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Organisational behaviour > Week 2 Individual behaviour, Personality and Values > Flashcards

Week 2 Individual behaviour, Personality and Values Flashcards

1
Q

The MARS Model of Individual Behaviour is based on

A

Motivation
Ability
Role Perceptions
Situational factors

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2
Q

The Internal forces that affect a person’s voluntary choice of behaviour:

  • Direction
  • Intensity
  • Persistence
A

Motivation

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3
Q

_____ refers to Natural _____ and learned capabilities required to _____ complete a task

A

Ability, aptitudes, successfully

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4
Q

______ ______ are the beliefs about what behaviour is required to achieve the desired results:

  • Understanding what tasks to perform
  • Understanding relative importance of tasks
  • Understanding preferredbehaviours to accomplish tasks
A

Role Perceptions

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5
Q 
\_\_\_\_\_ \_\_\_\_\_ are the environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour
Time
People
Budget
Work facilities
A

Situational factors

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6
Q

What are the 5 types of Individual behaviour in the workplace?

A 
1 Task performance
2 Organisational citizenship
3 Counter-productive behaviour
4 Joining/staying with the organisation
5 Maintaining attendance
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7
Q

Task Performance

A

Goal-directed behaviours under the individual’s control that support organisational objectives

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8
Q

Task performance _____ transform _____ materials into goods and services, or support and maintain these _____ activities

A

behaviours, raw, technical

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9
Q

What behaviours refer to various forms of cooperation and helpfulness to others that support the organisation’s social and psychological context

A

Organisational Citizenship Behaviours

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10
Q

Counterproductive Work Behaviours are

A

Voluntary behaviours that have the potential to directly or indirectly harm the organisation

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11
Q

Employee retention is essential for all the other performance-related behaviours to occur
and is the behaviour called

A

Joining and Staying with the Organisation

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12
Q

Maintaining Work Attendance

A

Managing presenteeism and absenteeism and ensuring that work attendance is related to job satisfaction and motivation.

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13
Q

attending scheduled work when one’s capacity to perform is significantly diminished by illness and other factors

A

Presenteeism

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14
Q

_____ is related to dissatisfaction, organisational policy, norms and the person’s values and personality

A

Absenteeism

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15
Q

What is relatively enduring pattern of thoughts, emotions and behaviours that characterise a person, along with the psychological processes behind those characteristics

A

Personality

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16
Q

External traits: observable behaviours
Internal states: thoughts, values, etc. inferred from behaviours
Some variability, adjust to suit the situation
are defined as

A

Personality in Organisations

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17
Q

What shapes our individual personalities

A

Nature versus Nurture of Personality

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18
Q

Nature refers to our

A

genetic or hereditary origins

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19
Q

Nurture refers to the

A

person’s socialisation, life experiences and other forms of interaction with the environment

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20
Q

What are the 5 factors of the CANOE personality model

A 
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience 
Extroversion
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21
Q

People who are careful, dependable and self disciplined possess traits in line with

A

Conscientiousness

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22
Q

Agreeableness are people

A

Who are courteous, good natured, empathic and caring possess traits in line with Agreeableness

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23
Q

People who are anxious, hostile ad depressed possess traits in line with

A

Neuroticism

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24
Q

Openness to Experience

A

People who are Imaginative, creative, curious and sensitive possess traits in line with Openness to experience.

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25
Q

People who are outgoing, talkative, sociable and assertive possess traits in line with

A

Extroversion

26
Q

Five-Factor Personality and Organisational Behaviour represent

A

Most personality traits

27
Q

Studies report fairly strong associations between personality and several workplace behaviours and outcomes:

A

Performance
Motivation
Organisational citizenship

28
Q

MBTI stands for

A

Myers-Briggs Type Indicator

29
Q

MBTI covers

A
  • Extroversion versus introversion
  • Sensing versus intuition
  • Thinking versus feeling
  • Judging versus perceiving
30
Q

Collecting information through senses versus through intuition, inspiration or subjective sources explains what facet of MBTI

A

Sensing versus intuition

31
Q

Thinking versus feeling explains what facet of MBTI

A

Processing and evaluating information

Using rational logic versus personal values

32
Q

Orienting self to the outer world

Order and structure or flexibility and spontaneity explains what facet of MBTI

A

Judging versus perceiving

33
Q

Competencies are

A

skills, knowledge, aptitudes and other personal characteristics that lead to superior performance

34
Q

Personality Constellations

A

Resilience
Self-efficacy
Dark Triad

35
Q

The ability to overcome and learn from adverse experiences in the workplace is known as

A

Resilience

36
Q

Self-efficacy is

A

a person’s belief that he or she can successfully complete a task

37
Q

What is known as a constellation of personality traits that increases the use of influence tactics and leads to counterproductive work behaviours

A

Dark Triad

38
Q
  • Self-reports are not a valid measure
  • Personality is a relatively weak predictor of a person’s performance
  • Personality instruments may unfairly discriminate against specific groups of people
  • Personality testing might not convey a favourable image of the company
    are all
A

Caveats About Personality Testing in Organisations

39
Q

Values in the Workplace enforce _____ , evaluative beliefs that guide our preferences, and define _____ or _____, good or bad and create a ____ system
that is a hierarchy of values

A

, Stable, right, wrong, Value

40
Q

Schwartz’s Values Model’s 10 categories

A 
Universalism
Benevolence
Conformity
Tradition
Security
Power
Achievement
Hedonism
Stimulation
Self-direction
41
Q

Schwartz’s Values Model’s reduced further to 2 bipolar dimensions 1

A

1 Openness to change: motivation to pursue innovative ways, and its opposite
Conservation: motivation to preserve the status quo

42
Q

Schwartz’s Values Model’s reduced further to 2 bipolar dimensions 2

A

2 Self-enhancement : motivated by self-interest, and its opposite.
Self-transcendence : motivation to promote welfare of others and nature

43
Q

Values and Behaviour includes _____ behaviour that is usually consistent with _____, but conscious behaviour is less so because values are ______ constructs

A

Habitual , values, abstract

44
Q

Decisions and behaviour are linked to values when we are mindful of our _____ and we have _____ reasons to apply values in that situation

A

values, logical

45
Q

What is the cross-cultural value describing the degree to which people in a culture emphasise independence and personal uniqueness?

A

Individualism

46
Q

What refers to a cross-cultural value describing the degree to which people in a culture emphasis duty to the groups to which they belong and to group harmony

A

Collectivism

47
Q

Power distance refers to

A

The degree to which people in a culture accept unequal distributions of power in a society.

48
Q

The degree to which people tolerate ambiguity

A

uncertainty avoidance.

49
Q

achievement-nurturing orientations reflects

A

a competitive versus cooperative view of relations with other people

50
Q

Ethics refers to the

A

study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

51
Q

Honesty/ethics is the most important characteristic

A

that employees look for in a leader

52
Q

What are the 5 cross-cultural values

A 
Individualism
Collectivism
Power distance
Uncertainty avoidance
Achievement orientation.
53
Q

What are the 3 ethical principles

A

Utilitarianism
Individual rights
Distributive justice

54
Q

Utilitarianism

A

Greatest good for the greatest number of people

55
Q

Individual rights

A

Fundamental entitlementsin society

56
Q

Distributive justice

A

People who are similar should receive similar benefits

57
Q

Name the 3 Influences on Ethical Conduct

A

Moral intensity
Ethical sensitivity
Situational influences

58
Q

Moral intensity

A

Degree that an issue demands the application of ethical principles

59
Q

A personal characteristic that enables people to recognise the presence of an ethical issue and determine the relative importance.

A

Ethical sensitivity

60
Q

Situational influences

A

Competitive pressures and other situational conditions that affect ethical behaviour

61
Q 
Ethical code of conduct
Ethics training
Ethics hotlines
Ethical leadership and culture
all
A

Supporting Ethical Behaviour

62
Q

What are the 5 main types of workplace behaviour

A

1/ task performance;
2/ organisational citizenship;
3/ counterproductive work behaviours;
4/ joining and staying with the organisation; and
5/ maintaining work attendance are the 5 main types of

Organisational behaviour (14 decks)

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