MGMT 309 Test 4

Can remember "Big Five" personality traits by:

*O.C.E.A.N or *C.A.N.O.E

Stress Management Strategies for Individuals

- Regular exercise (reduces tension and stress and improves self-confidence and feelings of optimism) - Relaxation (allows individuals to adapt and better deal with their stress) - Time Management (reduces stress by prioritizing activities to accomplish them in their order of importance) - Support Groups (socializing away from work, reduces stress)

Cognitive Dissonance

- the conflict individuals experience among their own attitudes -the affective and cognitive components of the individual's attitude are in conflict with their intended behavior

Negative personal consequences of stress

-Behavioral: smoking, alcoholism, overeating, accident proneness -Psychological: sleep disturbances, depression, family problems -Medical: heart disease, stroke, headaches, backaches

Type A personality

-Extremely competitive (aggressive), devoted to work, have a strong sense of time urgency (impatient) -Have a lot of drive and want to accomplish as much as possible as quickly as possible

Preparation

-Formal education and training is used to "get up to speed" -Experiences on the job provide additional knowledge and ideas

Reason for poor person-job fit

-Imperfect organizational selection procedures -Change in both people and organizations over time -New technologies require new employee skills -Unique individuals and unique jobs

Type B personality

-Less competitive, less devoted to work, have a weaker sense of time urgency -Less likely to experience personal stress or to come into conflict with other people -More likely to have balanced, relaxed approach to life

Withdraw behaviors

-absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons -Absenteeism may be a symptom of other work-related problems -Turnover occurs when individuals quit their jobs for work-related or personal reasons (physical withdraw)

physical demand

-associated with job setting -may have extreme temperatures, poorly designed office space or threats to ones health

Interpersonal demands

-associated with relationships that confront people in organizations -may result from group pressure, leadership styles or conflicted personalities

Task demands

-associated with the task itself -have to make quick decisions, critical decisions, or decisions based on inappropriate information

Commitment and Work behavior

-employee commitment strengthens with an individual's age, years with the organization, sense of job security, and participation in decision making -Committed employees have highly reliable habits, plan a longer tenure with the organization, and muster much more effort in performance

stereotyping

-is the process of categorizing or labeling people on the basis of a single attribute (e.g., gender and race) -may cost the org valuable talent, violate federal anti-bias laws, and is likely unethical

Video: Devil Wears Prada

-role demands, role overload, role ambiguity

Situations that enhance creativity

-specific and difficult goals -time pressure -small budget -adversity -supportive culture -heterogeneity

General adaptation syndrome (GAS)

-the general cycle of the stress process -stage 1 alarm: panic, wondering how to cope, and a feeling of helplessness -stage 2: resistance: individual is actively resisting the effects of the stressor -stage 3: prolonged exposure to stress causes an individual to give up

Characteristics of creative person

-tolerance for ambiguity -independent thinker -not inhibited by conformity pressure -good verbal communication -imaginative -reasonably intelligent -intrinsically motivated -hard worker -asks lots of questions -willing to take risks and fail

Ways in which attributions are formed

1. Consensus 2. Consistency 3. Distinctiveness

The "Big Five" Personality Traits

1. agreeableness 2. conscientiousness 3. negative emotionality 4. extraversion 5. openness (O.C.E.A.N) *3 assessments to quantify personality (Type A,B) *Many traits that create personality If you have to assess just one, test conscientious, very important to job

Attitudinal Components

Affective Component Cognitive Component Intentional Component (Attitudes, can, cause, intentional, complications)

the creative individual

Background experiences in creativity *many creative individuals were reared in creative environments

Personality Types

Extraversion (E) vs. Introversion (I) Sensing (S) vs. Intuition (N) Thinking (T) vs. Feeling (F) Judging (J) vs. Perceiving (P)

Individual differences

Personal attributes that vary from one person to another *Physical, psychological, or emotional

In the creative process, _____ represents a coming together of all the scattered thoughts and ideas that were maturing during incubation. a. insight b. delight c. verification d. preparation

a

Ralph is an employee at an e-retail company. When he was still new in the company, he came to work late on a regular basis and showed a lot of negligence in his work. As a result, his manager developed a very poor impression of him. Months later, even as Ralph's work showed improvement, his manager continued to overlook his efforts. This is due to _____. a. selective perception b. stereotyping c. negative emotionality d. cognitive dissonance

a

The process of observing behavior and assigning causes to it is known as _____. a. attribution b. categorization c. stereotyping d. identification

a

The traits shared by most creative people: a. are openness and an attraction to complexity. b. are stress and dependency. c. are positive affectivity and dependency. d. are negative emotionality and an attraction to complexity.

a

Which of the following is the cycle of the stress process? a. General Adaptation Syndrome b. Selective perception c. Stressor Adaptive Syndrome d. Negative affectivity

a

_____ are complexes of beliefs and feelings that people have about specific ideas, situations, or other people. a. Attitudes b. Inducements c. Perceptions d. Individual differences

a

_____ is the overall set of expectations held by an individual with respect to what he or she will contribute to an organization and what the organization will provide in return. a. Psychological contract b. Negative emotionality c. Self-efficacy d. Locus of control

a

Burnout

a feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time

attribution

a mechanism through which we observe behavior and attribute a cause to it

Workplace Behavior

a pattern of action by the members of an organization that directly or indirectly influences organizations effectiveness

Incubation

a period of less intense conscious concentration during which knowledge and ideas acquired, during reparation, mature and develop *is helped b pauses in rational thought

Agreeableness

a person's ability to get along with others

Self-efficacy

a person's belief about his or her capabilities to perform a task. High self-efficiency individuals believe they can perform well while low self-efficacy individuals doubt their ability to perform

Extraversion

a person's comfort level with relationships *generally reach out to you

stress

a person's response to a strong stimulus (i.e, a stressor)

Openness

a person's rigidity of beliefs and range of interests *listen well to criticism

The Myers-Briggs Type Indicator

a popular questionnaire that some organizations use to assess personality types *is a useful method for determining communication styles and interaction preferences

insight

a spontaneous breakthrough in which the creative person achieves a new understanding of some problem or situation -patterns of though coalesce into a new understanding

Negative affectivity

a tendency to be generally downbeat and pessimistic, tend to see things in a negative way, and seem to be in a bad mood *cup half empty

Positive affectivity

a tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood *usually high negative emotionality *cup half full

Job satisfaction or dissatisfaction

an attitude that reflects an extent to which an individual is gratified or fulfilled by his or her work

Organizational Commitment

an attitude that reflects an individual's identification with and attachment to an organization *high commitment - love your company. Has influence. Now always perfect but you stick to it.

role demands

associated with the role; may experience role ambiguity or role conflict

Scott is an organized, responsible, and self-disciplined employee. He is able to work on multiple projects at a time and submit them error-free within deadlines. Based on this information and according to the "Big Five" personality traits, it can be said that Scott has high levels of _____. a. emotionality b. conscientiousness c. extraversion d. agreeableness

b

_____ is a skill that allows people to see similarities among situations, phenomena, or events. a. Divergent thinking b. Convergent thinking c. Vertical thinking d. Cross-functional thinking

b

_____ is the process of categorizing or labeling people on the basis of a single attribute. a. Prototyping b. Stereotyping c. Specifying d. Detailing

b

_____ is the relatively permanent set of psychological and behavioral attributes that distinguish one person from another. a. Image diversity b. Personality c. A psychological contract d. A collective mosaic

b

Machiavellianism

behavior directed at gaining power and controlling the behavior of others *manipulative and controlling

High levels of job satisfaction: a. lead to high levels of performance. b. are more common in Japan than in the United States. c. lead to more positive contributions. d. are not influenced by personal factors.

c

In stage 2 of the General Adaptive Syndrome, a person: a. panics due to a stressor. b. ignores a stressor. c. resists the effects of a stressor. d. encounters a stressor.

c

The conflict individuals experience among their own attitudes is called _____. a. risk propensity b. conscientiousness c. cognitive dissonance d. self-efficacy

c

_____ is a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness. a. Positive affectivity b. General adaptation syndrome c. Workplace behavior d. Job satisfaction

c

_____ is an individual's response to a strong stimulus. a. Dissonance b. Machiavellianism c. Stress d. Attribution

c

Attitudes

complexes of beliefs and feelings that people have about specific ideas, situations, or other people

Video: The Break Up

conscientiousness: she asked him something and he didn't follow through

Personal traits and creativity

creative persons have personal traits of openness, an attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity

Which of the following is an example of an inducement? a. Loyalty b. Ability c. Skill d. Status

d

Which of the following is true of agreeableness? a. It is the number of things a person can effectively work on at one time. b. It allows people to have broad interests and to be curious, imaginative, and creative. c. It is the extent to which a person is poised, calm, resilient, and secure. d. It causes some people to be gentle, cooperative, and good-natured in their dealings with others.

d

Which of the following is true of contributions? a. They are not included in a psychological contract. b. They are what an organization provides to an individual. c. They include job security and recognition. d. They presumably satisfy various needs and requirements of an organization.

d

Managing

emotions is a person's capacity to ensure that feelings do not interfere with getting things accomplished

Intentional Component

expected behavior in a given situation

Distinctiveness

extent to which same person behaves some way in other situations

Affective component

feelings and emotions toward a situation *how we feel

external locus of control

individuals believe that external forces dictate what happens to them *factors to consider: fate, luck, etc)

internal locus of control

individuals who believe they are in control of their lives *Self efficacy (capability driven, diff from self esteem) *strongest motivational factor

social skill

is a person's ability to get along with others

Self-awareness

is a person's capacity for being aware of how they are feeling

Motivating

oneself is a person's ability to remain optimistic in the face of failure

Stress Management Strategies for Organizations

organizations are partly responsible for stress organizations must also bear the costs of stress related claims organizational wellness/stress management programs can be used to promote healthful employee activities and derive the benefits of increased organizational productivity

role conflict

parts you play are in conflict with each other

Cognitive component

perceived knowledge *why we feel the way we feel

Empathy

person's ability to understand how others are feeling *not sympathy. Can you visualize what it might be?

Negative Work Related Consequences of stress

poor quality work output and lower productivity job dissatisfaction, low morale, and a lack of commitment withdrawal through indifference and absenteeism

role overload

taken more on then you can handle

Verification

tests are conducted and prototypes are built to see if the insight leads to the expected results -determines the validity of truthfulness of the insight

Creativity

the ability of an individual to generate new ideas or to conceive of new perspectives in existing ideas

Organization citizenship

the behavior of individuals that makes a positive overall contribution to the organization

Risk propensity

the degree to which an individual is willing to take chances and make risky decisions

Self-Esteem

the extent to which a person believes she/he is a worthwhile individual

Negative emotionality

the extent to which a person is calm, resilient, and secure

Authoritarianism

the extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations

Consensus

the extent to which other people in the same situation behave the same way

Emotional intelligence, or EQ

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills *very popular to assess this

Locus on Control

the extent to which people believe that their behavior has a real effect on what happens to them

The person-job fit

the extent to which the contributions made by the individual match the inducements offered by the organization

Consistency

the extent to which the same person behaves the same way at different times

Conscientiousness

the number of goals on which a person focuses

The psychological Contract

the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return *Unwritten, y'all discuss what you can give to the org. and what the org can offer you (to see if job matches you)

selective perception

the process of screening out information that we are uncomfortable with or that contradicts our beliefs -if selective perception causes someone to ignore important info it can become quite detrimental

Personality

the relatively stable set of psychological attributes that distinguish one person from another *environment, genetics play in shaping your personality. *traits can change our personality does not

perception

the set of processes by which an individual becomes aware of and interprets information

Performance Behaviors

the total set of work-related behaviors an organization expects an individual to display

Pyschological Withdrawal

there physically there but really there mentally

role ambiguity

you have expectations, but don't know how

Job satisfaction and work behaviors

• Job satisfaction is influenced by personal, group, and organizational factors. • Satisfied employees are absent less often, make positive contributions, and stay with the organization. • Dissatisfied employees are absent more often, may experience stress which disrupts coworkers, and may be continually looking for another job. • High levels of job satisfaction do not necessarily lead to high job performance.

enhancing creativity in organizations

• Make creativity part of the organization's culture. - Set goals for revenues from creative products and services. • Reward creativity; refrain from punishing creative failures. - Some ideas work out as expected, others don't work out as intended