MGMT 3005- Test 1

Big Five Personality Dimensions

1. extroversion 2. agreeableness 3. conscientiousness 4. emotional stability 5. openness to experience

Problem

A difference or gap between an actual and a desired state or outcome

Whistleblower

A person who informs on a person or organization engaged in an illicit activity.

Emotional Intelligence

Ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions.

Psychological contract

An individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party

Causal attributions

Are suspected or inferred causes of behavior

Counterproductive workplace behavior (CWB)

Behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Examples of CWB

Bullying Theft Gossip Backstabbing

Examples of soft skills

Business Etiquette, Honesty, Versatility, Respect, Active Listening, Commitment

Emotional Stability

Can withstand difficult situations, handle adversity, and remain productive and capable throughout

Perception

Cognitive process that enables us to interpret and understand our surroundings

Examples of OCB

Constructive statements Expression of personal interest in the work of others. Suggestions for improvement 'Training of new people Care for organizational property.

Examples of hard skills

Financial analysis, accounting, operations

Organizational dimensions

Functional level/classification, management status, union affiliation, work/content field

Importance of Ethics

Help to shape the organization, know what it means to be a good corporate citizen, and set the ethical tone for membership

How can mangers increase organizational commitment

Hire people whose personal values align with the organizations Make sure that management does not breach its psychological contracts. Treat employees fairly and foster trust between managers and employees.

Glass-ceiling

Identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions.

Managing diversity

Include or exclude Deny Isolate Tolerate Assimilate Suppress Build relationships Foster mutual adaptation

Ethical dilemmas

Involve situations with two choices, neither of which resolve the situation in an ethically acceptable manner

Purpose of studying organizational behavior

It is critical to your success in all disciplines of work and all job levels

Key workplace attitudes managers should track

Organizational commitment Employee engagement Perceived organizational support Job satisfaction

Self-efficacy

Person's belief about his or her chances of successfully accomplishing a specific task

Fundamental attribution bias

Reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors.

Portable skills

Relevant in every job, at every level, and throughout your career

Implicit cognition

Represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness

Self-serving bias

Represents our tendency to take more personal responsibility for success than for failure

Employee Engagement

The harnessing of organizations members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance

Organizational Behavior

The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself

Slippery Slope

We are less able to see others' unethical behavior when it develops gradually

The slippery slope

We are less able to see others' unethical behavior when it develops gradually

Contingency Approach

a management theory that suggests the most appropriate style of management is dependent on the context of the situation and that adopting a single, rigid style is inefficient in the long term.

Personality

an individual's characteristic style of behaving, thinking, and feeling

Relatively flexible

attitudes, emotions

Perceived organizational support (POS)

degree to which employees believe the organization values their contribution and cares about their well-being

External dimensions

geographic location, income, marital status, appearance, religion

Relationship management

guiding and motivating with a compelling vision

Conscientiousness

how dependable, responsible, achievement-oriented, and persistent one is

Openness to experience

how intellectual, imaginative, curious, and broad-minded one is

Extroversion

how outgoing, talkative, sociable, and assertive a person is

Emotional Stability

how relaxed, secure, and unworried one is

Agreeableness

how trusting, good-natured, cooperative, and soft-hearted one is

Organizational citizenship behavior

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

Proactive Personality

individual difference factor capturing the behavioral tendency toward displaying proactive behaviors to enact positive situational changes

Relatively fixed

intelligence, cognitive abilities personality, core self-evaluations

Situation Factors

job characteristics, leadership, organizational climate, stressors

Individual level work outcomes

job performance, job satisfaction, turnover

Self-management

keeping disruptive emotions and impulses under control

Self-esteem

one's feelings of high or low self-worth

Internal locus of control

people who believe they control the events and consequences that affect their lives

Person Factors

personality, positive psychological capital, human and social capital

Internal dimensions

race, ethnicity, gender, physical ability

Self-awareness

reading one's own emotions and recognizing their impact; using "gut decisions"

Organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals

Soft Skills

relate to human interactions and include both interpersonal skills and personal attributes

Cognitive dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)

Social Awareness

sensing others' emotions, understanding their perspective and taking active interest

Hard Skills

technical expertise and knowledge to do a particular task or job function

Ethics

the principles of right and wrong that guide an individual in making decisions

Sterotyping

the process by which people draw inferences about others based on their knowledge of the categories to which others belong

External locus of control

those who believe their performance is the product of circumstances beyond their immediate control

Overvaluing Outcomes

we give a pass to unethical behavior is the outcome is good

Indirect blindness

we hold others less accountable for unethical behavior when it's carried out through third parties

Motivated Blindness

we overlook the unethical behavior of another when it's in our interest to remain ignorant

Conceived Goals

we set goals and incentives to promote a desired behavior, but they encourage a negative one