PERSONALITY
a complex set of characteristics that makes you unique
HEREDITY
factors determined at conception
MYERS-BRIGGS TYPE
... [Show More] INDICATOR
the most widely used personality assessment in the world. includes scales on introversion/extroversion, sensing/intuition, thinking/feeling, and judging/perceiving
THE BIG FIVE PERSONALITY MODEL
personality typing instrument which includes extraversion, agreeableness, conscientiousness, emotional stability, openness to experience
Machiavellianism
the degree to which an individual's pragmatic, maintains emotional distance, and believes the end justifies the means
NARCISSM
the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
SELF-MONITORING
A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors.
PROACTIVE PERSONALITY
people identify opportunities, show initiative, take action, and persevere until meaningful change occurs.
VALUES
basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence
TERMINAL VALUES
desirable end-states of existence; the goals a person would like to achieve during his or her lifetime
INSTRUMENTAL VALUES
preferable modes of behavior or means of achieving one's terminal values
POWER DISTANCE
a national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
PERCEPTION
a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
ATTRIBUTION THEORY
an attempt to determine whether an individual's behavior is internally or externally caused
FUNDAMENTAL ATTRIBUTION ERROR
the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others
SELF-SERVING BIAS
the tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors
SELECTIVE PERCEPTION
the tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitude
HALO EFFECT
the tendency to draw a general impression about an individual on the basis of a single characteristic
CONTRAST EFFECT
evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
STEREOTYPING
judging someone on the basis of one's perception of the group to which it belongs
SELF-FULFILLING PROPHECY
a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception
RATIONAL DECISION-MAKING MODEL
a decision-making model that describes how individuals should behave in order to maximize some outcomes
BOUNDED RATIONALITY
a process of making decisions by constructing simplified models that the essential features from problems without capturing all their complexity
INTUITION DECISION-MAKING
an unconscious process distilled out of distilled experience
ANCHORING BIAS
a tendency to fixate on initial information from which one then fails to adequately adjust for subsequent information
CONFIRMATION BIAS
the tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments
RISK ADVERSION
the tendency to prefer a sure gain of a moderate amount over a riskier outcome even if the riskier outcome might have a higher expected payoff
MOTIVATION
the processes that account for an individuals intensity, direction, and persistence of effort toward maintaining a goal
HIERARCHY OF NEEDS
abram maslow's _________ (5) physiological, safety, social, esteem, and self-actualization- in which as each need is substantially satisfied, the next becomes dominant
LOWER ORDER NEEDS
needs that are satisfied externally, such as physiological and safety needs
SELF-ACTUALIZATION
the drive to become what a person is capable of becoming
HIGHER-ORDER NEEDS
needs that are satisfied internally, such as social, esteem, and self-actualization
THEORY X
the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform
THEORY Y
the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
HYGIENE FACTORS
factors, such as company policy, and administration, supervision, and salary- that when adequate in a job, placates workers. When these factors are adequate, people will not be dissatisfied
MCCLELLANDS THEORY OF NEEDS
a theory that states achievement, power and affiliation are three important needs that help explain motivation
COGNITIVE EVALUATION THEORY
a version of self determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling
SELF-CONCORDANCE
the degree to which peoples' reasons for pursuing goals are consistent with their interests or core values
MANAGEMENT BY OBJECTIVES (MBO)
a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
DISTRIBUTIVE JUSTICE
perceived fairness of the amount and allocation of rewards among individuals
INTERACTIONAL JUSTICE
the perceived degree to which an individual is treated with dignity, concern, and respect
GROUP
2 or more individuals interacting and interdependent, who have come together to achieve particular objectives
FORMAL GROUP
a designated work group defined by an organization's structure
INFORMAL GROUP
a group that is neither formally structured nor organizationally determined: such a group appears in response to the need for social contact
SOCIAL IDENTITY THEORY
perspective that considers when and why individuals consider themselves members of groups
FIVE STAGE GROUP DEVELOPMENT MODEL
the 5 distinct stages groups go through are: forming, storming, norming, performing, and adjourning
FORMING STAGE
first stage of group development characterized by a lot of uncertainty
STORMING STAGE
second stage of group development characterized by intragroup conflict
NORMING STAGE
third stage of group development characterized by close relationships and cohesiveness
PERFORMING STAGE
fourth stage of group development during which the group is fully functional
ADJOURNING STAGE
the final stage of group development for temporary groups; characterized by concern with wrapping up activities rather than task performance
PUNCTUATED EQUILIBRIUM MODEL
a set of phases that temporary groups go through that involve transitions between inertia and activity
ROLE PERCEPTION
an individual's view of how he or she is supposed to act in a given situation
ROLE EXPECTATIONS
how others believe a person should act in a given situation
NORMS
acceptable standards of behavior within a group that are shared by the group's members
DEVIANT WORKPLACE BEHAVIOR
voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members.
Antisocial behavior or workplace incivility
SOCIAL LOAFING
the tendency for individuals to expend less effort when working collectively than when working individually [Show Less]