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