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Principles of Management > Chapter 11: Managing Individual Differences and Behavior > Flashcards

Chapter 11: Managing Individual Differences and Behavior Flashcards

1
Q

Personality

A

The stable psychological traits and behavioral attributes that give a person his or her identity

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2
Q

Big Five personality dimensions

A

They are (1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experience

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3
Q

Core self-evaluation (CSE)

A

Represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability

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4
Q

Self-efficacy

A

Belief in one’s personal ability to do a task

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5
Q

Generalized self-efficacy

A

Represents the belief in one’s general ability to perform across different situations

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6
Q

Learned helplessness

A

The debilitating lack of faith in your ability to control your environment

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7
Q

Self-esteem

A

Self-respect; the extent to which people like or dislike themselves

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8
Q

Locus of control

A

Measure of how much people believe they control their fate through their own efforts

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9
Q

Emotional stability

A

Is the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure

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10
Q

Emotional intelligence

A

The ability to cope, to empathize with others, and to be self-motivated

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11
Q

Organizational behavior (OB)

A

Behavior that is dedicated to better understanding and managing people at work

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12
Q

Values

A

Abstract ideals that guide one’s thinking and behavior across all situations; the relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior

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13
Q

Attitudes

A

Learned predisposition toward a given object

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14
Q

Affective component of an attitude

A

The feelings or emotions one has about a situation

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15
Q

Cognitive component of an attitude

A

The beliefs and knowledge one has about a situation

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16
Q

Behavioral component of an attitude

A

Also known as intentional component, this refers to how one intends or expects to behave toward a situation

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17
Q

Cognitive dissonance

A

Psychological discomfort a person experiences between his or her cognitive attitude and incomparable behavior

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18
Q

Behavior

A

Actions and judgments

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19
Q

Perception

A

Awareness; interpreting and understanding one’s environment

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20
Q

Stereotyping

A

The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

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21
Q

Explicit bias

A

Refers to the attitudes or beliefs that affect our understanding, actions, and decisions in a conscious manner

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22
Q

Implicit bias

A

Is the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner

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23
Q

Halo effect

A

An effect in which we form a positive impression of an individual based on a single trait

24
Q

Recency effect

A

The tendency of people to remember recent information better than earlier information

25
Q

Causal attribution

A

The activity of inferring causes for observed behavior

26
Q

Fundamental attribution bias

A

Tendency whereby people attribute another person’s behavior to his or her personal characteristics rather than to situational ­factors

27
Q

Self-serving bias

A

The attributional tendency to take more personal responsibility for success than for failure

28
Q

Self-fulfilling prophecy

A

Also known as the Pygmalion effect; the phenomenon in which people’s expectations of themselves or others leads them to behave in ways that make those expectations come true

29
Q

Employee engagement

A

A mental state in which a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work

30
Q

Stressors

A

Environmental characteristics that cause stress

31
Q

Job satisfaction

A

The extent to which one feels positive or negative about various aspects of one’s work

32
Q

Organizational commitment

A

Behavior that reflects the extent to which an employee identifies with an organization and is committed to its goals

33
Q

Prosocial behavior (PSB)

A

Voluntary behavior intended to benefit another, such as helping, donating, sharing, and comforting

34
Q

Prosocial motivation (PSM)

A

The desire to promote the well-being of others

35
Q

Organizational citizenship behaviors (OCBs)

A

Employee behaviors that are not directly part of employees’ job descriptions—that exceed their work-role requirements—such as constructive statements about the department

36
Q

Counterproductive work behavior (CWB)

A

Type of behavior that harms employees and the organization as a whole

37
Q

Diversity

A

All the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background. See also Cultural differences

38
Q

Internal dimensions of diversity

A

Differences that exert a powerful, sustained effect throughout every stage of people’s lives

39
Q

External dimensions of diversity

A

Human differences that include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives

40
Q

Glass ceiling

A

The metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs

41
Q

Tokenism

A

Practice of doing something symbolic to prevent criticism and give the ­appearance that people are being treated fairly

42
Q

Transgender

A

A term for people whose sense of their gender differs from what is expected based on the sex characteristics with which they are born. See also LGBTQ

43
Q

Americans with Disabilities Act (ADA)

A

Act that prohibits discrimination against people with disabilities

44
Q

Underemployed

A

Working at a job that requires less education than one has

45
Q

Ethnocentrism

A

The belief that one’s native country, culture, language, abilities, and/or behavior are superior to those of another culture

46
Q

Diversity climate

A

Represents employees’ perceptions about the extent to which an organization supports diversity

47
Q

Psychological safety

A

Reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences

48
Q

Stress

A

The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively

49
Q

Burnout

A

State of emotional, mental, and even physical exhaustion

50
Q

Type A behavior pattern

A

Behavior describing people involved in a chronic, determined struggle to accomplish more in less time

51
Q

Roles

A

Sets of behaviors that people expect of occupants of a position

52
Q

Work-family conflict

A

Occurs when the demands or pressures from work and family domains are mutually incompatible

53
Q

Buffers

A

Administrative changes that managers can make to reduce the stressors that lead to employee burnout

54
Q

Employee assistance programs (EAPs)

A

Host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family and marital ­issues, and any general problems that negatively influence job performance

55
Q

Holistic wellness program

A

Program that focuses on self-responsibility, nutritional awareness, relaxation techniques, physical ­fitness, and environmental awareness

Principles of Management (10 decks)

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