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GMGT 2070 > Chapter 2: Perception, Personality, Emotion > Flashcards

Chapter 2: Perception, Personality, Emotion Flashcards

1
Q

Perception is determining whether a given behaviour is

A

internally or externally caused.

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1
Q

Perception

A

how individuals organize and interpret their impressions to give meaning to their environment.

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2
Q

Importance of Perception (2)

A
  • Behaviour based on perception of what reality is, not on reality itself.
  • World as it is perceived is the world that is behaviourally important
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3
Q

Goals of Understanding Perception (3)

A
  • Better understand how people make attributes about events
  • We don’t see reality; we interpret what we see and call it reality
  • Attribution process guides our behavior, regardless of truth of attribution
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4
Q

Perceptual Errors

A

Perception is susceptible to influence of external and internal factors

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5
Q

Attribution Theory
and pay attention to 3 things

A

How individuals should make attributions by paying attention to distinctiveness, consensus, and consistency

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6
Q

Distinctiveness
What does it assess?
External Attribution
Internal Attribution

A
  • “How often does the person do this in other situations?”.
  • External attribution: Not Often = high distinctiveness and thus situation is likely responsible for behavior
  • Internal attribution: Very Often = low distinctiveness and thus person is likely responsible for behavior
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7
Q

Consensus
What does it assess?
External Attribution
Internal Attribution

A

“How often do other people do this in similar situations?”.
External attribution: Very Often = high consensus and thus situation is likely responsible for behavior
Internal attribution: Not Often = low consensus and thus person is likely responsible for behavior

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8
Q

Consistency
What does it assess?
External Attribution
Internal Attribution

A

“How often did the person do this in the past?”.
External attribution: Not Often = low consistency and thus situation is likely responsible for behavior
Internal attribution: Very Often = high consistency and thus person is likely responsible for behavior

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9
Q

Attribution for Self-Serving-Bias
Example

A

Tendency to attribute one’s success to internal factors and blame for failures on external factors

Example: if I get A+ then attribute to talents, hard work, smartness (internal) but if F then attribute to exam hard, professor didn’t explain (External)

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10
Q

Attribution for others – Fundamental Attribution Error
Example

A

Tendency to underestimate external factors and overestimate internal factors when making judgements about other’s behaviors.

Example: if John gets A+ I attribute to his luck or the easy test (External) and if gets an F I attribute to his lack of talent (Internal)

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11
Q

Selective Perception:

A

people’s tendency to selectively interpret what they see based on interests, background, experience and attitudes

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12
Q

Halo Effect

A

tendency to draw a general impression about an individual based on a single characteristic, such as intelligence, like-ability, or appearance, first impression

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13
Q

Contrast Effect

A

person’s evaluation is affected by comparisons with other individuals recently encountered

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14
Q

Phenomenon:

A

fact or situation that is observed to exist or happen, especially one whose cause or explanation is in question.

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15
Q

Projection
Example

A

Tendency to attribute one’s own characteristic to other people. Project our preferences on others.

Example: If I like this food then others should as well

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16
Q

Stereotying
Negative
Positive

A

Tendency to judge someone on basis of our perception of the group to which they belong. Etc by race, sex, religion, ethnicity, culture, their job.

Negative aspect: Judge in negative view, perspective, excluded for their identity

Positive aspect: Useful when under time pressure to get to know someone.

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17
Q

Prejudice and how it is different than stereotyping

A

unfounded dislike of a person or group based on their belonging to a particular stereotyped group. Prejudice is always negative views whereas stereotyping can be negative, neutral and positive

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18
Q

Is It Possible to Eliminate Perceptual Errors?:

A

Errors are cognitive shortcuts for people to make quick decisions so unlikely to remove errors entirely. Must be aware of them when bias decisions are likely to cause significant damage

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19
Q

Personality

A

Stable patterns of behaviour, internal states that determine how an individual reacts and interacts with others

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20
Q

Why Is Personality Important?

A

Useful in hiring decisions, help manager forecast who fits job

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21
Q

How to measure personality:
Self-Report Survey and 2 main ones

A

Individuals evaluate on series of factors etc Big 5 Personality, Myers-Briggs Type Indicator

22
Q

Myers-Briggs: 4 vs categories

A
  • Extroverted or Introverted
  • Sensing or Intuitive
  • Thinking or Feeling
  • Perceiving or Judging
23
Q

Myers-Briggs: Descriptions
1. extroverted or Introverted
2. Sensing or Intuitive
3. Thinking or Feeling
4. Perceiving or Judging

A
  1. Outgoing/Social vs Quiet and Shy
  2. Order and Detail vs unconscious and big picture
  3. Reason and Logic vs values and emotions
  4. Control and order vs flexible and spontaneous
24
Q

Big 5 Personality: 5 vs categories

A
  • Openness to Experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism (Emotional Stability)
25
Q

Big 5 Personality categories descriptions
1. Openness to Experience
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Neuroticism (Emotional Stability)

A
  1. Unimaginative, dull VS. Creative, artistic
  2. Distracted, disorganized, unreliable VS. Responsible, organized, dependable
  3. Reserved, timid, quiet VS. Assertive, Sociable
  4. Cold, disagreeable VS. warm, empathetic, and trusting
  5. Anxious, depressed, insecure VS. Calm, self-confident, and secure
26
Q

Observer Rating Surveys

`which is more accurate, observer or self survey?

A

Assessment of personality through unobtrusive observation of target individuals

More accurate than self-survey

27
Q

What determines personality (3)

A

Heredity, Environment, Situational

28
Q

Heredity:

A

Individuals personality is molecular structure of genes in chromosomes

29
Q

Environment

A

Culture, location, early conditioning, family norms, friends and social groups, and other influences shape our personality

30
Q

Situational (Influences heredity and environment)
Examples

A

Personality subdued in situations so cannot look at personality patterns in isolation.

Ex act different in job interview vs out with friends.

31
Q

Other Personality Attributes Influencing OB: Machiavellians

High mach example:

A

individual is pragmatic, maintains emotional distance, believes ends justify the means

High Machs: Win more, manipulate more, persuaded less, persuade more

32
Q

Other Personality Attributes Influencing OB: Narcissism

A

Arrogant, sense of importance, seek admiration, entitlement. Think they are better but actually rated worse

33
Q

Other Personality Attributes Influencing OB: Psychopathy

A

Lack of concern for others, lack of guilt, lack of remorse when one’s actions cause harm to others

34
Q

Other Personality Attributes Influencing OB: Proactive Personality

A

person who identifies opportunities, shows initiative, and takes action until change occurs

35
Q

Other Personality Attributes Influencing OB: Core Self-Evaluations

A

how people evaluate themselves. People perform better as they set ambitious goals, committed to their goals, persist to achieve goals

36
Q

Core Self-Evaluations: Self-Esteem

A

People like or dislike themselves

37
Q

Core Self-Evaluations: Self-Efficacy

A

People see themselves as effective, capable and in control of environment

38
Q

Other Personality Attributes Influencing OB: Self-Monitoring (2)

A
  • Person ability to adjust behaviour to external situational factors
  • pay close attention to behaviour of others, more capable of conforming low self-monitors, mobile in careers, receive promotions
39
Q

Emotions
what is it caused by?
features of it

A
  • Intense feelings directed at someone or something
  • Caused by event, brief duration, action oriented in nature, facial expressions
40
Q

Moods
what is it caused by?
features of it

A
  • Feelings that tend to be less intense than emotions, lack contextual stimulus
  • Cause is general and unclear, last longer than emotions, more general, not indicated by facial expressions, cognitive in nature
41
Q

Affect:

A

Covers a broad range of feelings from people’s experience, including emotions and mood

42
Q

Where do emotions come from?
Positive
Negative

A

Positive: Desired events, make difficult challenges feel more achievable
Negative: Undesired events, precursor to conflicts & deviance at work

43
Q

Why do emotions matter? (3)

A
  • information on how we understand the world
  • people who know their emotions are good at reading other’s emotions and effective in jobs
  • Emotional Contagion
44
Q

Emotional Contagion

A

negative emotions last longer than positive

45
Q

Emotional Regulation

A

Process by which people identify and modify their emotions

46
Q

Emotional Regulation - Surface acting

A

People don’t change emotions they feel but change emotions they display through facial expressions -> least regulation

47
Q

Surface Acting: emotional labour

A

displayed emotions are inconsistent with felt emotions etc nurses, doctors, teachers

48
Q

Emotional Regulation - Deep Acting

A

change of emotions come internally. People change emotions they experience as well as they display -> less psychologically demanding than surface acting

49
Q

Emotional Regulation - Cognitive Reappraisal

A

people acknowledge rather than suppress their emotions. make sense of and re-evaluate the triggers behind emotions

50
Q

Emotional Regulation - Venting:

A

express emotions rather than bottling it up, goal of reducing negative emotions. Listener shifts focus away from triggers of emotions

51
Q

Emotional Intelligence:
impact on work if high emotional intelligence

A

individual’s ability to be self-aware, detect emotions in others, manage emotional cues and information
Impact on work is you are more effective

52
Q

Reasons for Emotional Intelligence (3)

A
  • people who can detect emotions in others, control their emotions, and handle social interactions well to perform better in the business world.
  • Evidence suggests that people high in emotional intelligence tend to perform better on the job.
  • biological evidence for the existence of emotional intelligence.
53
Q

Reasons against Emotional Intelligence (3)

A
  • No definition of emotional intelligence that researchers of emotional intelligence can agree on.
  • No consensus on the best way of measuring emotional intelligence
  • Emotional intelligence in some aspect is very similar to personality

GMGT 2070 (9 decks)

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