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OB Test 3

Test 3 Baron

QuestionAnswer
The Big Five Nuerotocism, Agreeableness, Openness, Consciencetiousness, and Extraversion (CANOE)
Why Asses Personality? Research, Selection, Development, and Team Building.
Personality Collection of multiple traits
Trait Recurring regularities or trends in people's responses to their environment
Cultural Values Shared beliefs about desirable end states or models of conduct in a given culture.
Accomplishment Striving Strong desire to accomplish task related goals as a mean of expressing personality
Communion Striving Strong desire to obtain acceptance in personal relationships. "Getting Along"
Status Striving Strong desire to obtain power and influence within social structure as a means of expressing personality
Positive affectivity A dispositional tendency to experience pleasant engaging moods.
Negative affectivity A dispositional tendency to experience unpleasant moods.
Differential Exposure Neurotic people see stressors from "day to day" situations and feel they are exposed to stressors more frequently
Differential Reactivity Neurotic people are less likely to believe they can cope with stressors they experience.
Locus of Control Reflects whether people attribute the causes of events to themselves or the external enviroment
MBTI Extraversion, Sensing, Thinking, and Judging
Interests Expressions of personality that influence behavior through preferences for certain environments and activities.
RIASEC MODEL Realistic, Investigative, Artistic, Social, Enterprising, and Conventional
Culture Shared values, beliefs, motives, identities and interpretations that result from common members of society.
Gender Egalitarianism The culture promotes gender equality and minimizes role differences between men and women
Assertiveness Confrontation and aggressiveness in social relationships
Future Orientation The culture engages in planning and investment in the future while delaying individual or collective gratification
Performance Orientation Encourages and rewards members for excellence and performance improvements
Humane Orientation The culture encourages and rewards members fro being generous, caring, kind, fair, and altruistic
Ethnocentrism A propensity to view ones own cultural values as "right" and those of other cultures as "wrong"
Typical Performance Reflects performance in the routine conditions that surround daily job tasks
Maximum performance Performance in a brief, special circumstance that demands a persons best effort
Situational Strength Strong situations have clear behavioral expectations, incentives, or instructions that make differences between individuals less important
Trait Activation Some situations provide cues that trigger the expression of empathy.
Integrity Test "Honesty Test" are personality tests that focus specifically on a predisposition to engage in theft and other counterproductive behavior
Clear Purpose Tests Ask applicants about there attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish, and confessions
Ability The realatively stable capabilities people have to perform a particular range of different but related activities
Cognitive Ability Capabilities related to the acquisition and application of knowledge in problem solving
Perceptual Ability Being able to perceive,understand, and recall patters of info
Wonderlic Personel Test Widely used job placement test that test cognitive ability
Team Two or more people who work interdependently over some time period to accomplish common goals realated to some task oriented goal
Work Teams Relatively permanent. Produce GorS and they generally require a full time commitment
Management Teams Permanent. Participate in managerial level task that affect entire org. Coordinating activites of sub-units.
Parallel Teams Members from various jobs who provide recommendations to managers about important issues that rull parallel to the orgs production process
Project Teams Take on "one time" task that are generally complex and require a lot of input from members with different types of training and expertise
Action Teams Taks that are normally limited in duration. Quite complex and take place in a highly visible area or is highly challenging
Virtual Teams Teams in which the members are geographically dispersed and interdependent activity occurs through electronic systems
Forming Members orient themselves by trying to undertand their boundaries in the team
Stomring Members remain committed to ideas they bring with them to the team
Norming Members realize that they need to work together to accomplish team goals and consequently, they begin to cooperate with one another.
Performing Members are comfortable working within their roles, and the team makes progress towards the goal.
Adjourning Members experience anxiety and other emotions as they disengage and ultimately seperate from the team.
Punctuated Equalibrium members realize halfway through project, it is neccessarry to change task time table to complete project on time
Task Interdependence The degree to which team members interact with and rely on other team members for the info.
Pooled interdependence Group members complete their work assignments independently, and work is piled up to represent groups progress
Sequential interdependence Different task are done in a perscribed order, and the group is structured such that the members specialize in these tasks.
Reciprocal Interdependence Members are specialized to perform specific tasks. However, instead of strict sequence of activities, members interact with a subset of ther members to complete the teams work.
Comprehensive Interdependence Highest level of interaction and coordination among members as they try to accomplish work. Members have great deal of discresion in what they do and whom they interact with.
Goal Interdependence Shared vision of the teams goal and alignment of individual goals with that vision
Outcome Interdependence Members share in rewards that the team earns.
Team Composition Mix of people who make up the team
Role Pattern of behavior that a person is expected to display in a given context
Leader-Staff Teams Leader makes decisions for the team and provides direction adn control over members who perform assigned tasks.
Team tasks Roles Behaviors that directly facilitate the accomplishment of team tasks
Team Building Roles Bahaviors that influence the quality of the teams social climate
Individualistic roles Behaviors that benefit the individual at the expense of the team
Disjunctive Tasks Tasks with an objectively verifiable best solution, member who posseses highest level of the ability relevant to the task will have most influence on the team
Additive tasks Contributions resulting from the abilities of ever member add up to determine team performance
Conjuctive Tasks Weakest link in team.
Surface Level Diversity Diversity regarding observable attributes such as reace, sex, and age.
Team Process Reflects the different types of communication, activities, and interactions that occur within teams to accomplish end goal
Process Gain Getting more from the team than you would expect.
Process Loss Getting less from the team than you would expenct.
Coordination Loss Consumed time and energy that could devoted to task activities to coordinate activities with other members
Production Blocking When members have to wait on another before they can do their part of the team tasks
Taskwork Processes Activities of team members that relate directly to the accomplishment of team tasks.
Decision informity Whether members posses adequate info about their own task responsibilities
Staff validity Degree to which members make good recomendations to the leader.
Hierachical Sensitivity Degree to which the leader effectively weighs the recommendations of the members.
Boundary Spanning Ambassador Activities, Task Coordinator activites, and scout activites
Ambassador Activities Communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
Task Coordinator Activities Communications that are intended to coordinate task related issues with people or groups in other functional areas
Scout Activities Things team members do to obtain info about technology, competitors, or the broader marketplace.
Teamwork Processes Interpersonal activities that facilitate the accomplishment of the teams work but do not directly involve the task accomplishment
Transition Process Teamwork activities that focus on preparation for future work
Action Processes Monitoring progress toward goals, systems monitoring, helping behavior, and coordination
Interpersonal Processes Before, during, or in between periods of taskwork. Motivating and confidence building, affect management, conflict management
Relationship Conflict Disagreements among team members in terms of interpersonal relationships
Information Richness Amount and depth of information that gets transmitted in a meassage.
Potency Degree to which members believe that the team can be effective across a variety of situations and tasks.
Mental Models Common level of understanding among team members with regard to important aspects of the team and its task
Transactive Memory How specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team
Transportable Teamwork Competences Knowledge, skills, and abilities related to teamwork activities
Personal Clarification Members simply recieve info regarding the roles of the other team members
Positional Modeling Team members observing how other members perform their roles
Positional Rotation Gives members actual experience carrying out resoponsibilities of their teamates
Team Process Training Team being able to function and perform more effectively as an intact unit
Action Learning Team is given a real problem, developing an action plan, and finally carrying out the action plan
Leadership The use of power and influence to direct the activities of followers toward goal achievment
Reward power When someone has control over the resources or rewards another persons wants
Coercive Power When a person has control over punishments in an organization
Expert Power A persons expertise, skill, or knowledge on which others depend
Referent Power When others have a desire to identify and be associated with a person
Substitutability Degree to which people have alternatives in accessing resources.
Discretion The degree to which managers have the right to make decisions on their own.
Centrality How important a persons job is and how many people depend on that person to accomplish their tasks
Visibility How aware others are of a leaders power and position
Consulation When target is allowed to participate in deciding how to carry out or implement a request
Apprising When the requestor clearly explains why performing the request will benefit the target personally.
Created by: 565907251
 

 



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