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Organizational Behaviour MANA202 > Personality & Perception: Chapter 3 > Flashcards

Personality & Perception: Chapter 3 Flashcards

1
Q

individual differences

A
  • describe how a person’s skills and abilities, personality, perceptions, attitudes, emotions, and ethics combine
  • forms the essence of who that person is at their most fundamental level
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2
Q

personality characteristics

A
  • attribution
  • attitudes
  • ethics
  • skills and abilities
  • personality
  • perception attribution
  • values
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3
Q

situational characteristics

A
  • job
  • organization
  • personal life
  • physical environment
  • social setting
  • time constraint
  • workgroup
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4
Q

interactional psychology

A

approach that emphasizes that to understand human behaviour, we must know something about the person and the situation

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5
Q

basic propositions of interactional psychology

A
  • Individual codes of ethics, professional oaths, and organizational credos must all be anchored in a moral, ethical framework
  • The person is active in this process and is changed by situations and is also able to change situations
  • People vary in many characteristics, including cognitive, affective, motivational, and ability factors
  • 2 interpretations of situations: the objective situation and the person’s subjective view of the situation
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6
Q

abilities

A

natural capacities that allow an individual to perform a particular job or task successfully

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7
Q

skills

A

talents that have been acquired through a sustained effort to carry out activities or job functions including ideas, things, and people

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8
Q

g factor

A
  • measure of an individual’s general mental ability
  • significant predictor of individual differences in many social outcomes, particularly in education and employment
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9
Q

personality

A
  • relatively stable set of characteristics that influence how consistent an individual is in their own behavior across time and across contexts
  • tendency of a person to think, feel, and behave in a certain way
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10
Q

trait

A

distinguishing qualities or features belonging to a person

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11
Q

the Big 5

A

extroversion, openness, neuroticism, conscientiousness, agreeableness

vs

introversion, cautiousness, emotional stability, disorganized, disagreeableness

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12
Q

the dark triad

A
  • psychopathy
  • machiavellianism
  • narcissism

vs

  • empathy
  • scrupulous
  • selflessness
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13
Q

HEXACO

A

humility, emotional stability, extraversion, agreeableness, conscientiousness, openness

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14
Q

core self-evaluation

A
  • broad set of personality traits that refers to the positiveness of a person’s self-concept
  • subconscious, fundamental evaluation of a person’s abilities
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15
Q

high CSE consequences

A
  • more popular
  • make more money
  • have higher prestige jobs
  • higher job satisfaction
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16
Q

locus of control

A

generalized belief about internal (self) versus external (situation or others) control

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17
Q

internal locus of control

A

people who believe they control what happens to them

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18
Q

external locus of control

A

people who believe that circumstances or other people control their fate

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19
Q

self-efficacy

A

person’s overall view of themselves as being able to perform effectively in a wide variety of situations.

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20
Q

having low self-efficacy

A

often feel ineffective and may express doubts about performing a new task well

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21
Q

self-esteem

A
  • affect-based
  • how we view ourselves compared to others
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22
Q

self-worth

A
  • cognitive-based
  • how we view ourselves
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23
Q

self-monitoring

A

extent to which people base their behaviour on cues from other people and situations

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24
Q

high self-monitoring advantages

A
  • motivated to attain high social status than low self-monitors
  • more likely to accomplish tasks by meeting the expectations of others
  • seek out central positions in social networks
  • more likely to use self-promotion to make others aware of their skills and accomplishments
  • behaviour is inconsistent across different situations
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25
Q

high self-monitoring disadvantages

A
  • more susceptible to groupthink and other herd mentalities
  • may be seen as hypocritical/two-faced by those who perceive the changes in behaviour as insincerity
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26
Q

low self-monitoring

A

behaviour is consistent across different situations.

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27
Q

positive affect

A

individuals who focus on the positive aspects of themselves, other people, and the world in general

28
Q

negative affect

A

individuals who accentuate the negative in themselves, others, and the world

29
Q

situational strength

A

Some situations allow for a free expression of personality, while other situations provoke a narrower range of behaviour

30
Q

strong situation

A

exerts clear pressure to act a certain way

31
Q

projective test

A
  • relies on the individual’s interpretation of an ambiguous or abstract image
  • rationale: each individual responds in a way that reflects their unique personality
  • low reliability
  • example: Rorschach test
32
Q

behavioural measure of personality

A
  • examine an individual’s behaviour in a controlled situation
  • unreliable, as the individual usually knows they are being observed
  • interpretation of the observer might not be accurate
33
Q

self-report questionnaire

A

tool that analyzes an individual’s responses to a series of questions

34
Q

Myers-Briggs Type Indicator

A
  • instrument designed to formally evaluate people, and provide descriptive profiles of their personality types
  • can provide insights into their individual differences - - has been used in career counseling, team building, conflict management, and understanding management styles
35
Q

advantages of Myers-Briggs Type Indicator

A
  • simple
  • relatively accurate
36
Q

disadvantages of Myers-Briggs Type Indicator

A
  • behaviour varies from situation to situation
  • some argue behaviour cannot be categorized
  • poor predictor of work performance
37
Q

social perception

A
  • process of interpreting information about another person (or a group) and making inferences about them as individuals.
  • “making sense of people”
38
Q

characteristics of the perceiver (social perception)

A
  • mood
  • attitudes
  • self-concept
  • cognitive structure
  • familiarity with the target
39
Q

characteristics of the target (social perception)

A
  • physical appearance
  • verbal communication
  • non-verbal cues
  • intentions
40
Q

characteristics of the situation (social perception)

A
  • context of the interaction
  • strength of situational cues
41
Q

barriers of social perception

A
  • selective perception
  • stereotyping
  • first impression error
  • projection
  • self-fulfilling prophecy
42
Q

discounting principle

A

dismissing one’s behaviour by attributing it to situational factors, rather than personality

43
Q

attribution theory

A

how we pinpoint the causes of our own behaviour and that of other people (situational vs internal)

44
Q

consensus (Kelley’s Covariation Model)

A

extent to which peers in the same situation behave the same way

45
Q

distinctiveness (Kelley’s Covariation Model)

A

degree to which the person behaves the same way in similar situations

46
Q

consistency (Kelley’s Covariation Model)

A

frequency of a particular behaviour over time

47
Q

example of distinctiveness, consistency and consensus

A

Suppose you have received several complaints from customers regarding one of your customer service representatives, John.
You have not received complaints about your other service representatives (low consensus).
Reviewing John’s records, you find that he also received customer complaints during his previous job as a sales clerk (low distinctiveness). The complaints have been coming in steadily for three months (high consistency).
In this case, you would most likely make an internal attribution and conclude that the complaints must stem from John’s behaviour.
The combination of low consensus, low distinctiveness, and high consistency suggests internal attributions.

48
Q

integration

A

process of forming impressions about others

49
Q

confirmation

A

ongoing efforts of integrate new information into the impression that we have already made

50
Q

perceptual screen

A

psychological process that evaluates all input

51
Q

heuristics

A
  • mental shortcuts
  • information-processing hack to reduce information to manageable levels
52
Q

cognitive biases

A
  • mistakes in reasoning, evaluating, and remembering
  • create barriers, which prevent us from perceiving others accurately
53
Q

implicit biases

A

influence our beliefs and opinions without our realizing

54
Q

selective perception or confirmation bias

A

tendency to prefer information that supports their viewpoints and ignore or reject information that threatens those viewpoints

55
Q

stereotype

A
  • generalization about a group of people
  • reduce information about other people to a workable level, so that it can be compiled efficiently
  • not inherently bad
  • become stronger when validated by others
56
Q

fundamental attribution error

A

we tend to attributions to internal causes when focusing on one’s behaviour (internal attribution)

57
Q

self-serving bias

A

when we succeed, we take credit for it; when we fail, we blame the situation.

58
Q

projection or false consensus effect

A
  • misperception of the commonness of our own beliefs, values, and behaviours that leads us to overestimate the number of others who share them
  • we assume that others are similar to us, and that our own values and beliefs are appropriate
59
Q

first impression error

A

when we observe a very brief bit of a person’s behaviour in our first encounter and infer that this behaviour reflects what the person is really like

60
Q

halo effect

A

when one aspect of a person is viewed positively, all of their aspects are assumed to be positive

61
Q

recency effect

A

tendency to weigh recent events more heavily than earlier events

62
Q

primacy effect

A

tendency to weigh early events more heavily than recent events

63
Q

contrast effect

A

tendency to diminish or enhance the measure of one target through comparison with another recently observed target

64
Q

self-fulfilling prophecy

A

our expectations affect the way we interact with others such that we get what we expect

65
Q

self-fulfilling prophecy example

A

Teachers were given bogus information that some of their pupils had high intellectual potential. These pupils were chosen randomly; there were really no differences among the students.
Eight months later, the “gifted” pupils scored significantly higher on an IQ test. The teachers’ expectations elicited growth from these students, and the teachers had given them tougher assignments and more feedback on their performance.*

66
Q

impression management

A
  • process by which individuals try to influence the impressions others have of them
  • tactic used in job interviews

Organizational Behaviour MANA202 (11 decks)

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