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Organizational Behaviour > Individual attributes > Flashcards

Individual attributes Flashcards

1
Q

Demographic difference

A

Age
Gender
Ethnic background

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2
Q

Competency difference

A
  • competency: apitudes and abilities of people at work
  • apitude: the capability to learn something
  • abilities: the capacity to perform the tasks needed for a given job
  • cognitive abilities: mental capacity to process information & solve problems (IQ)
  • physical abilities
  • psychological and societal abilities (EQ)
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3
Q

Personality difference

A

Personality is the overall profile or combination of traits that characterize the unique nature of a person.

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4
Q

Development approach to personality

A

Chris Argyris Model: Immaturity -> to -> maturity
Immaturity 1:
- passivity, dependence, little-self awareness, subordinate position
2:
- Limited behavior, shallow interests, short-term perspectives
Maturity 1:
- much self-awareness, activity independence, superordinate position
2:
- Diverse behavior, deep interest, long-term perspective

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5
Q

Key dimensions of personality (Big Five)

A
  • extraversion - introversion
  • conscientiousness
  • agreeableness
  • emotional stability
  • openness to experience
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6
Q

Myers-Briggs Type Indicator (MBTI)

A
  1. focus of attention:
    - evtraversion vs. introversion
  2. collection of information
    - sensing vs intuiting
  3. evaluation of information
    - thinking vs feeling
  4. orientation to outer world
    - perceiving vs judging

2)3) -> problem solving

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7
Q

Occupational matches for problem solving styles

A
  • Sensation thinking
  • Sensation feeling
  • Intuitive thinking
  • Intuitive feeling
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8
Q

Sensation thinking

A
  • decisive
  • dependable
  • applied in thinking
  • sensitive to details
    (accounting, programming, engineering)
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9
Q

Sensation feeling

A
  • pragmatic
  • analytical
  • methodical
  • conscientious
    (Negotiating, Selling, Direct supervision)
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10
Q

Intuitive thinking

A
  • creative
  • progressive
  • perceptive in thinking
  • many ideas
    (design thinking, system analysis, law, middle/top management, business, economics)
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11
Q

Intuitive feeling

A
  • charismatic
  • participative
  • people oriented and helpful
    (Public relations, advertising, politics)
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12
Q

Dynamic self concept: modelled as an atom

A

Electron -> Self-concept (is dynamic and changes through time)
Proton -> stable self core
Atom cover -> self

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13
Q

Authoritarianism

A

A person high in authoritarianism tends to adhere rigidly to conventional values and to obey recognized authority. This person is concerned with toughness and power.

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14
Q

Dogmatism

A

For people high in dogmatism the world is a threatening place. They often regard legitimate authority as absolute and accept or reject others according to how much they agree with accepted authority.

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15
Q

Machiavellianism

A

A person high in mach
-> tendencies to approach situations logically and thoughtfully
-> ability to lie & manipulate to achieve personal goals
-> reluctance to be ruled by loyalty, friendships, past promises or the opinions of others
-> skilled influencers

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16
Q

Workplace values

A
  • achievement
  • helping and concern for others
  • honesty and fairness
17
Q

Post-materialistic values

A
  • self-actualization
  • social status and solidarity
18
Q

Materialistic values

A
  • safety
  • supply
19
Q

Components of attitudes

A

Attitude: predisposition to respond in a specific way to someone

cognitive components:
- beliefs, opinions, knowledge a person possesses
affective components:
- specific feelings regarding the personal impact of the antecedents
behavioral components:
- intentions to behave in a certain way based on a person’s specific feelings or attitudes

Beliefs
-> create
Feelings
-> that influence
Behavior

20
Q

Components of job satisfaction

A

Organizational commitment
- degree to which person feels part of organization
Job involvement
- Degree to which person is willing to work hard and apply effort beyond normal job expectations

21
Q

Facets of job satisfaction

A

The work (responsibility, interest and growth)
Quality of supervision (Technical help and social support)
Relationship with coworkers (social harmony and respect)
Promotion opportunities
Pay (adequacy of pay)

22
Q

Forms of job (dis)satisfaction (Brugemann)

A

Slide 66

  • positive/ negative result
  • level of aspiration increase/constant/decrease

Satisfaction and Performance: Satisfaction causes good performance and vice versa

23
Q

Job satisfaction and workplace behaviour

A

Absenteeism - turnover (people leaving)
-> job satisfaction - affects -> intrinsic motivation

24
Q

Factors influencing perception

A

Perceptual process is affected by:
The perceiver
- needs or motives, experience, values, attitudes
The setting
- physical, social, organizational
The perceived
- contrast, intensity, size, motion

Distortions:
- Selections effects, biases, stereotypes

25
Q

Implicit personality theories

A

Theory X:
- people have low drive and don’t like to work
-> need to be controlled/supervised
-> loathe responsibility and prefer to be led by others

Theory Y:
- work: self fulfillment -> identification with the organisation leads to self-control and initiative
-> makes external control unnecessary
-> ego-needs and self-actualization more important than financial reward
-> initiative, creativity and responsibility naturally given

Consequence: Self-fulfilling prophecy

26
Q

Managing Perceptions requires

A
  • high level of self-awareness
  • seek information from others (to counter biases)
  • be empathetic
  • try to avoid common perceptual distortions
27
Q

Locus of control

A

The extent to which people feel able to affect their lives (internal vs external control of locus)

28
Q

Causal attributions

A

Internal-external
Stable-variable
global-specific (happens everywhere vs. specific for this situation)

Example: getting a good grade
Internal+stable: I am smart
Internal+variable: I studied hard for this exam
External+stable: this subject is very easy
External+variable: I was lucky this once

29
Q

Dysfunctional Attribution Style

A

After success:
external, variable, specific
-> “I was just lucky this time, it won’t happen again”

After failure:
internal, stable, global
-> “I am a failure as always on not only this subject, in everything”

Organizational Behaviour (11 decks)

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