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OBHR 321 > Week 2 > Flashcards

Week 2 Flashcards

1
Q

traits

A
  • characteristics that occur more consistently and across situations
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2
Q

The Big Five

A
  • OCEAN
  • openness to experience
  • consciousness
  • extroversion
  • agreeableness
  • neuroticisim
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3
Q

openness to experience (the big five)

A
  • open or closed to experiences
  • open people like adventure, new experiences
  • people with low scores prefer familiarity
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4
Q

consciousness (the big five)

A
  • overachievers
  • disciplined
  • responsible
  • good at planning ahead
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5
Q

extroversion (the big five)

A
  • recharge from being around people

- introverts spend their time alone

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6
Q

agreeableness (the big five)

A
  • make sacrifice for others

- assume others are good

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7
Q

neuroticism (the big five)

A
  • anxiety, anger, depression

- low scores are more calm and collected

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8
Q

core self-evaluation

A
  • those with high core self evaluation like themselves

- feel in control of their environment

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9
Q

downside of high core self evaluation

A
  • too full of themselves

- too confident

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10
Q

upside of high core self evaluation

A
  • set more ambituous goals
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11
Q

Machiavellianism (Mach)

A
  • the desire to gain power and influence
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12
Q

High Machs

A
  • practical, manipulative, emotionally detached and consider the ends justify the means
  • win more, persuaded less
  • like their jobs less, more stressed
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13
Q

self-monitoring

A
  • an individuals ability to adjust to behaviour to external, situational factors
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14
Q

high self monitors are better at

A
  • distinguishing how they feel
  • pay close attention to others behaviour
  • more mobile and strategic
  • tend to become leaders
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15
Q

perception

A
  • process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment
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16
Q

factors that influence perception

A
  • the situation
  • the perceiver
  • the targer
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17
Q

research consistently finds that people make decisions based on

A
  • the perception of others
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18
Q

perceptual errors

A
  • accurate perceptions require effort and time, so we often take predictable shortcuts
  • sometimes these shortcuts are helpful and even necessary, but foten they result in poor deisions
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19
Q

attribution theory

A
  • when individuals observe behaviour, they attempt to determine whether the cause is internal (individual is responsible) or external (situational/outside causes)
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20
Q

fundamental attribution error

A
  • how we loo at others

- in others, we tend to underestimate external factors and overestimate internal factors

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21
Q

self-serving bias

A
  • when we are successful, we focus on internal factors

- when we fail, we pin it on external factors

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22
Q

selective perception

A
  • i recieve the info that I want to recieve

- we can’t absorb all information thrown at us

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23
Q

Halo effect

A
  • drawing general impressions about an individual based on a single characteristic such as intelligence, likeability, or appearance.
24
Q

Contrast effect

A
  • a persons evaluation is affected by comparisons with other individuals recently encountered
  • strong/weak competition will make you seem better/worse
25
Q

stereotyping

A
  • when an individual assigns attributes to another soley based on the other’s membership in a particular social or demographic category
26
Q

applications of judgement shortcuts in the workplace

A
  • employment interviews

-

27
Q

perception is subject to

A
  • error
28
Q

3 emotions

A
  • affect
  • emotion
  • mood
29
Q

affect (emotions)

A
  • broad range of feelings people experience, including emotions and moods
30
Q

emotion (emotions)

A
  • intense feelings that are directed at something or someone
31
Q

mood (emotions)

A
  • feelings that tend to be less intense than emotions and that lack of contextual stimulus
32
Q

emotional labour

A
  • our work often requires physical, mental, and emotional labour
  • e.g. service industry, grief therapist, meditation
33
Q

emotional dissonance

A
  • thee difference between how we feel and what we show
  • more dissonance = more burnout
  • surface vs deep acting
34
Q

yaysayers of emotional intelligence

A
  • intuitive
  • predictive
  • biological
35
Q

naysayers of emotional intelligence

A
  • too vague
  • hard to measure
  • suspect validity
36
Q

values

A
  • basic convinctions that a specific mode of conduct or end-state existence is personally or socially preferable to an opposite or converse mode of conduct
37
Q

examples of values

A
  • liberty
  • peace
  • tradition
  • honesty
  • freedom
  • authority
  • self respect
  • security
  • hierarchy
  • equality
  • happiness
38
Q

instrumental values

A
  • preferable ways of behaving

- e.g. ambituous, capable, imaginative

39
Q

terminal values

A
  • desirable end-states of existence

- e.g. comfort, harmony, accomplishment

40
Q

Hofstede’s framework for assessing others

A
  • power distance
  • individualism vs collectivism
  • masculinity vs feminity
41
Q

power distance (Holfstede)

A
  • acceptance of power inequalities
42
Q

individualism vs collectivism (Holfstede)

A
  • standing out vs fitting in
43
Q

masculinity vs femininity (Hoflstede)

A
  • uncertainty avoidance

- long-term vs short-term orientation

44
Q

evaluative statements

A
  • either positive or negative abut objects people or events that reflect how we feel about something
  • tend to predict or explain behaviours
45
Q

key attitudes in OB

A
  • job satisfaction
  • organizational commitment
  • job involvement
  • engagement
46
Q

job satisfaction

A
  • a positive feeling about a job based on the evaluation of its characteristics
47
Q

causes of job satisfaction

A
  • the work itself
  • good social relationships
  • control and autonomy
  • pay (to a point…)
48
Q

organizational citizenship behaviour

A
  • descretionary, not part of job, but promotes org performance
49
Q

Hirschman’s EVLN model

A
  • exit
  • neglect
  • loyalty
  • voice
50
Q

exit (EVLYN)

A
  • actively attempting to leave the organization
51
Q

neglect (EVLYN)

A
  • passively allowing things to get worse
52
Q

loyalty (EVLYN)

A
  • passively (optimistically) waiting for things to improve

- trusting management to “do the right thing”

53
Q

voice (EVLYN)

A
  • actively and constructively trying to improve things
54
Q

organizational comittment

A
  • an employee identifies with an organization and its goals, and wishes to maintain membership in the organization
55
Q

affective (organizational commitment)

A
  • an individual’s emotional attachment to an organization and a belief in its values
56
Q

normative (organizational commitment)

A
  • the obligation an individual feels to staying with an organization for moral ethical reasons
57
Q

continuance (organizational commitment)

A
  • only have the job because they need the finances

OBHR 321 (10 decks)

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