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Individual Behavior in Organizations Flashcards

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Flashcard Content Overview

In this set of flashcards, you'll learn about individual behavior in the workplace. Topics include areas of personality, including self-concept, self-esteem, Machiavellianism, conscientiousness, narcissism, and Type A vs. Type B personalities. You can also quiz yourself on skill sets, including intellectual abilities, physical abilities, self-monitoring, and surface acting. Additional flashcards cover decision-making styles, such as the moderate risk stance, rational decision making, intuitive decision making, autocratic II decision-making, and conceptual decision making.

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Intellectual abilities
Mental capacities that organizations view as highly desirable among employees. These include excellent memory, reasoning, analyzing, verbal comprehension, and problem solving.
Physical abilities
Qualities such as strength, stamina, coordination, flexibility, psychomotor skills, and sensory skills. Organizations deem such qualities as highly valuable among employees.
Self-concept
A personality trait that affects employee behavior and workplace success. It refers to the manner in which a person views himself or herself based on personal skills, habits, and temperament.
Self-esteem
A personality trait that affects employee behavior and workplace success. It refers to an individual's positive or negative attitudes and views about himself or herself.
Sensory skills
Skills involving an individual's five senses, utilized in jobs such as speech pathology and music composition. This is one of many skill sets associated with physical abilities.
Self-monitoring
The ability to shift one's behavior based on the actions or cues of others
Components of self-concept theory
These include traits, values, and competencies.
The Big Five Personality Model
Five sectors of observable personality traits, represented by the acronym 'O.C.E.A.N.' They include openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism.
Machiavellianism
A personality trait characterized by the use of manipulation in order to achieve power. It is sometimes simply referred to as 'Mach'.
High Machs
Individuals are highly manipulative, difficult to persuade, excel in face-to-face settings and exhibit a high degree of Machiavellianism. This type of individual would likely do well in commission-based sales.
Conscientiousness
A trait in the Big Five Personality Model, characterized by work ethic, organization, and dependability
Realistic personality type
Individuals who fall into this category are shy, inner-directed, and prefer physical activities requiring coordination. It is one of six employee personality types.
Myers-Briggs Type Indicator Instrument (MBTI)
A tool used in the business world for career counseling, conflict management, team building, and developing ideal management styles. It assesses employees in four scales.
Scales of the MBTI
Include the following four areas: extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving
Type A personality
A person with this personality type exhibits aggressive, ambitious, work-intensive, controlling, highly competitive, and impatient tendencies.
Narcissism
An overestimation of one's own abilities and accomplishments, coupled with an underestimation of the abilities and accomplishments of others. Narcissists tend to act in a self-serving manner.
Moderate risk stance
A risk-taking strategy involving compromise and flexibility. In risk-takers this generally entails being cautious with risk, while in risk averse individuals, it involves taking smart, well-researched risk.
Emotional contagion
A way that emotions in one employee are transferred to another employee nonverbally
Surface acting
A type of emotional labor involving the faking of emotions in order to meet certain work or social expectations
Emotional dissonance
A negative feeling a person gets when he or she views an emotion as potentially conflicting with his or her identity
Emotional intelligence
A characteristic involving the ability to understand, adjust, and facilitate emotion in the workplace, in both oneself and others
The rational decision-making model
Six steps that determine the best path in finding a solution to a given problem. It relies on facts, analysis, and a step-by-step process.
Steps of the rational decision-making model
In order, these include defining a problem, identifying decision criteria, allocating weights to the criteria, developing alternatives, evaluating alternatives, and choosing the best alternative.
Intuitive decision making
A decision reached through one's gut instinct rather than through facts
Rational decision making
A decision reached through facts and analysis rather than through one's intuition
Autocratic decision II
A leadership model that involves consulting with group members separately prior to making a decision by oneself. It is also referred to as consult individually.
Conceptual decision making
A decision-making style that emphasizes long-term results. An individual with this style likes to address problems creatively and brainstorm options and is also open to taking risks.
Anchoring bias
A form of information-type bias in decision making. It involves relying too heavily on a single piece of information when making a decision.
The Vroom-Yetton Leader Model
A model which posits five forms of leadership decision making. These include autocratic decision I (decide), autocratic decision II (consult individually), consult group, facilitate, and delegate styles.
Four styles of decision making
These include conceptual, directive, behavioral, and analytical styles.
Type B personality
A person with this personality type exhibits relaxed, laid back, unstressed, and flexible tendencies.

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Business 107: Organizational Behavior

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