Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

CM Course 1 > Characteristics of Managers > Flashcards

Characteristics of Managers Flashcards

1
Q

Personality Traits

A

Enduring tendencies to feel, think and act in certain ways

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Five Big Personality Traits

A
  • Extraversion
  • Negative Affectivity
  • Agreeableness
  • Conscientiousness
  • Openness to Experience
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Extraversion

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Managers high on extraversion

A

called extroverts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Managers low on extraversion

A

called introverts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Extroverts

A

Tend to be social, affectionate, outgoing and friendly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Introverts

A

less inclined to social interactions and have less positive outlook

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Negative Affectivity

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Managers high on negative affectivity

A

often feel angry and dissatisfied, and complain about their own and other’s lack of progress

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Managers low on negative affectivity

A

do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Agreeableness

A

tendency to get along with others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Managers high on agreeableness

A

tend to be likable, affectionate and care about other people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Managers low on agreeableness

A

may be distrustful of others, unsympathetic, uncooperative and at times antagonistic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Conscientiousness

A

tendency to be careful, scrupulous and persevering

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Managers high on conscientiousness

A

organized, self disciplined

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Managers low on conscientiousness

A

lack of direction and self-discipline

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Managers high on openness to experience

A

innovate in their planning and decision making and agreeable to taking risks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Managers low on openness to experience

A

less prone to taking risks and more conservative in their planning and decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Traits that are important to understanding managerial effectiveness

A
  • Locus of Control
  • Self-esteem
  • Needs for Achievement, Affiliation and Power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Locus of Control

A

extent to which individuals believe they can control events affecting them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Internal Locus of Control

A

person is responsible for their own fate, and their actions/behaviors are important in outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

External Locus of Control

A

outside forces are responsible for what happens to and around them, their actions make little difference

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Self-Esteem

A

degree to which individuals feel good about themselves and their capabilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Individuals with low self esteem

A

poor opinions of themselves, are unsure about their capabilities and question their ability to succeed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Individuals with high self esteem

A

believe they are competent, deserving and capable of handing most situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Need for Achievement

A

strong desire to perform challenging tasks well and to meet personal standards for excellence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Need for Affiliation

A

concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

29
Q

Need for Power

A

desire to control or influence others

30
Q

Two types of Values

A
  • Terminal Values

- Instrumental Values

31
Q

Terminal Values

A

lifelong goals or objectives that an individual seeks to achieve

32
Q

Instrumental Values

A

mode of conduct that an individual seeks to follow

33
Q

Important Terminal Values for managers

A
  • sense of accomplishment
  • equality
  • self-respect
  • comfortable life
  • exciting life
  • freedom
  • social recognition
34
Q

Important Instrumental Values for managers

A
  • ambitious
  • broad-minded
  • capable
  • responsible
  • self-controlled
  • imaginative
  • honest
35
Q

Terminal Values lead to the formation of

A

norms

36
Q

Norms are

A

unwritten codes of conduct that prescribe how people should act in particular situations

37
Q

Values - Attitude

A

collections of feeling or beliefs

38
Q

Two important attitudes that relate to managers

A
  • job satisfaction

- organizational commitment

39
Q

Values - Job Satisfaction

A

collection of feelings and beliefs that managers have about their current job

40
Q

Factors that are important to job satisfaction

A
  • opportunities to use skills and abilities
  • job security
  • compensation/pay
  • communication and feedback
  • organizational relationship
41
Q

How do managers improve job satisfaction for employees

A

recognize all employees individually for the talents and contributions they bring to the job and reward them accordingly

42
Q

Two reasons managers should be satisfied with their jobs

A
  • managers are more likely to go above and beyond what is expected of them
  • less likely to look for another position/quit
43
Q

Values: Attitude - Organizational Commitment

A

collection of feelings and beliefs that managers have about their organization as a whole

44
Q

Managers with Organizational Commitment

A
  • believe in what their organization is doing

- go above and beyond what’s expected of them

45
Q

Organizational Commitment is shaped by

A
  • autonomy
  • empowerment
  • employment opportunities
  • workplace relationships
  • Org Structure and Culture
46
Q

Organizational Commitment of managers and employees help determine

A
  • absenteeism
  • turnover
  • motivations
  • job performance
47
Q

Moods vs Emotions

A
  • mood is a feeling/state of mind

- emotions are intense, short lived feelings

48
Q

Individuals with high vs low extraversion

A

high extraversion - positive mood

low extraversion - negative mood

49
Q

T/F emotions can affect moods?

A

T

50
Q

T/F moods can play a role in ethical decision making?

A

T

51
Q

Managers should know how their mood

A

affects how they treat others and who others respond to them

52
Q

Emotional Intelligence

A

ability to understand and manage one’s own moods and emotions, as well as the moods and emotions of others

53
Q

Five characteristics of emotional intelligence

A
  • self-awareness
  • empathy
  • self-regulation
  • motivation
  • social skills
54
Q

Individuals with high Emotional Intelligence - Self-Awareness

A
  • understand their emotions and don’t let their feelings rule them
  • are confident and know their strengths/weaknesses
  • always looking for areas in which to make self-improvements
55
Q

What’s the most important element of Emotional Intelligence

A

Self-Awareness

56
Q

Individuals with high Emotional Intelligence - Empathy

A
  • Ability to recognize and understand the wants, needs and feelings of others
  • Good listeners/non-judgmental
  • Continuously look for areas to make self improvements
  • Relate well to others and are good at managing relationships
57
Q

What’s the second most important element of Emotional Intelligence

A

Empathy

58
Q

Emotional Intelligence - Self-Regulation

A
  • maintain control of their emotions and refrain from expressions of anger/jealousy
  • think before they act, avoiding impulsive/careless decisions
  • Thoughtful and comfortable with change
59
Q

Emotional Intelligence - Motivation

A
  • willing to defer immediate results for long-term success

- highly productive, enjoy a challenge, and tend to be effective in whatever they do

60
Q

Emotional Intelligence - Social Skills

A
  • easy to communicate with
  • team players/help others shine
  • masters of building/maintaining relationships
61
Q

Organizational Culture

A

shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups and teams interact with one another and cooperate to achieve organizational goals

62
Q

Innovative Culture - Planning

A

Top managers are likely to encourage lower-level
managers to participate in the planning process
and develop a flexible approach to planning.

63
Q

Conservative Culture - Planning

A

Top managers are likely to emphasize formal
top-down planning, where suggestions from
lower-level managers is subjected to a review
process.

64
Q

Innovative Culture - Organizing

A

Managers are likely to create an organic structure,

one this is flat, with few levels in the hierarchy.

65
Q

Conservative Culture - Organizing

A

Managers are likely to create a well-defined
hierarchy of authority and establish a clear
reporting relationship with employees.

66
Q

Innovative Culture - Leading

A

Managers are likely to lead by example, and
encourage employees to take risks and
experiment.

67
Q

Conservative Culture - Leading

A

Managers are likely to use management by

objectives and constantly monitor employees.

68
Q

Innovative Culture - Controlling

A

Managers are likely to offer employees the
flexibility to take risks and even fail in order to
encourage creativity and an open exchange of
ideas.

69
Q

Conservative Culture - Controlling

A

Managers are likely to set specific goals and
closely monitor progress to ensure the status quo
is maintained.

CM Course 1 (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions