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MGMT 3720 - Organizational Behavior > Chapter 5 Vocab > Flashcards

Chapter 5 Vocab Flashcards

1
Q

Personality

A

The sum total of ways in which an individual reacts to and interacts with others.

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2
Q

Heredity

A

Factors determined at conception; one’s biological, physiological, and inherent psychological makeup.

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3
Q

Personality Traits

A

Enduring characteristics that describe an individual’s behavior.

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4
Q

Myers-Briggs Type Indicator (MBTI)

A

A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

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5
Q

Big Five Model

A

A personality assessment model that taps five basic dimensions.

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6
Q

Extraversion

A

A personality dimension describing someone who is sociable, gregarious, and assertive.

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7
Q

Agreeableness

A

A personality dimension that describes someone who is good natured, cooperative, and trusting.

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8
Q

Conscientiousness

A

A personality dimension that describes someone who is responsible, dependable, persistent, and organized.

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9
Q

Emotional Stability

A

A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).

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10
Q

Openness to Experience

A

A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.

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11
Q

Dark Triad

A

A constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy.

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12
Q

Machiavellianism

A

The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

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13
Q

Narcissism

A

The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.

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14
Q

Psychopathy

A

The tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm.

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15
Q

Approach-Avoidance Framework

A

The framework by which individuals react to stimuli, whereby approach motivation is attraction to positive stimuli and avoidance motivation is our aversion to negative stimuli.

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16
Q

Core Self-Evaluation (CSE)

A

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.

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17
Q

Self-Monitoring

A

A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

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18
Q

Proactive Personality

A

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.

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19
Q

Situation-Strength Theory

A

A theory indicating that the way personality translates into behavior depends on the strength of the situation.

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20
Q

Trait Activation Theory (TAT)

A

A theory that predicts that some situations, events, or interventions “activate” a trait more than others.

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21
Q

Values

A

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.

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22
Q

Value System

A

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

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23
Q

Terminal Values

A

Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.

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24
Q

Instrumental Values

A

Preferable modes of behavior or means of achieving one’s terminal values.

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25
Q

Personality-Job Fit Theory

A

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

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26
Q

Power Distance

A

A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

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27
Q

Individualism

A

A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.

28
Q

Collectivism

A

A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part of to look after them and protect them.

29
Q

Masculinity

A

A national culture attribute that describes the extent to which culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.

30
Q

Femininity

A

A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.

31
Q

Uncertainty Avoidance

A

A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

32
Q

Long-term Orientation

A

A national culture attribute that emphasizes the future, thrift, and persistence.

33
Q

Short-term Orientation

A

A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations.

34
Q

the most important reason managers need to know how to measure personality is that research has shown personality tests are useful in hiring decisions and help managers forecast who is best for a job.

A

Managers need to know how to measure personality because accurately measuring personality gives managers an advantage in the recruitment and hiring processes.

35
Q

One of the greatest challenges in the study of personality is its measurement.

A

The most common means of measuring personality is through self-report surveys in which individuals evaluate themselves on a series of factors, such as “i worry a lot about the future.”

36
Q

Problems with Self-report surveys

A
  • people might lie or practice impression management to create a good impression.
  • when people know their personality scores are going to be used for hiring decisions, they rate themselves as about half a standard deviation more conscientious and emotionally stable than if they are taking the test to learn more about themselves.
  • accuracy; a candidate who is in a bad mood when taking the survey may have inaccurate scores.
37
Q

Observer-ratings surveys provide an independent assessment of personality.

A

Here, a co-worker or another observer does the rating (sometimes with the subject’s knowledge and sometimes not).

38
Q

Though the results of self-report surveys and observer-ratings surgery are strongly correlated, research suggests observer-ratings surveys better predict success on the job. However, each can tell us something unique about an individual’s behavior.

A

An analysis of a large number of observer-reported personality studies shows that a combination of self-reports and observer-reports predicts performance better than any one type of information.

39
Q

Use both observer ratings and self-report ratings of personality when making important employment decisions.

A

.

40
Q

Personality appears to be the result of both heredity and environment.

A

however, research tends to support the importance of heredity over the environment.

41
Q

Physical stature, facial features, gender, temperament, muscle composition and reflexes, energy level, and biological rhythms are generally considered to be either completely or substantially influenced by parentage–by your biological parents’ biological, physiological, and inherent psychological makeup.

A

The heredity approach argues that the ultimate explanation of an individual’s personality is the molecular structure of the genes, located in the chromosomes.

42
Q

research has shown that personality is more changeable in adolescence and more stable among adults.

A

.

43
Q

early work on personality tried to identify and label enduring characteristics that describe an individual’s behavior, including shy, aggressive, submissive, lazy, ambitious, loyal, and timid. When someone exhibits these characteristics in a large number of situations, we call them personality traits of that person.

A

The consistency over time and frequency of expression in diverse situations indicates how important the trait is for the individual.

44
Q

Early efforts to identify the primary traits that govern behavior often resulted in long lists that were difficult to generalize from and provided little practical guidance to organizational decision makers.

A

two exceptions are the Myers-Briggs Type Indicator (MBTI) and the Big Five Model, now the dominant frameworks.

45
Q

Extraverted (E) versus Introverted (I)

A

Extraverted individuals are outgoing, sociable, and assertive.
Introverts are quiet and shy.

46
Q

Sensing (S) versus Intuitive (N)

A

Sensing types are practical and prefer routine and order. They focus on details.
Intuitives rely on unconscious processes and look at the “big picture”

47
Q

Thinking (T) versus Feeling (F)

A

Thinking types use reason and logic to handle problems.

Feeling types rely on their personal values and emotions.

48
Q

Judging (J) versus Perceiving (P)

A

Judging types want control and prefer order and structure.

Perceiving types are flexible and spontaneous.

49
Q

INTJs are visionaries. They usually have original minds and great drive. They are characterized as skeptical, critical, independent, determined, and often stubborn.

A

ESTJs are organizers. They are realistic, logical, analytical, decisive, and have a natural head for business or mechanics.

50
Q

ENTP is a conceptualizer. He or she is innovative, individualistic, versatile, and attracted to entrepreneurial ideas. This person tends to be resourceful in solving challenging problems but may neglect routine assignments.

A

.

51
Q

Most of the evidence is against the MBTI and its validity

A
  • one problem is that the model forces a person into one type or another; that is, you’re either introverted or extroverted. There is no in-between, though people can be both extraverted and introverted to some degree.
  • The MBTI can be a valuable tool for increasing self-awareness and providing career guidance, but because realists tend to be unrelated to job performance, managers probably shouldn’t use it as a selection test for job candidates.
52
Q

An impressive body of research supports the Big Five Model–that five basic dimensions underlie all other personality dimensions. The five basic dimensions are Extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

A

Test scores of these traits do a very good job of predicting how people behave in a variety of real-life situations.

53
Q

The Extraversion dimension captures our comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.

A

The Agreeableness dimension refers to an Individual’s propensity to defer to others. People who are high on agreeableness are cooperative, warm, and trusting. Low agreeableness is indicated by people who are cold, disagreeable, and antagonistic.

54
Q

The Conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.

A

The Emotional stability dimension—often labeled by its converse, neuroticism—taps a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.

55
Q

The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.

A

.

56
Q

(A study of the personality scores of CEO candidates.) The study found that conscientiousness—in the form of persistence, attention to detail, and setting of high standards—was more important than other traits. These results attest to the importance of conscientiousness to organizational success.

A

Although conscientiousness is the Big Five trait most consistently related to job performance, other traits are also important.

57
Q

Traits that matter most to business success at buyout companies

A

Most Important:

  • persistance
  • attention to detail
  • efficiency
  • analytical skills
  • setting high standards

Least Important:

  • strong oral communication
  • teamwork
  • flexibility/adaptability
  • enthusiasm
  • listening skills
58
Q

Conscientious people live longer; they take better care of themselves and engage in fewer risky behaviors like smoking, drinking and drugs, and risky sexual or driving behavior. They don’t adapt as well to changing contexts, however. They are generally performance oriented and may have trouble learning complex skills early in the training process because their focus is on performing well rather than on learning.

A

finally, they are often less creative than less conscientious people, especially artistically.

59
Q

Of the big five traits, emotional stability is most strongly related to life satisfaction, job satisfaction, and low stress levels.

A

High scorers are more likely to be positive and optimistic and experience fewer negative emotions; they are generally happier than low scorers.
Low scorers are hyper vigilant (looking for problems or impending signs of danger) and are vulnerable to the physical and psychological effects of stress.

60
Q

Extraverts tend to be happier in their jobs and in their lives. They experience more positive emotions than do introverts, and they express these feelings. Extraverts also tend to perform better in jobs with significant inter-personal interaction: they usually have more social skills and friends. Finally, extraverts are more socially dominant, “take charge” people, usually more assertive than introverts.

A

Extraverts are more impulsive than introverts; they are more likely to be absent from work and engage in risky behavior such as unprotected sex, drinking, and other sensation-seeking acts. One study also found extraverts were more likely than introverts to lie during job interviews.

61
Q

Individuals who score high on openness to experience are more creative in science and art than those who score low. Because creativity is important to leadership, open people are more likely to be effective leaders, and more comfortable with ambiguity and change. They cope better with organizational change and are more adaptable in changing contexts. Recent evidence also suggests, however, that they are especially susceptible to workplace accidents.

A

You might expect agreeable people to be happier than disagreeable people, but they only slightly are. When people choose romantic partners, friends, or organizational team members, agreeable individuals are usually their first choice. Agreeable individuals are better liked than disagreeable people, which explains why they tend to do better in interpersonally oriented jobs such as customer service. They are also more compliant and rule abiding and less likely to get into accidents as a result.
People who are agreeable are more satisfied in their jobs and contribute to organizational performance by engaging in citizenship behavior. They are also less likely to engage in organizational deviance. One downside is that agreeableness is associated with lower levels of career success (especially earnings).

62
Q

FIGURE 5-2

A

Model of how big five traits influence OB criteria

63
Q

Of the big five traits, conscientiousness is the best predictor of job performance.

A

With the exception of neuroticism the big five traits are what we call socially desirable, meaning we would be glad to score high on them.

64
Q

Three socially undesirable traits, which we all have in varying degrees, are relevant to organizational behavior.

Owing to their negative nature, they are labeled the dark triad- though, of course, they do not always occur together,

A
  • Machiavellianism
  • narcissism
  • psychopathy
65
Q

The concept of Person-Job Fit is best articulated in John Holland’s personality-job fit theory. Holland presents six personality types and proposes that satisfaction and the propensity to leave a job depends on the degree to which individuals successfully match their personalities to an occupational environment. He identifies six personality types: realistic, investigative, social, conventional, enterprising, and artistic.

A

realistic-preferts physical activities that require skill, strength ad coordination. shy genuine, persistent, stable, conforming practical. mechanic, drill press operator assymblyline working farmer

conventional: prefers rule regulated, orderly and unambiguous activate.s conforming efficient practical unimaginative in flexible. accountant. corporate manager. bank teller file clerk.

66
Q

Holland developed the Vocational Preference Inventory questionnaire to help develop personality profiles that could be used to understand the relationship between personality and job fit. The theory argues that satisfaction is highest and turnover lowest when personality and occupation are in agreement.

A

The key points of this model are that there do appear to be intrinsic differences in personality among individuals, that there are different types of jobs, and that people in jobs congruent with their personality should be more satisfied and less likely to voluntarily resign than people in incongruent jobs.

MGMT 3720 - Organizational Behavior (19 decks)

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