MGMT300 final shit

Personality

The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.

Traits

Recurring regularities or trends in people’s responses to their environment.

Cultural values

Shared beliefs about desirable end states or modes of conduct in a given culture.

Conscientiousness

Dependable, organized, reliable, ambitious, hardworking, and persevering.

Agreeableness

Warm, kind, cooperative, sympathetic, helpful, and courteous.

Neuroticism

Nervous, moody, emotional, insecure, and jealous.

Openness to experience

Curious, imaginative, creative, complex, refined, and sophisticated.

Extraversion

Talkative, sociable, passionate, assertive, bold, and dominant.

Accomplishment striving

A strong desire to accomplish task-related goals as a means of expressing personality.

Communion striving

A strong desire to obtain acceptance in personal relationships as a means of expressing personality.

Zero acquaintance

Situations in which two people have only just met.

Status striving

A strong desire to obtain power and influence within a social structure as a means of expressing personality.

Positive affectivity

A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation.

Negative affectivity

A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance.

Differential exposure

Neurotic people are more likely to appraise day-to-day situations as stressful.

Differential reactivity

Neurotic people are less likely to believe they can cope with the stressors that they experience.

Locus of control

Whether people attribute the causes of events to themselves or to the external environment.

Myers-Briggs type indicator

Evaluates individuals on the basis of four types of preferences.

Interests

Expressions of personality that influence behavior through preferences for certain environments and activities.

RIASEC

Suggests that interests can be summarized by six different personality types.

Realistic

Enjoys practical, hands-on, real-world tasks; tends to be frank, practical, determined, and rugged.

Investigative

Enjoys abstract, analytical, theory-oriented tasks; tends to be analytical, intellectual, reserved, and scholarly.

Artistic

Enjoys entertaining and fascinating others using imagination; tends to be original, independent, impulsive, and creative.

Social

Enjoys helping, serving, or assisting others; tends to be helpful, inspiring, informative, and empathic.

Enterprising

Enjoys persuading, leading, or outperforming others; tends to be energetic, sociable, ambitious, and risk-taking.

Conventional

Enjoys organizing, counting, or regulating people or things; tends to be careful, conservative, self-controlled, and structured.

Culture

The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.

Project GLOBE

Global Leadership and Organizational Behavior Effectiveness.

Ethnocentrism

Propensity to view one’s 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

Reflects performance in brief, special circumstances that demand a person’s 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 a given trait.

Integrity tests

Personality tests that focus specifically on a predisposition to engage in theft and other counterproductive behaviors.

Clear purpose tests

Ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, and other related factors.

Veiled purpose tests

Do not reference dishonesty explicitly but rather assess more general personality traits associated with dishonest acts.

Faking

Exaggerating responses to a personality test in a socially desirable fashion.

Team process

The different types of communication, activities, and interactions that occur within teams that contribute to their end goals.

Process gain

Getting more from the team than you would expect according to the capabilities of its individual members.

Process loss

Getting less from the team than you would expect based on the capabilities of its individual members.

Coordination loss

It consumes time and energy that could otherwise be devoted to task activity.

Production blocking

Occurs when members have to wait on one another before they can do their part of the team task.

Motivational loss

The loss in team productivity that occurs when team members don’t work as hard as they could.

Social loafing

Members exert less effort when working on team tasks than they would if they worked alone.

Taskwork processes

The activities of team members that relate directly to the accomplishment of team tasks.

Brainstorming

Face-to-face meeting of team members in which each offers as many ideas as possible about a focal problem or issue.

Nominal group technique

An offshoot of brainstorming that addresses some of its limitations.

Decision informity

Reflects whether members possess adequate information about their own task responsibilities.

Staff validity

The degree to which members make good recommendations to the leader.

Hierarchical sensitivity

The degree to which the leader effectively weighs the recommendations of the members.

Boundary spanning

Activities with individuals and groups outside of the team.

Ambassador activities

Communications that protect the team, persuade others to support it, or obtain resources.

Task coordinator activities

Communications that coordinate task-related issues with others in different functional areas.

Scout activities

Actions to obtain information about technology, competitors, or the broader marketplace.

Teamwork processes

Interpersonal activities that facilitate the accomplishment of the team’s work.

Transition processes

Teamwork activities that focus on preparation for future work.

Action processes

Monitoring progress toward goals, systems monitoring, and coordination in teams.

Interpersonal processes

Motivating, confidence building, and conflict management activities.

Relationship conflict

Disagreements among team members about interpersonal relationships or personal values.

Task conflict

Disagreements among members about the team’s task.

Communication

The process of transferring information and meaning from a sender to a receiver.

Information richness

The amount and depth of information transmitted in a message.

Network structure

The pattern of communication that occurs regularly among team members.

Team states

Specific types of feelings and thoughts that emerge in team members due to shared experiences.

Cohesion

Strong emotional bonds developed among team members.

Groupthink

The drive toward conformity at the expense of team priorities, often linked with overconfidence.

Potency

The degree to which team members believe they can be effective in various situations.

Mental models

The level of shared understanding among team members regarding tasks and goals.

Transactive memory

The distribution of specialized knowledge among team members for effective memory.

Cross-training

Development of shared mental models regarding team roles and their integration.

Personal clarification

Members receive information about the roles of other team members.

Positional modeling

Team members observe how others perform their roles.

Positional rotation

Training that gives members experience in the responsibilities of their teammates.

Team process training

Training intended to facilitate effective functioning of the team as a unit.

Action learning

A process where teams analyze real problems and develop action plans.

Team building

Training facilitated by consultants to enhance team processes and relations.

Leadership

The use of power and influence to direct followers toward goal achievement.

Leader-member exchange theory

Describes how leader-member relationships develop over time dyadically.

Role taking phase

Where a manager describes role expectations to an employee.

Role making phase

Where employee’s expectations mix with those of the leader.

Leader effectiveness

The degree to which a leader's actions achieve unit goals and foster trust and respect.

Leader emergence

The process of who becomes a leader initially.

Autocratic style

The leader makes decisions unilaterally without employee input.

Consultative style

The leader seeks employee opinions before making decisions.

Facilitative style

The leader seeks consensus and equal input from the group.

Delegative style

The leader gives responsibility to employees within set boundaries.

Time-driven model of leadership

Proposes that focus should shift from leader styles to situations.

Initiating structure

The extent to which a leader defines and structures employee roles.

Consideration

The extent to which leaders create trustful, respectful relationships with employees.

Life cycle theory of leadership

Optimizes leadership style based on employee readiness.

Readiness

The ability and willingness of employees to accomplish tasks.

Telling

High initiating structure, low consideration.

Selling

High initiating structure, high consideration.

Participating

Low initiating structure, high consideration.

Delegating

Low initiating structure, low consideration.

Transformational leadership

Inspiring commitment to a shared vision and role-modeling for followers.

Laissez-faire leadership

Avoidance of leadership entirely.

Transactional leadership

Rewards or disciplines followers based on their performance.

Passive management by exception

The leader takes corrective action after mistakes are made.

Active management by exception

The leader actively monitors and corrects mistakes when needed.