CHAPTER 10
Self-management
The ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations.
The halo effect
occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable. In other words, a halo blinds the perceiver to other characteristics that should be used in generating a more complete assessment.
An internal attribution
says that characteristics of the person led to the behavior. ("Sophia missed the deadline because she's careless and lazy.")
An external attribution
says that something about the situation caused the person's behavior. ("Sophia missed the deadline because she couldn't get the information she needed in a timely manner.")
stereotyping,
the tendency to assign an individual to a group or broad category (e.g., female, black, elderly; or male, white, disabled) and then to attribute widely held generalizations about the group to the individual.
Attributions
A judgment about what caused a person's behavior—characteristics of either the person or the situation.
emotion
A mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes.
stress
A physiological and emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and lack of personal control when important outcomes are at stake.
Job satisfaction
A positive attitude toward one's job.
Machiavellianism
A tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain; based on the ideas of Niccolò Machiavelli, a sixteenth-century Italian political philosopher.
fundamental attribution error
A tendency to underestimate the influence of external factors on another person's accomplishments and to overestimate the influence of internal factors.
Type A behavior
Actions characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work.
Type B behavior
Actions that reflect few of the Type A characteristics and include a more balanced, relaxed approach to life.
Myers-Briggs Type Indicator (MBTI®)
An assessment that measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.
blind spots
An attribute about a person that he or she is not aware of or doesn't recognize as a problem; this limits effectiveness and hinders career success.
perceptual distortions
An error in perceptual judgment that results from inaccuracies in any part of the perception process.
Self-awareness
Being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people.
Locus of control
Defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces.
Big Five personality factors
Dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. 1. Extroversion. The degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships. 2. Agreeableness. The degree to which a person is able to get along with others by being good natured, likable, cooperative, forgiving, understanding, and trusting. 3. Conscientiousness. The degree to which a person is focused on a few goals, thus behaving in ways that are responsible, dependable, persistent, and achievement-oriented. 4. Emotional stability. The degree to which a person is calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure. 5. Openness to experience. The degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas.
Role conflict
Incompatible demands of different roles, such as the demands of a manager's superiors conflicting with those of the manager's subordinates.
Organizational commitment
Loyalty to and engagement with one's work organization.
Authoritarianism
The belief that power and status differences should exist within an organization.
Perception
The cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information.
personality
The set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.
Emotional contagion
The tendency of people to absorb and express the emotions, moods, and attitudes of those around them.
self-serving bias
The tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.
role ambiguity
Uncertainty about what behaviors are expected of a person in a particular role.
