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Management > Chapter 2 > Flashcards

Chapter 2 Flashcards

1
Q

personality traits

A

enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual

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2
Q

five personality traits

A

extraversion, negative affectivity, agreeableness, conscientiousness, openness to experience

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3
Q

extraversion

A

tendency to experience positive moods and feel good about oneself and the rest of the world

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4
Q

managers high in extraversion

A

tend to be sociable, affectionate, outgoing and friendly

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5
Q

managers low in extraversion

A

tend to be less inclined toward social interaction and have a less positive outlook

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6
Q

negative affectivity

A

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

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7
Q

agreeableness

A

tendency to get along well with others

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8
Q

managers high in agreeablness

A

are likable, affectionate and care about others

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9
Q

managers low in agreeableness

A

may be distrustful, unsympathetic, uncooperative and antagonistic

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10
Q

conscientiousness

A

tendency to be careful, scrupulous and persevering

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11
Q

managers high in conscientiousness

A

are organized and self disciplined

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12
Q

managers low in conscientiousness

A

lack direction and self discipline

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13
Q

openness to experience

A

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

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14
Q

internal locus of control

A

tendency to locate responsibility for ones fate within oneself

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15
Q

external locus of control

A

tendency to locate responsibility for ones own fate in outside forces and to believe that ones own behavior has little impact on outcomes

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16
Q

self-esteem

A

the degree to which people feel good about themselves and their capabilities

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17
Q

high self esteem causes

A

a person to feel competent and capable

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18
Q

low self esteem causes

A

poor opinions of themselves and their abilities

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19
Q

need for achievement

A

the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

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20
Q

need for affiliation

A

the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

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21
Q

need for power

A

the extend to which an individual desires to control or influence others

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22
Q

values

A

what managers try to achieve through work and how they think they should behave

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23
Q

attitudes

A

managers thoughts and feelings about their specific jobs and organizations

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24
Q

moods and emotions

A

how managers actually feel when they are managing

25
Q

terminal values

A

a lifelong goal or objective that an individual seeks to achieve

26
Q

instruments values

A

a mode of conduct than an individual seeks to follow

27
Q

norms

A

unwritten informal codes of conduct that prescribe how people should act in a particular situation and are considered important by most members of a group or organization

28
Q

value system

A

the terminal and instrumental values that are guiding principles in an individuals

29
Q

what do terminal values signify

A

what an organization and its employees are trying to accomplish

30
Q

what do instrumental values signify

A

guide the ways in which the organization and its members achieve organizational goals

31
Q

how do managers determine and shape organizational culture

A

through the kinds of values and norms they promote in an organizaiotn

32
Q

attitudes

A

a collection of feelings and beliefs

33
Q

job satisfaction

A

a collection of feelings and beliefs that managers have about their current jobs

34
Q

mood

A

a feeling or state of mind

35
Q

emotion

A

intense, short lived feelings

36
Q

emotional intelligence

A

the ability to understand and manage ones own moods and emotions and the mods and emotions of other people

37
Q

organizational culture

A

shared set of beliefs, expectations, values, norms and work routines that influence how members of an organization relate to one another and cooperate to achieve organizational goals

38
Q

attraction-selection-attrition framework

A

founders of firms tend to hire employees whose personalities that are to their own

39
Q

ceremonies and rites

A

formal events that recognize incidents of importance to the organization as a specific while and to specific employees

40
Q

rites of passage

A

determine how individuals enter, advance within or leave the organization

41
Q

rites of integration

A

build and reinforce common bonds among organizational members

42
Q

rites of enhancement

A

let organizations publicly recognize and reward employees contributions and thus strengthen their commitment to organizational values

43
Q

stories and language communicate

A

organizational culture

44
Q

stories reveal

A

behaviors that are valued by the organizaiton

45
Q

stress results

A

when people face important opportunity or threats they are uncertain can be handled

46
Q

physiological issues

A

stress can result in sleep problems, headache and other issues

47
Q

psychological issues

A

stress can result in bad moods, anger, nervousness

48
Q

behavioral issues

A

stress can actually enhance job performance as well as impair it

49
Q

role conflict

A

results from conflict between managerial roles or expected behaviors

50
Q

conflict can result when

A

mangers want to present a problem with the firm but still want to present from in best possible light

51
Q

role overload

A

managers have too many duties and activities

52
Q

problem focused

A

actions taken to directly deal with issue causing stress

53
Q

emotion focused

A

actions taken to deal wit stressful feelings

54
Q

time management

A

allows people to accomplish more with less wasted time

55
Q

mentoring

A

mentor shows how to deal with stress

56
Q

exercise

A

can reduce stressful feelings

57
Q

prayer and meditation

A

puts current cares aside and into proper perspectives

58
Q

social support

A

can come from family or other coworkers

Management (13 decks)

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