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2
Q

What is heredity?

A

Heredity is traits determined at birth.

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3
Q

What is environment?

A

Environment is traits determined by upbringing.

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4
Q

What are the most influential MBTI traits?

A

The most influential MBTI traits are extraversion and introversion.

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5
Q

What are the strengths and weaknesses of self-report surveys?

A

Surveys are a good introduction to a person’s personality, but they’re fallible to error.

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6
Q

What are the strengths and weaknesses of observer-report surveys?

A

Observer-report surveys are more likely to predict success, but they require an unbiased observer.

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7
Q

What are the Big Five dimensions?

A

+ Conscientiousness
+ Extraversion
+ Openness
+ Agreeableness
+ Emotional stability

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8
Q

What are the anti-Big Five dimensions?

A

+ Antisocial
+ Borderline
+ Schizotypal
+ Obsessive-compulsive
+ Avoidant

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9
Q

What is the Dark Triad?

A

+ Machiavellianism
+ Narcissism
+ Psychopathy

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10
Q

What are the 4 C’s of situation strength?

A

+ Clarity
+ Consistency
+ Constraints
+ Consequences

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11
Q

What are values?

A

Values are basic convictions we hold of what is good and bad.

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12
Q

What is the difference between terminal and instrumental values?

A

Terminal values are what we wish to achieve. Instrumental values are how we wish to achieve our terminal values.

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13
Q

What are the five dimensions of Hofstede’s framework?

A

+ Power distance
+ Individualism/collectivism
+ Masculinity/femininity
+ Uncertainty avoidance
+ Orientation

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14
Q

What are the four additional dimensions of the GLOBE framework?

A

+ In-group collectivism
+ Humane orientation
+ Assertiveness
+ Gender egalitarianism

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15
Q

What is perception?

A

Perception is how we organize and interpret information, shaped by our attitude and environment.

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16
Q

What is attribution theory?

A

Attribution theory is how we treat others based on our perception of them.

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17
Q

What dimensions affect our person perception?

A

+ Distinctiveness: whether someone acts differently in separate situations
+ Consensus: whether multiple people dealt with the same situation
+ Consistency: the frequency of someone’s behavior

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18
Q

What is the rational decision-making model?

A
  1. Define the problem.
  2. Identify the decision criteria.
  3. Allocate weights to the criteria.
  4. Develop the alternatives.
  5. Select the best alternative.
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19
Q

What factors affect perception?

A

+ Situation
+ Perceiver
+ Target

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20
Q

What are the strengths and weaknesses of rational decision-making?

A

Rational decision-making focuses on achieving the most optimal outcome, but it’s time-, money-, and labor-intensive.

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21
Q

What is bounded rationality?

A

Bounded rationality uses simplified models with less complexity.

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22
Q

What are the strengths and weaknesses of bounded rationality?

A

Bounded rationality saves resources, but decisions are not fully rational.

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23
Q

What is fundamental attribution error?

A

Fundamental attribution error is underestimating external influences and overestimating internal influences.

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24
Q

What is self-serving bias?

A

Self-serving bias is attributing your own success to internal factors, but attributing your failures to external factors.

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25
Q

What shortcuts do we use to make judgments?

A

+ Selective perception
+ Halo/horns effect
+ Self-fulfilling prophecy

26
Q

What biases are common in decision making?

A

+ Anchoring
+ Confirmation
+ Availability
+ Overconfidence
+ Hindsight

27
Q

What errors are common in decision making?

A

+ Escalation of commitment
+ Randomness
+ Risk aversion
+ Time constraints

28
Q

What are the ethical decision criteria?

A

+ Utilitarianism
+ Whistle-blower
+ Deonance

29
Q

What individual factors affect decision making?

A

+ Personality
+ Gender
+ Intelligence
+ Culture

30
Q

What organizational constraints affect decision making?

A

+ Regulations
+ Performance evaluation
+ Reward systems
+ Time constraints
+ Historical precedent

31
Q

What is the first stage of the model of creativity?

A

The first stage of the creative model is creative potential and environment.

32
Q

What is the second stage of the model of creativity?

A
  1. Problem formulation
  2. Information gathering
  3. Idea generation
  4. Idea evaluation
33
Q

What is the third stage of the model of creativity?

A

The third stage of the model of creativity is innovation, novelty, and usefulness.

34
Q

What is motivation?

A

Motivation is our intensity, direction, and persistence toward a goal.

35
Q

What is Maslow’s Hierarchy of Needs?

A

+ Physiological
+ Safety
+ Social
+ Esteem
+ Actualization

36
Q

What is Two-Factor theory?

A

+ Hygiene factors make employees less dissatisfied.
+ Motivation factors make employees more satisfied.

37
Q

What is McClelland’s theory of needs?

A

+ Need for achievement
+ Need for power
+ Need for affiliation

38
Q

What are the differences between self-determination and goal-setting theories?

A

Self-determination is the theory that employees are motivated only when they volunteer, while goal-setting theory is the theory that assigning a challenging goal will improve performance.

39
Q

What are the differences between self-efficacy, reinforcement, and expectancy theories?

A

Self-efficacy is the theory that high belief in your abilities improves performance, reinforcement is the theory that reinforcement conditions behavior, and expectancy is the theory that high effort will bring greater rewards.

40
Q

What are the stages of expectancy theory?

A
  1. Individual effort
  2. Individual performance
  3. Organizational rewards
  4. Personal goals
41
Q

What is organizational justice?

A

+ Distributive: fairness of outcomes
+ Procedural: fairness of how outcomes are distributed
+ Informational: whether managers explain their decisions
+ Interpersonal: the health of manager-employee relationships

42
Q

What is job engagement?

A

Job engagement is an employee’s investment in their performance.

43
Q

Why is employee job engagement important to managers?

A

Employee job engagement is important to managers because motivated employees try harder at their jobs.

44
Q

How do the contemporary theories of motivation complement each other?

A
  1. The employee tries hard because they feel like effort will lead to a fair performance evaluation and reward.
  2. The employee is motivated because the organization’s rewards align with their goals.
  3. If the employee has high nAch, they only care about their personal goals, being intrinsically driven.
45
Q

What are formal and informal groups?

A

Formal groups are assigned, such as work teams. Informal groups are social, such as lunch groups.

46
Q

What is the punctuated-equilibrium model?

A
  1. Set the group’s direction.
  2. The group’s attitude shifts.
  3. Exactly halfway through, the group finds momentum.
  4. A final burst of activity.
47
Q

When might role requirements change?

A

Roles change based on the situation, such as being added to a new work team or your company merging with another.

48
Q

How do norms affect behavior?

A

Norms pressure individuals to conform to the standard, which may stifle creativity or encourage cooperation.

49
Q

How does status group dynamics?

A

High status puts an individual above peer-pressure. Low-status individuals infect others with their stigmatization.

50
Q

How does size affect group dynamics?

A

Size enables social loafing, and increases pressure on members to conform.

51
Q

What is cohesiveness?

A

Cohesiveness is a member’s motivation to stay in the group, which increases with time spent together and challenges faced as a group.

52
Q

What is diversity?

A

Diversity is the similarities and differences among group members. In highly diverse groups, groupthink and groupshift are lessened, and creativity is heightened.

53
Q

What are the strengths and weaknesses of group decision-making?

A

Group decision-making enables more creativity, but is inefficient.

54
Q

What is conflict?

A

+ Task
+ Relationship
+ Process

55
Q

What are the loci of conflict?

A

+ Dyadic
+ Intragroup
+ Intergroup

56
Q

What is the conflict process?

A
  1. Potential incompatibility
  2. Cognition and personalization
  3. Intentions
  4. Behavior
  5. Outcomes
57
Q

What are the differences between distributive and integrative bargaining?

A

Distributive bargaining is negotiating a set amount of resources. Integrative bargaining is negotiating a win-win scenario.

58
Q

What is the negotiation process?

A
  1. Prepare
  2. Define ground rules.
  3. Clarify and justify.
  4. Bargain and problem solve.
  5. Close and implement.
59
Q

How do individual differences affect negotiations?

A

+ Personality
+ Gender
+ Emotions
+ Different cultures
+ Reputation

60
Q

What are the roles of third-party negotiators?

A

+ Mediator: neutral
+ Arbitrator: dictator
+ Conciliator: messenger

61
Q

How is conflict traditionally viewed?

A

According to the traditional view of conflict, all conflict is harmful and must be avoided.

C715 (1 decks)

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