Ch. 10

Defensive bias

involves identifying with someone who is having trouble and attributing the trouble to an external cause, much as you attribute your own troubles and failures to external causes.

Occupations for Sensation Feeling

directing supervisor, counseling, negotiating, selling, interviewing

Step 2: Decide the Next Action

do it, delegate it, or defer it

Sensation-Feeling

-Shows concern for current, real-life human problems -Is pragmatic, analytical, methodical, and conscientious -Emphasizes detailed facts about people rather than tasks -Focuses on structuring organizations for the benefit of people

Intuitive Feeling

-avoids specifics -is charismatic, participative, people oriented, and helpful -focuses on general views, broad themes, and feelings -decentralizes decision making, develops few rules and regulations

Sensation- Thinking

-emphasizes details, facts, certainty -is a decisive, applied thinker -focuses on short-term, realistic goals -develops rules and regulations for judging performance

Characteristics of people with high internal locus of control

-like jobs that link rewards to work outcomes, because they believe that they can control work outcomes through their actions. - This makes them proactive and achievement oriented -They are unhappy when they find themselves in situations that they cannot control, such as sales.

intuitive thinking

-prefers dealing with theoretical or technical problems -is a creative, progressive, perceptive thinker -focuses on possibilities using impersonal analysis -is able to consider a number of options and problems simultaneously

Characteristics of people with High external locus of control

-they believe that what happens to them is the result of something outside their control: fate, luck, or the people around them. -hard to motivate, because they believe that they have no control over the results of their behavior, but easy to manage, because they assume that they should receive direction from others.

Authoritarianism

A difference of opinion about whether power and status differences should exist within the organization

Likely Occupations for sensation-thinking

Accounting, market research, computer programming, production, engineering

Step 1: Empty your head

Collect all the things you need/want to do

Step 4: Do it

Consider time and context, energy level, and task priority

T/F With the trend of organizations becoming more decentralized, and as younger generations with greater expectations of empowerment enter the workforce, there is an increase in authoritarianism in many organizations.

False

Occupations for Intuitive feeling

Public relations, advertising, Human resource, politics, customer service

Step 3: Get organized

Schedule appointments, tasks, set up calendars, and action lists

A person who tends to be moody and depressed would likely score low on a measure of _____.

emotional stability

T/F Authoritarianism is also associated with a placing a high value on toughness and a low value on subjective feelings, holding conventional values, and judging others strictly.

T

T/F Challenge stress is exciting and increases your focus, alertness, efficiency, and productivity

T

T/F Threat stress compromises your job performance, your relationships, and even your health. People undergoing threat stress tend to make worse decisions, have more trouble learning, and have greater difficulty adapting to change

T

T/F Emotions arise spontaneously from various interactions with the environment.

True

T/F Role conflict occurs when an individual perceives incompatible demands from others. In this case, Josie has competing demands from her departmental manager and her project manager. Interpersonal demands arise from relationship conflict, and nothing indicates these three individuals do not get along.

True

T/F When you look at the behavior of others, you have a tendency to attribute their actions to internal causes and ignore external causes.

True

Step 4: Perform a weekly Review

Update calendars, action lists, process new items

external attibution

a judgment that something about the situation is causing a person's behavior rather than something intrinsic to the person.

Stereotyping

a perceptual distortion, is the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual

Locus of Control

a person's tendency to ascribe outcomes to his or her own actions or to external causes

self-awareness

ability to accurately assess your own feelings, strengths, and limitations

relationship management

ability to connect to others, build positive relationships, respond to the emotions of others, and influence others

emotional intelligence

an important part of effective management. Managers who are low in EQ are likely to be less aware of their impact on employee attitudes and the extent to which displays of aggression or hostility can demoralize employees.

When you make a judgment about what caused a person's behavior, you are making a(n) _____.

attribution

The first step in managing your time is to _____.

empty your head

The degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships is called _____.

extroversion

An individual whose personal style is intuitive-feeling is likely to _____, while one whose personal style is sensation-thinking is likely to _____.

focus on general views and broad themes; focus on short-term, realistic goals

Leslie is a bit on the judgmental side and when a co-worker doesn't do as well on a project as Leslie thinks they should, Leslie invariably blames them. For example, when Neal was late completing a report, Leslie blamed him, saying he was lazy and not particularly good at his job. In fact, Neal had done an excellent job on the report but a number of people who were supposed to get information to him were late in doing so. What has Leslie committed?

fundamental attribution error

social awareness

he ability to understand others and practice empathy

People who are high on Machiavellianism do not do well:

in jobs that are highly structured, because they cannot easily manipulate the situation to their advantage. But they will do extremely well in situations requiring bargaining, winning, and personal goal achievement, since those are strengths of the Machiavellian personality.

Attributions

judgments about whether internal or external factors caused the behavior. We make attributions to try to understand others and our own behaviors

What are the Big 5 Personality Traits?

openness, conscientiousness, extraversion, agreeableness, neuroticism

Gregg, age 28, sees himself as a cog in the wheel of his company. He doesn't trust his immediate manager, and he certainly doesn't trust top management. Gregg does his job and frankly does it well, but he does what is asked and not one bit more. He knows his company views him as replaceable and returns that view. He knows he could find a similar job with a similar salary without any trouble. Gregg appears to have low levels of _____.

organizational commitment

Problem solving styles

originated in the work of Carl Jung, a psychologist who identified personality types based on four dimensions: introversion-extroversion; sensing-intuitive; thinking-feeling; and judging-perceiving.

The term _____ refers to being cognizant of the internal aspects of one's nature, such as personality traits, beliefs, emotions, and perceptions, and appreciating how your patterns affect other people.

self awareness

The term _____ refers to an individual's strong belief that he or she can accomplish a specific task or outcome successfully.

self efficacy

The cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment is called _____.

perception

Halo effect

reaching an overall conclusion about someone's performance based on just one dimension of performance

The ability to connect to others, respond to the emotions of others, and influence others

relationship management

fundamental attribution error

says that you overestimate the impact of internal factors in other people's behavior and underestimate the impact of external factors.

Like most people, Mark likes getting credit for a job well-done. Even in a group project, he is always sure to point out all of the hard work he, personally, put in. However, even in a solo project, when things do not go well, he finds someone or something else to blame. Mark appears to be engaging in _____.

self serving bias

Personality

set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

The ability to understand others and practice empathy is called _____.

social awareness

Occupations for intuitive-thinking

systems design, law, middle/top management, systems analysis, teaching business, economics

T/F Type A behavior exhibits extreme competitiveness, impatience, aggressiveness, and devotion to work. Roger exhibits Type A behavior and may experience more stress-related illness than someone with a Type B behavior pattern, who would be more relaxed.

t

self-management

the ability to control disruptive or harmful emotions and balance one's moods so that worry, anxiety, fear, or anger do not cloud thinking and get in the way of doing what needs to be done

Burnout is to _____ stress as getting fired up is to _____ stress.

threat;challenge

The model of emotions proposed in your text suggests that individuals experience negative emotions _____.

when frustrated in trying to achieve a goal

self-serving bias

when you look at your own behavior, you attribute your successes to internal causes, and you attribute your failures to external causes.