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Essentials of Management > Chapter 12 > Flashcards

Chapter 12 Flashcards

1
Q

the process through which people receive and interpret information from the environment.

A

Perception

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2
Q

assigns attributes commonly associated with a group to an individual.

A

stereotype

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3
Q

uses one attribute to develop an overall impression of a person or situation.

A

halo effect

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4
Q

focuses attention on things consistent with existing beliefs, needs, or actions.

A

Selective perception

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5
Q

assigns personal attributes to other individuals.

A

Projection

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6
Q

the process of creating explanations for events.

A

Attribution

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7
Q

overestimates internal factors and underestimates external factors as influences on someone’s behavior.

A

fundamental attribution error

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8
Q

underestimates internal factors and overestimates external factors as influences on someone’s behavior.

A

Self-serving bias

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9
Q

tries to create desired perceptions in the eyes of others.

A

Impression management

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10
Q

the profile of characteristics making a person unique from others.

A

Personality

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11
Q

Myers-Briggs Type Indicator covers these personality dimensions.

A

•Extraversion vs. introversion (E or I—whether a person tends toward
being outgoing and sociable or shy and quiet.
•Sensing vs. intuitive (S or N)—whether a person tends to focus on details
or on the big picture in dealing with problems.
•Th inking vs. feeling (T or F)—whether a person tends to rely on logic or
emotions in dealing with problems.
•Judging vs. perceiving (J or P)—whether a person prefers order and
control or acts with flexibility and spontaneity.

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12
Q

How to Identify the Big Five Personality Traits

A

Extraversion An extravert is talkative, comfortable, and confident in interpersonal relationships; an introvert is more private, withdrawn, and reserved.
Agreeableness An agreeable person is trusting, courteous, and helpful, getting along
well with others; a disagreeable person is self-serving, skeptical, and tough, creating
discomfort for others.
Conscientiousness A conscientious person is dependable, organized, and focused on
getting things done; a person who lacks conscientiousness is careless, impulsive, and
not achievement oriented.
Emotional stability A person who is emotionally stable is secure, calm, steady, and selfconfident; a person lacking emotional stability is excitable, anxious, nervous, and tense.
Openness to experience A person open to experience is broad-minded, imaginative, and open to new ideas; and person who lacks openness is narrow-minded, has few
interests, and resists change.

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13
Q

An extravert is talkative, comfortable, and confident in interpersonal relationships; an introvert is more private, withdrawn, and reserved.

A

Extraversion

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14
Q

An agreeable person is trusting, courteous, and helpful, getting along well with others; a disagreeable person is self-serving, skeptical, and tough, creating
discomfort for others.

A

Agreeableness

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15
Q

A conscientious person is dependable, organized, and focused on
getting things done; a person who lacks conscientiousness is careless, impulsive, and
not achievement oriented.

A

Conscientiousness

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16
Q

A person who is emotionally stable is secure, calm, steady, and selfconfident; a person lacking emotional stability is excitable, anxious, nervous, and tense.

A

Emotional stability

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17
Q

A person open to experience is broad-minded, imaginative, and open to new ideas; and person who lacks openness is narrow-minded, has few
interests, and resists change.

A

Openness to experience

18
Q

the extent to which one believes what happens is within one’s control.

A

Locus of control

19
Q

the degree to which a person defers to authority and accepts status differences.

A

Authoritarianism

20
Q

the degree to which someone uses power manipulatively.

A

Machiavellianism

21
Q

the degree to which someone is able to adjust behavior in response to external factors.

A

Self-monitoring

22
Q

a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.

A

Stress

23
Q

oriented toward extreme achievement, impatience, and perfectionism.

A

Type A personality

24
Q

a positive influence on effort, creativity, and diligence in work.

A

Constructive stress

25
Q

a negative influence on one’s performance.

A

Destructive stress

26
Q

physical and mental exhaustion from work stress.

A

Job burnout

27
Q

occurs when we communicate extreme agitation in interpersonal communication or electronic messages.

A

flameout

28
Q

aggressive behavior toward co-workers or the work setting.

A

Workplace rage

29
Q

the pursuit of a personal health-promotion program.

A

Personal wellness

30
Q

a predisposition to act in a certain way.

A

attitude

31
Q

discomfort felt when attitude and behavior are inconsistent.

A

Cognitive dissonance

32
Q

the degree to which an individual feels positive about a job and work experience.

A

Job satisfaction

33
Q

Aspects of Job Satisfaction

A
  • Job tasks—responsibility, interest, challenge.
  • Quality of supervision—task help, social support.
  • Co-workers—harmony, respect, friendliness.
  • Opportunities—promotion, learning, growth.
  • Pay—actual and comparative.
  • Work conditions—comfort, safety, support.
  • Security—job and employment.
34
Q

include absenteeism (not showing up for work) and turnover (quitting one’s job).

A

Withdrawal behaviors

35
Q

are things people do to go the extra mile in their work.

A

Organizational citizenship behaviors

36
Q

a strong sense of belonging and connection with one’s work and employer.

A

Employee engagement

37
Q

an ability to understand emotions and manage relationships effectively.

A

Emotional intelligence, or EI,

38
Q

strong feelings directed toward someone or something.

A

Emotions

39
Q

generalized positive and negative feelings or states of mind.

A

Moods

40
Q

the spillover of one’s positive or negative moods onto others.

A

Mood contagion

Essentials of Management (18 decks)

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