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2-12. BA 3 - Human Behavior in Organization > Chapter 4: Personality and Values > Flashcards

Chapter 4: Personality and Values Flashcards

1
Q

is the sum total of ways in which an individual reacts to , and interacts with others –described in terms of measurable.

A

Personality

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2
Q

is the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.

A

Personality

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3
Q

Measuring Personality through

A

Self-reports survey

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4
Q

such as evaluating themselves on a series of factors, which is inaccurate due to falsehoods, impression management, or the momentary emotional state of the candidate.

A

Self-reports survey

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5
Q

are characteristics that describe an individual’s behavior that are exhibited in a large number of situations

A

Personality traits

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6
Q

refers to factors determined at conception – physical structure, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and biological rhythms

A

Heredity

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7
Q

As people grow older, their personalities change

A

Aging and personality.

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8
Q

This is the widely used instrument to determine personality type.

A

Myers-Briggs Type Indicator (MBTI)

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9
Q

Four Classification of Scales

A
  1. Extraverted vs. Introverted (E or I).
  2. Sensing vs. Intuitive (S or N).
  3. Thinking vs. Feeling (T or F).
  4. Judging vs. Perceiving (J or P).
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10
Q

___________ people are quiet and shy.

A

Introvert

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10
Q

__________ people are more outgoing, social and assertive while

A

extrovert

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11
Q

_________ individuals are practical, enjoy order and are detail oriented.

A

Sensing

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12
Q

__________ people are more “big picture” oriented and rely on “gut” feelings.

A

Intuitive

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12
Q

___________ use reason and logic

A

Thinkers

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13
Q

__________ use emotions and their own personal values when making decisions.

A

feelers

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14
Q

_________ are control-oriented and enjoy structure and order.

A

Judgers

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15
Q

__________ are more flexible and spontaneous.

A

Perceivers

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16
Q

The Big Five Model

A
  1. Extraversion
  2. Agreeableness.
  3. Conscientiousness
  4. Emotional Stability (or Neuroticism –its opposite).
  5. Openness to Experience
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17
Q

Deals with the comfort level with relationships.

A

Extraversion

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17
Q

The person is more gregarious, assertive, and sociable and the opposite is an introvert who tends to be reserved, timid and quiet.

A

Extraversion

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17
Q

Measures reliability.

A

Conscientiousness.

17
Q

The person is more cooperative, warm, and trusting and the opposite is cold, disagreeable and antagonistic.

A

Agreeableness.

17
Q

Measures ability to handle stress

A

Emotional Stability (or Neuroticism –its opposite).

17
Q

The person is responsible, organized, dependable and persistent. The opposite is easily distracted, disorganized and unreliable.

A

Conscientiousness.

17
Q

Measures deference towards others.

A

Agreeableness.

18
Q

Measures the range of interest and fascination with novelty, a proxy for creativity.

A

Openness to Experience

18
Q

People with high emotional stability tend to become, self-confident, and secure and often have higher life and job satisfaction. People with low emotional stability tend to be nervous, anxious, depressed and insecure

A

Emotional Stability (or Neuroticism –its opposite).

19
Q

Yet, surprisingly low-scoring people make better and faster decisions when in bad mood than do stable people

A

Emotional Stability (or Neuroticism –its opposite).

20
Q

People who score low on this factor deal better with organizational change and are more adaptable.

A

Openness to Experience

21
Q

People who scored high on _______________ are found to be more persistent, attention to details and sets high standards. They are the performers in the organizations.

A

conscientiousness exam

22
Q

People who score high on __________________ are happier.

A

emotional stability

23
Q

__________ have relatively strong predictor of leadership. One downside is they are more impulsive.

A

Extraverts

24
Q

Those who scored high in ________ are more creative. __________ are more likely to be effective leaders.

A

openness ; Open people

25
Q

___________ people tend to be better in interpersonal oriented jobs such as customer service but they are poor negotiator (especially earnings) because they are so concerned with pleasing others that they often don’t negotiate as much for themselves as they might.

A

Agreeable

25
Q

Other Personality Traits Relevant to OB

A
  1. Core Self-Evaluation
  2. Machiavellianism
  3. Narcissism
  4. Self-Monitoring
  5. Risk-Taking
  6. Type A Personality
  7. Type B Personality
  8. Proactive Personality
26
Q

___________ represent basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.”

A

Values

27
Q

___________ lay the foundation for understanding people’s attitudes, motivation, and behavior.

A

Values

27
Q

Values Classification

A
  1. Terminal values
  2. Instrumental values
28
Q

focuses on desirable end-states; goals a person would like to achieve.

A

Terminal values

29
Q

lists preferable modes of behavior or means of achieving terminal values

A

Instrumental values

30
Q

Linking Personality and Values to the Workplace

A
  1. Person-Job Fit
  2. Person-Organization Fit
31
Q

Two main frameworks can be used to assess cultures

A
  1. Hofstede’s framework
  2. GLOBE (Global Leadership and Organizational Behavior Effectiveness)
32
Q

The degree to which people accept that power in institutions and organizations is distributed unequally.

A

Power Distance.

33
Q

Hofstede’s framework examines five value dimensions of national culture.

A
  1. Power Distance.
  2. Masculinity/Feminity
  3. Individualism/collectivism
  4. Uncertainty Avoidance
  5. Long-Term / Short-Term Orientation
34
Q

The value a culture places on traditional gender roles.

A

Masculinity/Feminity.

35
Q

Degree of long-term devotion to traditional values.

A

Long-Term / Short-Term Orientation

36
Q

The amount of emphasis placed on the individual as opposed to the group.

A

Individualism/collectivism

37
Q

The degree to which people in a culture prefer structured over unstructured situation

A

Uncertainty Avoidance

38
Q

The GLOBE (Global Leadership and Organizational Behavior Effectiveness) framework uses nine dimensions of national culture.

A
  1. Assertiveness
  2. Future Orientation
  3. Gender Differentiation
  4. Uncertainty Avoidance
  5. Power Distance
  6. Individualism/Collectivism
  7. In-Group Collectivism
  8. Performance Orientation
  9. Humane Orientation
39
Q

strongly influence attitudes, behaviors and perceptions, so knowing a person’s values may help improve prediction of behavior.

A

Values

40
Q
A
41
Q
A

2-12. BA 3 - Human Behavior in Organization (4 decks)

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