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ITO Exam 2
| Term | Definition |
|---|---|
| What is personality? | structures and propensities inside a person that explain their characteristic patterns of thought, emotion, and behavior |
| What are the key feature of personality? | 1. does not change dramatically over lifetime 2. influences individuals behavioral patterns across situations |
| What is NOT personality? | emotions, mood, opinions, interests, views/attitude these all can change. personality is more stable |
| What are the Big Five? | OCEAN Openness Conscientiousness Extraversion Agreeableness Neuroticism |
| What is Openness? | openness to experience; tied to intellectualism not tied to all job performance but matters more for… High creativity jobs High fluid + dynamic jobs |
| What is Conscientiousness? | Desire to do a task well and take obligations seriously; tied to achievement striving Performance; greatest influence Two Facets of Conscientiousness Orderliness Industriousness |
| What is Extraversion? | Tied to status striving aka get influential Not necessarily tied to job performance but matters more for … - Leaders + sales Reflects a strong desire to obtain power and influence Tend to be happier w/ their jobs than introverts |
| What is Agreeableness? | Individuals propensity to defer to and get along w/ others; tied to communion striving aka get along Not related to task performance across most jobs Positively associated w/ interpersonal citizenship behavior |
| What is Neuroticism? | Emotional instability; second most important for job performance as it interferes w/ peoples regular on the job behaviors Less happy w/ their jobs + more stressed as more likely to be Type A |
| What is the Locus of Control? | Internal aka I control my fate External aka others control my fate |
| Can personality change? | Overall personality is stable over a lifetime But meta-analysis shows neuroticism declines w/ age |
| What is the Nature vs Nurture Debate? | Nature; Personality is predetermined by our genes Nurture; Personalities are determined by our early childhood experiences |
| What about personality tests in companies? | Personnel Selection → performance Personality Tests; What people are like Ability Tests; What people can do |
| What about concerns with personality tests? | Validity issue; not been validated by scientific studies Faking; exaggerating your responses to a personality test in a socially desirable fashion Could be dangerous to some artificial cutoff score for hiring decisions Legal / Ethic Issues |
| What is culture? | Shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society |
| What is Hofstede's Dimensions? | power distance, individualism / collectivism, uncertainty avoidance |
| What is power distance? | Aka how acceptable are inequalities in power among people Low Power Distance; Prefer that power be distributed uniformly High Power Distance; Accept that power is distributed unequally |
| What is individualism / collectivism? | Aka how interdependent are people Individualism (Western) Culture is a loosely knit social framework where people take care of themselves Collectivism (Eastern) Culture is a tight social framework where people take care of the members |
| What is uncertainty avoidance? | Aka should we try to control the future or just let it happen? Low Uncertainty Avoidance Culture tolerates uncertain situations + values unusual ideas High Uncertainty Avoidance threatened by unusual situations + relies on rules for stability |
| What is ability made up of? | cognitive ability, emotional ability, and physical ability? |
| What is cognitive ability? | Capabilities related to the acquisition and application of knowledge in problem solving General Cognitive Ability (g); Verbal, quantitative, reasoning, spatial, perceptual |
| How are different aspects of cognitive ability associated w/ each other? | Independent Theory; Being smart in verbal but not as smart in quantitative Consistency Theory; Being smart in verbal related to smart in quantitative ------ Supported by general cognitive ability |
| Why does cognitive ability matter? | cognitive ability is the single strongest predictor of employee’s performance |
| What is emotional ability? | Related to the management and use of emotions when interacting w/ others |
| What is emotional intelligence? | Self-awareness Perspective Taking Emotional Regulation Use of Emotions (impression management) |
| What is the relationship between cognitive and emotional ability? | Aka high people smarts can make up for low book smarts |
| What is a team? | Consists of two or more people who work interdependently to accomplish common goals related to a task-oriented purpose |
| What is the Input-Process-Output Framework? (IPO) | General framework that’s often used to describe what happens in teams ---> leads to team development |
| IPO Inputs | Team interdependence Team composition |
| IPO Processes | Team processes Team states |
| IPO Outputs | Team performance Team member’s attitudes Team member turnover |
| What are the 2 theories of team development? | Theory 1: Tuckman's stages of group development Theory 2: Punctuated Equilibrium Theory |
| Tuckman's Stages of Group Development | Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning |
| What is S1 Forming? | Members orient themselves by trying to understand their boundaries in the team |
| What is S2 Storming? | Members remain committed to ideas they bring w/ them to the team |
| What is S3 Norming? | Members realize that they need to work together to accomplish team goals and consequently they begin to cooperate w/ one another |
| What is S4 Performing? | Members are comfortable w/ working within their roles and the team makes progress towards goals |
| What is S5 Adjourning? | Members experience anxiety and other emotions as they disengage and ultimately separate from the team |
| What is Punctuated Equilibrium Theory? | Initial team meeting; members make assumptions + establish a pattern of behavior that lasts for the first half of its life Midway Point; members realize that they have to change their task paradigm fundamentally to complete it on time |
| What is team interdependence? | Way members of a team are linked to one another |
| What is the outcome of team interdependence? | Members are linked in terms of rewards they receive Members have a shared collective goal |
| What is the task of team interdependence? | Members interact w/ and rely on each other for the information, materials, and resources to accomplish team tasks |
| Team Interdependence Pros | More capable in adapting to a new situation because of interactions More efficiency in coordination and communication |
| Team Interdependence Cons | More time spent on communication + coordination so potential decrease in productivity Less capable in adapting to new situations because of lack of member communication + knowledge exchange |
| Types of Interdependence | Pooled Interdependence Sequential Interdependence Reciprocal Interdependence Comprehensive Interdependence |
| Pooled Interdependence | Group members complete their work assignments independently then this work is piled up to represent the groups output |
| Sequential Interdependence | Different tasks are done in a prescribed order and the group is structured such that the members specialize in these tasks |
| Reciprocal Interdependence | Members are specialized to perform specific tasks and members interact w/ a subset of other members to complete the team’s work |
| Comprehensive Interdependence | Each member has a great deal of discretion in terms of what they do and w/ whom they interact in the course of collaborating on the team’s product |
| Who should be in a team? | Need a balance Too many agreeable → superficial harmony Too many extraverts —> power struggles / unproductive conflict |
| Types of Team Tasks | Disjunctive task Conjunctive Task Additive Task |
| Disjunctive Task | Entire group needs to come up w/ a single solution Member w/ highest ability determines team performance |
| Conjunctive Task | Each member of the group needs to contribute for the group to succeed Member w/ lowest ability determines team performance |
| Additive Task | All members contributions are added together Average level of abilities |
| What is member diversity? | Degree to which members are different from one another in terms of any attribute that might be used as a basis of categorizing people |
| What are the theories related to member diversity? | Theories; Problem-Solving Approach Theories; Similarity-Attraction |
| Theories; Problem-Solving Approach | Greater diversity stimulates the exchange of knowledge + information which will foster learning among teams Aka good especially for expertise, personality, and attitudes |
| Theories; Similarity-Attraction | People tend to be more attracted to others who are perceived as more similar + avoid interacting w/ those who are perceived to be dissimilar Aka diversity is a bad thing |
| Surface level diversity | based on observable attributes + no or slight negative effect + related to similarity attraction approach |
| Deep level diversity | based on attributes that are internal or inferred w/ experience+ benefits team performance + related to problem-solving approach |
| Targeted Practices | Provided to a specific group of people who may be traditionally disadvantaged in orgs |
| Inclusive Practices | Treating everyone in a fair and inclusive way + aka respecting people’s differences |
| What are Team Processes? | Different types of activities + interactions that occur within teams + contribute to their ultimate end goals |
| Process Gain | Getting more than you would expect based on the capabilities of its individual members ex: active listening |
| Process Loss | Getting less from the team than you would expect based on the capabilities of its individual members ex:groupthink |
| Reducing Groupthink | Assign devil’s advocate Reduce leaders overly dominating influence Use same strategies to fight cognitive biases Pay attention to info that contradicts the team’s perspective |
| What are team states? | Specific types of thoughts and feelings that coalesce in the minds of team members as a consequence of working together - By-products of team processes - Shared by team members - usually unobservable |
| What is potency? | Degree to which team members think that the team can be effective across a variety of situation and tasks |
| Team Conflict Types | Relationship and Task |
| Relationship Conflict | Disagreements in terms of interpersonal relationships or incompatibilities w/ respect to personal values or preferences always harmful |
| Task Conflict | Disagreements among team members about the team’s task sometimes beneficial |
| Types of Conflict Culture | Collaborative Conflict Culture Avoidant Conflict Culture Dominant Conflict Culture |
| Collaborative Conflict Culture | Aka talking it out + Effective Ex: Southwest Airline |
| Avoidant Conflict Culture | Aka avoiding the conflict+ Not effective Ex: Wang Laboratories |
| Dominant Conflict Culture | Aka dominating the conversation + Not effective Ex: Uber |
| What is leadership? | Use of power to influence the activities of followers toward goals |
| Why care about leadership? | you need help from others |
| What is power? | Ability to influence the behavior of others and resist unwanted influence |
| Types of Power | Organizational; Legitimate, Reward, Coercive Personal ; expert, referent |
| Legitimate Power | org based; Derived from a position of authority within the org |
| Reward Power | org based; Derived from control over the resources or rewards another person wants |
| Coercive Power | org based; derived from control over punishments in an org Based off of fear; can be effective but may decrease org commitment |
| Expert Power | personal; Derived from a person’s expertise, skill, or knowledge on which others depend Easy way to get expert power → master a skill |
| Referent Power | personal; Exists when others have a desire to be associated w/ the person |
| What is influence? | Use of an actual behavior that causes behavioral or attitudinal change in others |
| Influence Tactics | Rational persuasion Consultation Ingratiation Personal appeal Pressure Coalition |
| What are organizational politics? | Actions by individuals that are directed toward the goal of furthering their own self-interests |
| Rational Persuasion | Use of logic and fact; Used infrequently most effective |
| Consultation | Allow the target to participate in deciding how to carry out the request; used infrequently most effective |
| Ingratiation | Use favors or compliments moderately effective |
| Personal Appeal | Ask for something based on personal friendship moderately effective |
| Pressure | Threats and demands least effective + used frequently |
| Coalition | Enlist other people to help influence the target least effective + used frquently |
| Responses to Influence Tactics | Internalization, Compliance, and Resistance |
| Internalization | Most Effective; target agrees + becomes committed Aka behavioral and attitude change |
| Compliance | moderately effective; target is willing to perform request, but does so w/ indifference Aka behavior change only |
| Resistance | least effective; target is opposed to request and attempts to avoid doing it Aka no change in behavior or attitude |
| Leadership Studies | trait studies, behavioral studies, dyadic studies |
| Trait Studies | Research focused on identifying personal qualities and characteristics that differentiated leaders from non-leaders |
| Behavioral Studies | Identifying behaviors consistently associated w/ leadership |
| Styles of Behavioral Studies | 1. Full Range Leadership Model 2. Consideration vs Initiating Structure |
| Full Range Leadership Model Aspects | a. Laissez Faire b. Transactional c. Transformational |
| Transformational Leadership | motivational approach to leadership; 4 I's |
| 4 I's of Transformational Leadership | Idealized Influence Inspirational Motivation Intellectual Simulation Individualized Consideration |
| Idealized Influence | serve as role models and show more charisma; emotional power |
| Inspirational Motivation | present a vision for the future; motivational power |
| Intellectual Stimulation | challenge followers to be creative + innovative; cognitive power |
| Individualized Consideration | help followers achieve their potential through coaching, development, and mentoring |
| Transactional Leadership | Leader rewards or disciplines the follower depending on the adequacy of the follower’s performance |
| Subtypes of Transactional Leadership | Contingent Reward and Management by Exception |
| Contingent Reward | carrot; Leader offers rewards for good performance |
| Management by Exception | stick; Leader monitors for mistakes and corrects/disciplines them |
| Why do we care about types of leadership? | contingent rewards and transformational leadership are more effective than the other types |
| Laissez-Faire Leadership | Leaving followers alone, avoiding leadership |
| Consideration vs Initiating Structure | aka people oriented or task oriented |
| Consideration | Creating job relationships characterized by mutual trust, respect, and consideration of employees’ feelings + matters more aka people oriented |
| Initiating Structure | Defining and structuring the roles of employees for goal attainment Task-oriented |
| Life Cycle Theory of Leadership | Leaders should vary the mix of initiating structure and consideration behaviors they use based on employees readiness levels Aka match the way you lead to followers needs |
| Telling Stage (R1) | low employee readiness; low consideration + high initiating structure eager but inexperienced |
| Selling Stage (R2) | high consideration + high initiating structure tasks seem harder than expected |
| Participating Stage (R3) | moderate employee readiness; high consideration + low initiating structure starting to work well together |
| Delegating Stage (R4) | high employee readiness; low consideration + low initiating structure firing on all cylinders |
| Dyadic Studies | Taking into account what followers do as well pairs |
| Leader-Member Exchange (LMX) | the quality of a leader-follower relationship; Mutual trust, respect, commitment, and obligation |
| Low Quality LMX | Economic exchange aka exchange of economic resources |
| High Quality LMX | Social exchange aka exchange of social resources |
| LMX differentiation | Variability in quality of relationships between a leader and his/her followers |
| Synchronicity | How fast does the information travel from one person to another? |
| Organizational Culture | shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees Aka the way things are around here |
| Components of Org Culture | Observable Artifacts Espoused Values Basic Underlying Assumptions |
| Observable Artifacts | Manifestations of an organization’s culture that employees can easily see or talk about |
| Espoused Values | Beliefs, philosophies, and norms that a company explicitly states |
| Basic Underlying Assumptions | Taken-for granted beliefs so ingrained that employees simply act on them rather than question their validity |
| What two indicators describe how good a culture is? | 1. elevation culture 2. strength culture |
| Elevation Culture | How much does a group of employees perceive the culture on average |
| Strength Culture | How much does a group of employee share the same perceptions of culture |
| Strong vs Weak Culture | Strong; employees definitively agree about the way things are supposed to happen within the organization Weak; employees disagree about the way things are supposed to be in the organization |
| What does the standard deviation mean? | Larger SD a Weaker Culture Smaller SD a Stronger Culture |
| What is the Attraction Selection Attrition (ASA)? | automatic, passive, process to maintain company culture |
| Attraction | attract people whose personalities fit the culture |
| Selection | Selecting candidates based on whether or not their personalities match the culture |
| Attrition | Letting people go whose personalities don’t fit the culture |
| Person-Org Fit | Congruence of an individual's beliefs and values with the culture, norms, and values of the org |
| Socialization | Controlled, active process to help employee learn the social knowledge that enables them to understand and adapt to an organization’s culture |
| Socialization Tactics | Info and feedback seeking Relationship building Positive framing |
Created by:
Zetiris
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