INTRO TO BUSINESS CH 8

"Big Five" Personality Traits

five fundamental personality traits especially relevant to organizations Agreeableness Conscientiousness Emotionality Extraversion Openness

Telecommuting

form of flextime that allows people to perform some or all of a job away from standard office settings

A person with a high level of agreeableness is

gentle, cooperative, forgiving, understanding, and good-natured in dealing with others. these people are better at developing good working relationships.

Emotional Intelligence: Social skills

help people get along with others and establish positive relationships

A person with a low level of agreeableness is

irritable, short-tempered, uncooperative, and generally antagonistic toward other people.

Emotional Intelligence: Motivating oneself

is a person's ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failures

Emotional Intelligence: Empathy

is a person's ability to understand how others are feeling even without being explicitly told

Social Learning

learning that occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result.

Job Enrichment

method of increasing job satisfaction by adding one or more motivating factors to job activities

Work Sharing (Job Sharing)

method of increasing job satisfaction by allowing two or more people to share a single full-time job

Punishment

unpleasant consequences of an undesirable behavior

Motivation Factors

-achievement -recognition -the work itself -responsibility -advancement and growth

Hygiene Factors

-supervisors -working conditions -interpersonal relations -pay and security -company policies and administration

Each of the following is one dimension of emotional intelligence EXCEPT which​ one? A. Ability to learn new concepts B. ​Self-awareness C. Managing emotions D. Motivating oneself

A. Ability to learn new concepts

Absenteeism and turnover are two examples of which of the​ following? A. Counterproductive behavior B. Rebellious behavior C. Organizational citizenship D. Performance behavior

A. Counterproductive behavior

Each of the following is a major motivation​ theory, EXCEPT which​ one? A. Hawthorne Effect B. Human Resources model C. ​Two-factor theory D. Hierarchy of needs model

A. Hawthorne Effect

Which of the following is NOT TRUE about key​ work-related attitudes? A. High levels of job satisfaction lead to higher levels of productivity. B. One key​ work-related attitude is organizational commitment. C. One key​ work-related attitude is job satisfaction. D. People in an organization form attitudes about many different​ things; these are referred to as key​ work-related attitudes.

A. High levels of job satisfaction lead to higher levels of productivity.

Each of the following is an example of an employer inducement EXCEPT which​ one? A. Social Security benefits B. Job security C. Pay and benefits D. Career or job opportunities

A. Social Security benefits

Each of the following is a type of​ reinforcement/behavior modification, EXCEPT which​ one? A. Punishment B. Do nothing C. Positive reinforcement D. Social learning

B. Do nothing

Alexander Kjerulf stated​ that, "Happiness at work is the​ #1productivity booster." Each of the following is one of the reasons he cited EXCEPT which​ one? A. Happy people fix problems rather than complain about them. B. Happy people​ don't care enough to create problems. C. Happy people have more energy and get sick less often. D. Happy people are more optimistic and motivated.

B. Happy people​ don't care enough to create problems.

Which of the following terms refers to the extent to which people believe that their behavior has a real effect on what happens to​ them? A. ​Self-efficacy B. Locus of control C. ​Self-esteem D. Authoritarianism

B. Locus of control

Which of the following terms refers to the overall set of expectations held by employees and the organization regarding what employees will contribute to the organization and what the organization will provide in​ return? A. Job satisfaction B. Psychological contract C. Organizational commitment D. The​ person-job fit

B. Psychological contract

A manager who believes that most employees are​ unmotivated, lazy, and uncooperative would be considered which of the​ following? A. ​Laissez-faire manager B. Theory X manager C. Theory Y manager D. ​Hand-off manager

B. Theory X manager

The Hawthorne Effect demonstrated that productivity increases if which of the following​ occurs? A. Workers are properly trained. B. Workers are given special attention. C. Workers receive significant incentives. D. Workers are left alone.

B. Workers are given special attention.

Each of the following is an approach to human relations in the workplace EXCEPT which​ one? A. Contemporary motivational theories B. ​Person-job fit C. Classical theory D. Early behavioral theory

B. ​Person-job fit

Each of the following is one of the different approaches to working hours and the workweek EXCEPT which​ one? A. ​Work-share programs B. Alternative work places C. Establishing client relationships D. Flextime programs

C. Establishing client relationships

Which of the following programs is NOT used to increase satisfaction in jobs that are significantly lacking in motivating​ factors? A. Modified work schedules B. Job redesign C. Formation of work teams D. Job rotation

C. Formation of work teams

Each of the following is one of the​ big-five personality​ traits, EXCEPT which​ one? A. Conscientiousness B. Emotionality C. Honesty D. Agreeableness

C. Honesty

Each of the following is a factor in promoting or minimizing organizational citizenship​ behaviors, EXCEPT which​ one? A. Organization B. Work group C. Level of salary D. Personality of the individual

C. Level of salary

Each of the following is an example of employee contributions EXCEPT which​ one? A. Effort B. Ability C. Motivation D. Time

C. Motivation

Which of the following term refers to a set of​ work-related behaviors that the organization expects employees to​ display? A. Organizational citizenship B. ​Goal-oriented behaviors C. Performance behaviors D. Counterproductive behaviors

C. Performance behaviors

Each of the following is a type of employee behavior EXCEPT which​ one? A. Performance behaviors B. Counterproductive behaviors C. Rebellious behaviors D. Organizational citizenship

C. Rebellious behaviors

Which of the following is the framework based on the classical work of Carl​ Jung, which differentiates people in terms of four general​ dimensions? A. ​Big-five framework B. Emotional intelligence C. ​Myers-Briggs framework D. Emotional quotient

C. ​Myers-Briggs framework

Which of the following is the term used for the conflict and anxiety a person experiences when two sets of perceptions are contradictory or​ incongruent? A. Cognition B. Job satisfaction C. Attitudes D. Cognitive dissonance

D. Cognitive dissonance

Job redesign is usually implemented in one of the following ways EXCEPT which​ one? A. Establishing client relationships B. Combining tasks C. Forming natural work groups D. Job rotation

D. Job rotation

A sales manager needs to get more productivity from the sales team. Which of the following should the manager​ consider? A. Use established industry standards for sales production. B. Establish a high sales goal. C. Let each salesperson set her own goals. D. Manage by objectives​ (MBO).

D. Manage by objectives​ (MBO).

Which of the following is the term for the set of forces that causes people to behave in certain​ ways? A. Affect B. Intention C. Employee contributions D. Motivation

D. Motivation

Which of the following describes a good​ person-job fit? A. One in which employee contributions do not require employer inducements B. Assurances of job permanence C. One in which the result is poor performance and negative attitude D. One in which the​ employee's contributions match the inducements the organization offers

D. One in which the​ employee's contributions match the inducements the organization offers

Extraversion (E) vs. Introversion (I)

Extraverts ger their energy from being around other people, whereas introverts are worn out by others and need solitude to recharge their energy.

Contributions from the Individual -effort -ability -loyalty -skills -time -competency

Inducements from the Organization -pay -benefits -job security -status -promotion opportunities -career opportunities

Judging (J) vs. Perceiving (P)

People who are the judging type enjoy completion or being finished, whereas perceiving types enjoy the process and open-ended situations.

Extraverts

are sociable, talkative, assertive, and open to establishing new relationships. tend to be higher overall job performers than introverts. are more likely to be attracted to jobs based on personal relationships, such as sales and marketing positions.

Sensing (S) vs. Intuition (N)

The sensing type prefers concrete things, whereas intuitives prefer abstract concepts.

Thinking (T) vs. Feeling (F)

Thinking individuals base their decisions more on logic and reason, whereas feeling individuals base their decisions more on feelings and emotions.

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

Attitudes

a person's beliefs and feelings about specific ideas, situations, or people

Affect

a person's feelings toward something

Myers-Briggs Type Indicator (MBTI)

a popular questionnaire that some organizations use to assess personality types

Need for Affiliation

an individual's desire for human companionship

Need for Achievement

an individual's desire to accomplish a goal or task as effectively as possible.

Organizational Commitment

an individuals' identification with the organization and it's mission

A person with a high level of openness

are curious and willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information. are often better performers because of their flexibility and the likelihood that they will be better accepted by others in the organization.

A person with a negative emotionality

are more excitable, insecure, reactive, and subject to mood swings.

Introverts

are much less sociable, talkative, assertive, and more reluctant to begin new relationships.

A person with a positive emotionality

are relatively poised, calm, resilient, and secure. might be expected to better handle job stress, pressure, and tension. their stability might also lead them to be seen as being more reliable than their less-stable counterparts.

Counterproductive Behaviors

behaviors that detract from organizational performance.

Job Satisfaction

degree of enjoyment that people derive from performing their jobs.

Flextime Programs

method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis

Job Redesign

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

Participative Management and Empowerment

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

Turnover

occurs when people quit their jobs. the annual percentage of an organization's workforce that leaves and must be replaced.

Intention

part of an attitude that guides a person's behavior

Individual differences

personal attributes that vary from one person to another. can be physical, psychological, and emotional. basic categories include personality and attitudes.

Organizational Citizenship

positive behaviors that do not directly contribute to the bottom line. refers to the behavior of individuals who make a positive overall contribution to the organization.

Emotional Intelligence: Managing emotions

refers to a person's capacities to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished

Emotional Intelligence: Self-awareness

refers to a person's capacity for being aware of how they are feeling. In general, more self-awareness allows people to more effectively guide their own lives and behaviors.

Extraversion

refers to a person's comfort level with relationships.

Emotionality

refers to the degree to which people tend to be positive or negative in their outlook and behaviors towards others.

Openness

reflects on how open or rigid a person is in terms of his or her beliefs.

Positive Reinforcement

reward that follows desired behaviors

Psychological Contract

set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to inducements)

Management by Objectives (MBO)

set of procedures involving both managers and subordinates in setting goals and evaluating progress

A person with a low level of openness

tend to be less receptive to new ideas and less willing to change their minds.

A person with a high level of conscientiousness

tend to fous on relatively few tasks at one time; as a result, they are more likely to be organized, systematic, careful, thorough, responsible, and self-dicisplined. also tend to be relatively higher performers in a variety of different jobs.

A person with a low level of conscientiousness

tend to pursue a wider array of tasks; as a result, they are often more disorganized and irresponsible, as well as less thorough and self-disciplined.

Hawthorne Effect

tendency for productivity to increase when workers believe they are receiving special attention from management

Risk Propensity

the degree to which a person is willing to take chances and make risky decisions

Need for Power

the desire to control one's environment, including financial, material, informational, and human resources

Self-esteem

the extent to which a person believes that he or she is a worthwhile and deserving individual

Authoritarianism

the extent to which a person believes that poet and status differences are appropriate within hierarchical social systems such as organizations

Person-Job Fit

the extent to which a person's contributions and the organization's inducements match one another

Emotional Intelligence (Emotional Quotient, EQ)

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

Locus of Control

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

Conscientiousness

the individual's persistence, dependableness, and orderliness.

Cognition

the knowledge a person presumes to have about something

Employee Behavior

the pattern of actions by the members of an organization that directly to indirectly influences the organization's effectiveness.

Personality

the relatively stable set of psychological attributes that distinguish one person from another

Motivation

the set of forces that cause people to behave in certain ways

Performance Behaviors

the total set of work-related behaviors that the organization expects employees to display

Classical Theory of Motivation

theory holding that workers are motivated solely by money

Hierarchy of Human Needs Model

theory of motivation describing five levels of human needs and arguing basic needs must be fulfilled before people work to satisfy higher-level needs

Two-Factor Theory

theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation suggests that managers should follow a two-step approach to enhancing motivation. First, they must ensure that hygiene factors, such as working conditions or clearly stated policies, are acceptable. This practice will result in an absence or dissatisfaction. Then they must offer motivational factors, such as recognition or added responsibility, as a way to improve satisfaction and motivation.

Expectancy Theory

theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.

Theory Y

theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive

Theory X

theory of motivation holding that people are naturally lazy and uncooperative

Equity Theory

theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others. suggests that people begin by analyzing inputs (what they receive in terms of time, effort, education, experience) relative to outputs (what they receive in return- salary, benefits, recognition, security). the result is a ratio of contribution to return.

Machiavellianism

used to describe behavior directed at gaining power and controlling the behavior of others

Absenteeism

when an employee does not show up for work. results in direct cost to a business. sometimes the employee has a legitimate excuse, sometimes they are just playing hooky.

Cognitive Dissonance

when two sets of cognitions or perceptions are contradictory or incongruent. a level of conflict and anxiety. also occurs when people behave in a fashion that is inconsistent with their attitudes. when our attitudes conflict with each other or with our behaviors.