Test 1 Flashcards

1
Q

interactions with people

A

Human relations means

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

GOAL OF HUMAN RELATIONS

A

to create a win-win situation by satisfying
employee needs while achieving
organizational objectives.

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

what people say and do
◦ basic psychology & communication principles
◦ individual behavior influences group behaviors

A

INDIVIDUAL BEHAVIOR

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

consists of the things two or more people say and do

as they interact

A

GROUP-LEVEL BEHAVIOR

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

a group of people working to achieve one or more
objectives
◦ the collective behavior of the individuals and groups
within the organization

A

ORGANIZATIONAL BEHAVIOR

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

 Illumination Room Experiment
 Relay Assembly Room Experiment
 Bank Wiring Room Experiement

A

HAWTHORNE EFFECT

refers to an increase in performance caused by special attention given to employees.

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

CHANGE THE OTHER PERSON
 remember it takes two to tango – blaming others usually makes matters worse –
you can’t force someone to change
◦ 2. CHANGE THE SITUATION
 remove yourself from the environment
 work together or with some neutral entity to change the situation
◦ 3. CHANGE YOURSELF
 remember – your own behavior is the only thing you can control
 examine others behavior to determine why they are behaving the way they are – try
to understand – empathize
 remain assertive but not aggressive
 amazingly when you change, others usually do

A

How to resolve human relations issues.

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

is a relatively stable set of traits that aids in

explaining and predicting individual behavior

A

PERSONALITY

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

◦ fast moving, hard driving, time conscious,
competitive, impatient, and preoccupied with work
◦ a heart attack looking for a place to happen!

A

TYPE “A” PERSONALITY

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

◦ easy-going – laid back

A

TYPE “B” PERSONALITY

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

◦ ? = believe they have little or no control of their lives
and are closed to new experiences
◦ believe that fate - chance – luck – other people – environment –
situation – whatever - determine their lot in life – “victim”
mentality
◦ give up easy when faced with challenges
◦ more likely to be unhappy – unsuccessful
◦ externalizing can be improved with awareness and practicing methods of
taking control in your life
◦ ? = believe they are in control and are open to new
ideas – make their own destiny – happier at work & more successful
in life overall

A

LOCUS OF CONTROL

◦ EXTERNALIZERS

◦ INTERNALIZERS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q
◦ Surgency
◦Agreeableness
◦Adjustment
◦ Conscientiousness
◦Openness To Experience
A

BIG FIVE MODEL

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

PREFERENCE TYPES
◦ EXTROVERT – INTROVERT
 extrovert = outgoing – like interacting with people
 introvert= shy – likes dealing with ideas more than people –
works well alone
◦ SENSING – INTUITIVE
 sensing = likes concrete facts – focus on present  intuitive = likes abstracts – future possibilities
◦ THINKING – FEELING
 thinking = objective – logical – analytical - detached
 feeling = decisions made due to values, beliefs, concern for others
◦ JUDGING – PERCEIVING
 judging = likes to plan – organize – be stable
 perceiving = likes to be flexible – go with the flow – be
spontaneous

A

MYERS-BRIGGS TYPE INDICATOR

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

 an emotional and/or
physical reaction to
environmental activities and
events

A

STRESS!!!

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

situations in which people feel

anxiety, tension, and pressure

A

stressors

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

 ACCOMMODATOR
 DIVERGER
 CONVERGER
 ASSIMILATOR

A

FOUR LEARNING STYLES

17
Q

STEREOTYPING
◦ generalizing behavior of a particular group
 FRAME OF REFERENCE
◦ tendency to see things only as they affect us
 EXPECTATIONS
◦ we tend to see things the way we expect them to be
 SELECTIVE EXPOSURE
◦ picking our what we want and ignoring what we don’t want
 INTEREST
◦ how well we “like” something – or not
 PROJECTION
◦ self defense mechanism – attributing your attitudes and
beliefs to others

18
Q

PERCEPTUAL CONGRUENCE
◦ the degree to which people see things the
same way
◦ generally this is a plus – it helps people
get along and work better together
◦ can you think of any time it would not be
preferable or could lead to problems?

A

PERCEPTION

19
Q

PRIMACY EFFECT
◦ the enduring way people perceive each other during their first
impressions – again recall the biases
 FOUR-MINUTE BARRIER
◦ the time we have to make a good impression – some say only 6 seconds
 IMAGE PROJECTION
◦ other people’s attitudes toward us – what we project
 APPEARANCE
◦ even before you speak – people develop impressions based on how you
look
 NONVERBAL COMMUNICATION
◦ after appearance we look at someone’s face
◦ smiles – eye contact (culture bound) – handshakes -
 BEHAVIOR
◦ do you listen – are you agreeable – do you smile & laugh when
appropriate – use the person’
s name – have good manners - are you
polite – more about proper etiquette later in book

A

FIRST IMPRESSIONS

20
Q

a strong belief or feeling toward

people, things, and situations

A

ATTITUDE

they can be positive or negative
 they are shown by our behaviors
 we acquire them through life experiences and
learning from others
 but we need to clearly develop our own
 not quick judgments – we don’t change them
easily or quickly – but they can be changed

21
Q

the belief that employees dislike work and must be

closely supervised to get them to work – (micromanagement)

22
Q

the belief that employees like to work and do not need
to be closely supervised to get them to work –
(autonomy)

23
Q

YOUR OVERALL ATTITUDE ABOUT YOURSELF

developed over the years based in messages yo receive about yourself.

A

SELF-CONCEPT

24
Q

are the things that have worth or are

important to the individual

25
 the moral standard of right and wrong | behavior
ETHICS
26
PRECONVENTIONAL CONVENTIONAL POSTCONVENTIONAL
MORAL DEVELOPMENT - Kohlberg’s three levels of moral development
27
supervisors attitudes and expectations of employees and how they treat them largely determines their performance.
Pygmalion effect
28
If you think you will fail you will, if you think you will succeed you will.
Galatea affect - self fulfilling prphecy
29
the human brain not designed not capable of doing more than one task at a time  when people think they are doing multiple tasks they are not – they are just switching between tasks at a rapid rate - "Switch Tasking"  this makes us less efficient – every time you switch gears you miss stuff! concentrate on one thing at a time
MULTITASKING
30
```  STEP 1: Plan Each Week (MISSION!)  STEP 2: Schedule Each Week  STEP 3: Schedule Each Day  never do an unscheduled task before a scheduled one without prioritizing it first ```
Time Management Steps
31
the process of setting career objectives and | determining how to accomplish them
CAREER PLANNING
32
the process of gaining skill, experience, and | education to achieve career objectives
CAREER DEVELOPMENT
33
Becoming expert in CURRENT job
JOB DEVELOPMENT
34
your introduction to the company you are applying with.
cover letter and resume.
35
a set of attitudes towards work
job satisfaction