Study this one first

Question 1

Personality

Answer 1

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

Question 2

Personality

Answer 2

The sum total of ways in which an individual reacts to and interacts with others. The measurable traits a person exhibits.

Question 3

Myers-Briggs Type Indicator (MBTI)

Answer 3

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

Question 4

.Extraverted (E) versus Introverted (I). Extraverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.

Sensing (S) versus Intuitive (N). Sensing types are practical and prefer routine and order, and they focus on details. Intuitives rely on unconscious processes and look at the big picture.

Thinking (T) versus Feeling (F). Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions.

Judging (J) versus Perceiving (P). Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous.

Answer 4

Extraverted (E) versus Introverted (I). Extraverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.

Sensing (S) versus Intuitive (N). Sensing types are practical and prefer routine and order, and they focus on details. Intuitives rely on unconscious processes and look at the big picture.

Thinking (T) versus Feeling (F). Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions.

Judging (J) versus Perceiving (P). Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous.

Question 6

Big Five Trait
Emotional stability

Answer 6

Emotional stability is most strongly related to life satisfaction, job satisfaction, and reduced burnout and intentions to quit.

can adapt to unexpected or changing demands in the workplace.

At the other end of the spectrum, neurotic individuals, who may be unable to cope with these demands, may experience burnout.35 These people also tend to experience work–family conflict, which can affect work outcomes.36 Given these negative, straining effects, neurotic employees are more likely to engage in CWBs, less likely to engage in OCBs, and less likely to be motivated at work.37

Question 7

Big Five Trait
Extraversion at Work

Answer 7

Extraverts perform better in jobs with significant interpersonal interaction. They are socially dominant, “take charge” people who are usually more assertive than introverts.38 Extraversion is a relatively strong predictor of leadership emergence and behaviors in groups.39 Extraverts also tend to have generally high job satisfaction and reduced burnout.40 Some negatives are that extraverts can appear to be self-aggrandizing, egoistic, or too dominating and that their social behavior can be disadvantageous for jobs that do not require frequent social interaction.41

Question 8

Big Five Trait -
Openness at Work

Answer 8

creative and innovative compared with the other traits.

More likely to be effective leaders and more comfortable with ambiguity

cope better with organizational change/more adaptable

While openness isn’t related to initial performance on a job, individuals higher in openness are less susceptible to a decline in performance over a longer time period

Open people also experience less work–family conflict.45

Question 9

Big Five Trait
Agreeableness at Work

Answer 9

Liked than disagreeable people;

oriented jobs such as customer service.

They experience less work–family conflict and are less susceptible to turnover.

They also contribute to organizational performance by engaging in OCB.47 Disagreeable people, on the other hand, are more likely to engage in CWBs, as are people low in conscientiousness.48 Agreeableness is associated with lower levels of career success, perhaps because highly agreeable people consider themselves less marketable and are less willing to assert themselves

Question 10

Dark Triad

Answer 10

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

Question 11

Machiavellianism (aka Mach)

Answer 11

The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. In other words, there is no regret or remorse by the way they get what they want. Do whatever it takes. If it works, then use it. They act more aggressive, manipulate more, win more, and are persuaded less by other but persuade other more than do low Machs.

Question 12

Narcissism

Answer 12

The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement. In other words, they like to be center of attention and extravagant dreams, vain, sense of entitlement and lack of empathy. They can be hypersensitive and fragile people and experience more anger.

Question 13

psychopathy

Answer 13

Lack of concern for others

lack of guilt or remorse when actions cause harm.

Question 14

self-monitoring

Answer 14

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

Self-Monitoring
Zoe is always in trouble at work. Although she’s competent, hardworking, and productive, she receives average ratings in performance reviews and seems to have made a career out of irritating her bosses. Zoe’s problem is that she’s politically inept and unable to adjust her behavior to fit changing situations. As she said, “I’m true to myself. I don’t remake myself to please others.” Zoe is a low self-monitor.

Self-monitoring describes an individual’s ability to adjust behavior to external, situational factors.81 High self-monitors show considerable adaptability in adjusting their behavior to external situational factors. They are highly sensitive to external cues and can behave differently in varying situations, sometimes presenting striking contradictions between their public personae and their private selves. Low self-monitors like Zoe can’t disguise themselves in that way. They tend to display their true dispositions and attitudes in every situation; hence, there is high behavioral consistency between who they are and what they do.

Question 15

PERSONALITY

Answer 15

Gordon Allport said personality is “the dynamic organization within the individual

of those psychophysical systems that determine his unique adjustments to his

environment”

Question 16

HEREDITY

Answer 16

factors determined at conception.

Question 17

MYERS-BRIGGS TYPE INDICATOR-

Answer 17

the most widely used personality assessment in the world. Includes

scales on introversion/extroversion, sensing/intuition, thinking/feeling

and judging/perceiving.

Question 18

NARCISSISM –

Answer 18

the tendency to be arrogant, have a grandiose sense of self-importance,

require excessive admiration, and have a sense of entitlement.

Question 19

THE BIG FIVE PERSONALITY MODEL-

Answer 19

personality typing instrument which includes extraversion, agreeableness,

Conscientiousness, emotional stability, openness to experience.

Question 20

SELF-MONITORING-

Answer 20

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

Question 22

When thinking about personality, think of measurable traits. The most common means of measuring personality is through self-report surveys

Question 23

When taking the test and you see codes with letters think Myers Briggs E

Answer 23

Extroverted or Introverted (E or I
Sensing or Intuitive (S or N)
Thinking or Feeling (T or F)
Perceiving or Judging (P or J)
Examples: ISTJ ISFJ INFJ INTJ

Question 24

Make sure you know that extroverts are different from introverts

Answer 24

Extroverts are social, assertive, build relationships
Introverts are more shy and more likely to eat lunch with their coworkers

Question 25

All Myers Briggs begin with E or and I

Answer 25

E is extravert
I in introvert

Question 26

The Big Five Model

Answer 26

Extraversion
Agreeableness
Conscientiousness- Best predicter on job success
Emotional Stability
Openness to experience

Question 27

Core Self Evalutation

Answer 27

bottom line conclusion you have about your capabilities and your competence about your worth

Question 28

Locus of control is

Answer 28

self-evaluation. It’s the view you have about how much control you have over your own life.

Question 29

Self-Monitoring

Answer 29

We adjust to external or situational factors/adaptability
You can be different almost in any circumstance

Question 30

values: basic convictions about what is good or right.

value system: ranks value in terms of intensity

Terminal values: desirable end - state of existence (wealth is a terminal value or success is/Terminal is the end)

instrumental values: preferred modes of behavior or means of achieving terminal values ( if you can do it, then it’s an instrumental value)

Question 31

People high on extraversion fit well with aggressive and team-oriented cultures

People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness

People high on openness to experience fit better in organizations that emphasize innovation rather than standardization

Question 32

Perception and explain the factors that influence it

Answer 32

Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. - It’s what you believe/think not reality. Situation, perceiver, target are the three factors that make up the factors of perception.
Situation - everything else that might be dark, far away??
Perceiver - person who seen the event
Target-is the event

Question 33

Attribution theory is

Answer 33

that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally

Question 34

intrinsic and extrinsic may be on exam

Answer 34

intrinsic is inside
extrinsic is outside

Example of intrinsic behavior is a character trait. That would be inside/intrinsic

Example of extrinsic is something outside of their control cause them to do something.

Question 35

Fundamental Attribution Error

Answer 35

Fundamental Attribution Error - When thinking about other people we overly estimate the degree to which internal factors are motivating that behavior as well as external factors.

Question 36

Self - serving bias

Answer 36

When thinking about ourselves, when we succeed something, we tend to credit ourselves. We credit ourselves internally and when we fail we blame others/external

Question 37

Selective Perception

Answer 37

The tendency we have to interpret what we see on the basis of our own interest.

Question 38

Halo Effect

Answer 38

draw an impression about an individual basis of a single character. Example is attractiveness - could make them better at their jobs than someone else not as attractive.

Question 39

self - fulfilling prophecy

Answer 39

When you make something true- example is:
when you take two groups of kids. you tell each teacher group a is gifted and group b is not gifted.
At the end of the semester when testing is done. the fake group a that was called gift is now testing better than group b although both groups were academically the same.

Question 40

Contrast effect -

Answer 40

`It’s when you contract a better situation subconsciously

Question 41

decision making

Answer 41

the process of examining your possibilities options, comparing them, and choosing a course of action.

Question 42

Rational decision making model =

Answer 42

making the best decision for me. looking at all options first before making a commitment.

Question 43

Bounded rationality

Answer 43

simplified decision making. not looking at five dealerships. instead, I’m going to one and finding an okay car that makes sense for me.

Question 44

overconfidence bias

Answer 44

overconfident about our ability or everyone’s. overestimate and can’t grasp how little you actually know.

Question 45

anchoring bias

Answer 45

When we get an idea, we get anchored and can’t get away from that idea even though there have been other ideas come up. We are anchored down on that one idea and can’t change our minds.

Question 46

confirmation bias

Answer 46

seek out information that contradicts past information. we only hear what we want to hear. we will not be challenged only remembering the times that are driving you crazy when you just want to get going or just need to leave and someone or something to slow you down. it’s what confirms the evidence my impression that I already have

Question 47

availability bias

Answer 47

base our judgment on information that’s the most readily available to us. believe in “hot streak”

Question 48

escalation of commitment

Answer 48

Keep going even though you know you should understand that you should cut your losses

Question 49

Utilitarianism - Basic Insights

Answer 49

The purpose of morality is to make the world a better place - the greatest good for the greatest number of people

Morality is about producing good consequences, not having good intentions

We should do whatever will bring the most benefit (Intrinsic value) to all of humanity

Question 50

motivation

Answer 50

intensity, direction and persistence are the key words to identify and define motivation

Question 51

lower needs vs higher needs

Maslow Hierarchy of Needs it’s a pyramid

Answer 51

see drawing on pyramid

Question 52

satisfaction is not the opposite of dissatisfaction - say you do not like your job…you get a raise. Do you like your job? Are you satisfied now? NO

Answer 52

motivators- are things that will satisfy you. like promotions

Question 53

Power

Answer 53

relationship to other people. in order to have power it takes someone to be subordinate to that power.

Question 54

achievement

Answer 54

does not inherently make a person a good manager, high in need for power and low in to make friends

Question 55

where do high achiever spend their time

Answer 55

50/50 - not too easy but more challenging

Question 56

self determination

Answer 56

extrinsic motivation can be harmful - it can make you feel unhappy. It’s coming from the outside.

Question 57

intrinsic is the better way to be motivated.

Question 58

Goal Setting Theory

Answer 58

Goal to succeed vs Goal less likely to work out

Examples: specific goals are most likely to succeed.
good feedback is good
self-created goals are good as well

locus of control are more likely to succeed because you have control.
MBO theory goal setting!!

Question 59

Self Efficacy Theory

Answer 59

Enactive mastery - Sometimes you have so much experience you feel like you have mastered it. You are confident.

Vicarious Modeling - Confidence is increased when you watch someone and then you think you can do it too

Verbal Persuasion - when someone is telling you that YOU CAN DO IT or YOU GOT THIS!!

Arousal - Telling yourself that you can something. I CAN DO IT. I GOT THIS

Question 60

Equity Theory

Answer 60

We respond to our belief. We respond to the way we believe we are being treated at work compared to others are being treated. Like Hey, I work a lot harder than she does but we make the same amount of money.

Question 61

Expectancy Theory

Answer 61

Idea of motivation of three relationships that have to be tight

effort-performance relationship - belief that if I work hard I can do the task

Performance-reward relationship - if I work hard, I can do anything They want me to do, and I will be rewarded.

Rewards-personals goals - the rewards have to mean someone/no nosense because the hard work may not be worth it.

Question 62

Social identity

Answer 62

people have emotional reactions to failure or success of their group because their self-esteem gets tied into the performance of the group.

Question 63

Group

Answer 63

Defined as two or more individuals, interacting and interdependent. who have come together to achieve objectives

Formal- a group that the company has created/put together

Informal group- a group of people who have chosen to be together

Question 64

Five stage model - stages of group development

Answer 64

know more about this
Role perception - what you think about yourself
Role conflict - the role you play at work could be different from the role your play at home. your work may ask for more demands such as more hours and less time with the family

VERY IMPORTANT:
Theory X Manager vs Theory Y Manager

Theory X manager is basically negative. Thinking their employee are terrible. They don’t work enough as me. They don’t work hard. They give medial tasks. Micromanagement.
Employee dislike work, whenever possible they avoid work, and they at time will have to be coerced, controlled, or threatened with punishment.

Theory Y Manager is basically positive.
Employees are great. I give them work that they can learn from, and they work hard.
Employees can view work as being as natural as rest or play

Five Stage Model:

1. Forming - First/uncertain
2. Storming - turbulent/storming to hash it out. Is there going to be conflict. Trying to figure things out. who is in charge? Do we like anyone? What are our rolls?
3. Norming - Normal, Figured out the storming stage. Oh, yes, I have figured it out now. I know who I like. I know my roll.
4. Performing - Working stage. group is now performing the task. working now.
5. Adjourning - Break up stage if this group is one of the groups that is one that will wrap up and end.

Question 65

Norm or Norming

Answer 65

Means normal

Question 66

social loafing

Answer 66

in a group or team decide that they are not going to work that hard and allow the other members to do all the work.

Individual/Peer evaluations and overall evaluations are ways to minimize this

Question 67

Cohesivesness

Answer 67

Glue, stick together, bonded together

Most of the time this is good BUT on occasion performance norm can be low when yes, the group sticks together but do they work hard??

Most of the time cohesivisnees will be good and t it also can be high in production.

Porformance norm can also be low. Which cohesivesness is high but performance is low so they don’t work hard. THey are close as friends and hanging out. Long lunches or drinking after work.

Question 68

Diversity

Answer 68

is good to have. it gives you different views, opinions, viewpoints

Question 69

Group think

Answer 69

wants the dominate opinion. if there is a disagreement it needs to be shot down. they want the group opinion, and everyone needs to node and agree. Boss says it and everyone agrees. If someone disagrees then they will be shot down. You keep your own idea/thoughts to yourself.

This group supresses the disagreements and only wants to see noding head

Question 70

Group shift

Answer 70

take the risk with the opinion. In this group you are more outspoken because you are in a group because you are in a group setting.

Question 71

look at chapter 14 charts and conflict information in this chapter

Question 72

309 chapter 10.

Difference between groups and teams. Need to read

Answer 72

Groups people working together a goal coordinated by someone else. These are people that work together as a group. They work torwards a goal that has been coordinated by someone else.

Teams are people working towards a goal who coordinated on their own. This team will have indiviuals that each have their own talent to build a good team.

Question 73

Four types of teams discussed in chapter 10 pages 310-314

be aware of all four

Chapter 10 - Know what a work team is and means

Answer 73

problem solving team - example of this team is that when an organization has a problem and they throw a team at it to come up with a solution….and the team does come up with a solution, but first runs it by the organization first then you will know its the problem-solving team. They are not allowed to enact their own ideas without permission. This team may find the problem but has to run it to management first before giving a solution.

self-managed work team - a team that manages itself.

Cross functional- same level but come from different departments Meaning all managers or all directors

virtual - team who communicates through internet, phone. not in physical form

Question 74

page 313 in chapter 10 Effective teams exibit 10.3

Leadership page 369
maybe learn the definition of the titles of the chap

Answer 74

Context - resources, trust, performance evaluations. Members who trust and work well together.

composition -abilities, personality, diversity, size of teams, member flexibility.

process - Common plan, goals, mental models, conflict, social loafing

Leadership definition is: the ability to influence a group toward an ach

Question 75

317-318 chapter 10

Answer 75

Diversity - I know this though. I’ll take a look

Question 76

323-324 chapter 10

Answer 76

Team players read through these two pages. Don’t to higher people who do not have good team skills

Question 77

Teams are not the answers

Answer 77

if its a simple task. it’s ok to have an individual to work on the task

Question 78

Organizational culture

Chapter 16

Answer 78

SHARED MEANING - are the key words of the definition

it distinquishes the organization from others.

Question 79

7 characteristics of organization’s culture

Answer 79

Check Chapter 16 for current 6 characteristics
Possibly the following:
Innovation and risk taking
Attention to detail
outcome orientation
people orientation
team orientation
aggressiveness-no longer one - need to read this chapter for answer
Stability

There are only 6 Characteristics of organization’s culture

Question 80

Most organizations have cultures:

Answer 80

Dominate cultures and numerous sets of subcultures.

Subcultures tend to develop in the large organizations to reflect common problems, situations, or experiences that members face.

Strong culture: A culture in which the core values are intensely held and widely shared

Core Values: the primary or dominant values that are accepted throughout the organization.

Question 81

Formalization

Answer 81

means rules and heavily trained to do the thing the organization want you to do. The is a rule book/manual/training of what to do. Less as an individual as a free agent.

Question 82

Cultures functions

Answer 82

Boundary defining role means there is a distinct between you and the organization. You are not a part of the organization. You are not a part of the church.

Facilitates - you commit to the organization. you take on a large thing and might just give up who you are to gain what you want in this organization

Enhances the stability of the social system - shields from outside and provides protection with stability with walls to the organization

Serves as a sense-making and control mechanism

guides and shapes attitudes and behaviors of employees

Question 83

Team spirit - connect to organization climate

Answer 83

If you see team spirit on the exam, then connect it with organizational climate.

If you see an example of a person who is in it to win it, or stays late or comes in early, does more than others, always putting themselves to the side.

Question 84

Strong culture

Answer 84

Strong culture is a good thing. We like who we are. We are good together with good cohesiveness.
But it at times can be a liability. It’s when an organization needs a change…Maybe people/diversity or merge with other organizations.

Question 85

Creating and Sustaining culture

Answer 85

Founders are ultimate source of culture creation
founders hire employees whole feel the way they do
employees are indoctrinated and socialized into the founders’ way of thinking
founders’ behaviors act as role models

Question 86

Socialization Model

Know these steps in order and understand them

Answer 86

Prearrival - just before the new employee arrives the organization they will know the following: Things you know about the organization before your join the organization. What your understanding is and the level to which your personality is proactive, and levels of success and expectation. Know what you are walking in to before you start.

Encounter - is the early stages of employment where you are confronting what the place is with what you thought the place was going to be.

Metamorphosis - Adjust…and you work through those things. Things you thought you would like… maybe you don’t end up liking.

Question 87

Cultures transmission

Answer 87

Stories - how a company got started, here is who started the company, photo of the founder

Rituals - company song

Material Symbols

Language

Question 88

Creating an Ethical Organizational Culture

Answer 88

High and risk tolerance - doesn’t penalize you for trying to do something new or taking a risk.

Low to moderate in aggressiveness - not just sharks out to eat everything in its path

Focuses on means as well as outcomes - the way you do something is as important as the bottom-line result that you get.

Question 89

How to build/Create a Positive Organizational Culture

Answer 89

Building on employee strengths - tell me what you are good at and lets make it work

rewards more than it punishes - no dock pay. no fired

emphasizes individual vitality and growth - we are a good company and we promote within and we offer a lifetime job where you can grow.

Question 90

If you get a question on religion, it’s not about spirituality

Answer 90

it’s about this notion that all of us have in our life that can be nourished by meaningful work, and the organization looks to tap into the things you have inside you that are most important and connect them to your job .

Question 91

Leadership page 369 chapter 12

Answer 91

is the ability to influence a group toward the achievement of vision or set of goals

Question 92

trait theories of leadership page 370 chapter 12

Answer 92

extraversion
emotional intelligence
high levels of self-monitoring (know who you are)

Strong triats of people who become leaders

Question 93

Who will become a leaders

Answer 93

more so an extravert because they will most likely want the leadership. People who are more outgoing.

Question 94

behavioral traits of leadership

Answer 94

if on the exam they reference the Ohio or Michigan studies then think back to Jim talking about “Behavior/Behavorial” tracks that leaders tend to stay on.
Two types of behavioral tracks:
One is structure - let’s have a lot of meetings, let’s talk about tasks in these meetings or our monthly goals or our annual metrics. (this is describing structure)
Two is Get to know you - who are you? let’s bond, how do you feel about your job, what can I do to help you connect

Question 95

Contingency Theories

Answer 95

Contingency - situational. Meaning what happens in one situation will not succeed in another.

Fiedler - he said… Leadership styles are the same and are fixed.

All the rest …They are not fixed

Question 96

Charismatic leadership

Answer 96

Keywords:
Hero, charisma, vision, “I see a tomorrow, we can get to it”
One who will take high personal risk and high cost with self-sacrifice to achieve the vision.
Sensitivity to the followers/others
Unconventional behavior - novel and counter to norms.

Can it be taught?? Well….you can develop “it”

Question 97

Authentic leadership

Answer 97

Trust, morals, believe in me, I’m a straight shooter. I’m down to earth and I will tell you the truth. BELIEVE ME - TRUST

Question 98

Transformational leadership vs transactional leadership

Pages 382-383

Answer 98

transactional Leaders - who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. GOAL oriented/based.

Transformational leaders - leaders who inspire followers transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. To put the nature of the organization and its need in front of what’s best for you. Whatever it takes for the ego of the company.

Question 99

Trust is broken

Answer 99

it can have serious adverse effects on performance

Question 100

394 and 395

read

Answer 100

-Mentoring and online leadership
-substitutes and neutralizers know some distinction between

Question 101

Three theories of Conflict

Answer 101

1. Traditional - Traditional view of conflict is that: conflict is bad. I do not want any issues. I see it and I stop it.
2. Interactionist - I like conflict. I might start it, so it keeps us on our toes to stay engaged. Some tension may be necessary for us to be effective.
3. Resolution Focused - In the middle/managed view of conflict. I don’t think conflict is bad or good. I think conflict is going to happen, but we need a plan in place to resolve it.

Question 102

Creating an Ethical Organization

Answer 102

High in risk tolerance- Hey employees, you can take some chances and it will be okay. Don’t be afraid to fail.

low to moderate in aggressiveness- Not a constant drive to do better or reach for the next profit. You can take more shortcuts if you drive too much. It’s ok if you don’t

focused on means as well as outcomes- When all you talk about results, it encourages in ethical lapse.