Human Relations Chapter 2-5 Review Flashcards

Comprehensive vocabulary terms from Chapters 2, 3, 4, and 5 covering self-concept, communication, attitudes, values, and motivation theories.

Self-concept

The overall collection of beliefs, thoughts, and feelings you have about yourself, including your traits, roles, abilities, values, and identity.

Real self

How you currently see yourself, including your actual thoughts, behaviors, strengths, weaknesses, and self-perceptions.

Ideal self

The person you would like to become or believe you should be, including your goals, hopes, and standards for yourself.

Looking-glass self

The idea that people develop their self-concept by imagining how others see them, judging how others evaluate them, and forming feelings about themselves based on that perceived judgment.

Conditional positive regard

Acceptance, love, or approval given only when a person meets certain expectations or behaves in certain approved ways.

Unconditional positive regard

Acceptance and support given to a person regardless of mistakes, weaknesses, or failures.

Compensating

A process where a person tries to make up for a real or perceived weakness by developing strength in another area or overperforming in a different way.

Self-esteem

The overall value or worth a person places on themselves.

Self-efficacy

A person's belief in their ability to successfully perform a specific task or handle a specific situation.

Locus of control

The degree to which people believe they control what happens to them versus believing outside forces control their outcomes.

Internal locus of control

The belief that your choices, effort, and actions strongly influence your outcomes.

External locus of control

The belief that outcomes are mostly controlled by luck, fate, other people, or outside circumstances.

Inner critic

The internal voice that judges, criticizes, or doubts a person's actions, abilities, or worth.

Mentor

An experienced person who provides guidance, advice, support, encouragement, and feedback to help someone grow personally or professionally.

Fixed mindset

The belief that intelligence, talent, or ability are mostly unchangeable.

Growth mindset

The belief that abilities and intelligence can improve through effort, learning, practice, and feedback.

Self-awareness

The ability to recognize and understand your own thoughts, emotions, behaviors, motives, strengths, weaknesses, and impact on others.

Self-disclosure

The process of intentionally sharing personal information, thoughts, feelings, experiences, or beliefs with another person.

Fritz/Frederick Perls

A major figure in Gestalt therapy who emphasized self-awareness, personal responsibility, authenticity, and direct expression of feelings.

Johari Window

A model of self-awareness and communication that shows how information about a person can be known or unknown to themselves and others.

Open area (Johari Window)

Information known both to yourself and to others, such as shared traits, behaviors, or experiences.

Blind area (Johari Window)

Information others know about you, but you do not recognize about yourself.

Hidden area (Johari Window)

Information you know about yourself but choose not to reveal to others.

Unknown area (Johari Window)

Information that is not yet known by you or by others, such as undiscovered talents, motives, fears, or potential.

Cliché conversation

Surface-level communication using polite phrases or small talk, such as "How are you?" or "Nice weather."

Facts/reporting level

A level of communication involving sharing basic facts or information without much personal opinion or emotion.

Opinions/ideas level

A level of communication involving sharing personal thoughts, beliefs, judgments, or interpretations.

Feelings level

A level of communication involving sharing emotions and personal reactions, making communication more personal and vulnerable.

Deep or peak communication

The most open and meaningful level of communication, where people honestly share important thoughts, feelings, values, and experiences with trust.

Attitude

A learned tendency to think, feel, or behave in a positive or negative way toward a person, object, idea, event, or situation.

Three parts of attitude

The components of attitudes usually including thoughts or beliefs, feelings or emotions, and behavioral tendencies.

Optimism

The tendency to expect positive outcomes and believe that situations can improve.

Pessimism

The tendency to expect negative outcomes or focus on what may go wrong.

Extraversion

A personality trait involving sociability, energy, assertiveness, and a tendency to seek interaction with others.

Job satisfaction

The degree to which a person feels positively about their job and work experience.

Organizational citizenship behavior

Voluntary helpful behavior at work that goes beyond formal job requirements, such as helping coworkers or being dependable.

Values

Deeply held beliefs about what is important, desirable, right, or worthwhile.

Terminal values

Desired end goals or life outcomes, such as happiness, freedom, security, success, wisdom, or family well-being.

Instrumental values

Preferred ways of behaving that help achieve terminal values, such as honesty, responsibility, ambition, kindness, courage, or self-discipline.

Corporate culture

The shared values, beliefs, norms, expectations, and behaviors that shape how people act within an organization.

Value conflict

A situation that happens when two or more values clash, making it difficult to choose an action or decision.

Cognitive dissonance

The mental discomfort people feel when their beliefs, attitudes, or values conflict with their actions or with new information.

Organizational climate

The overall mood, atmosphere, or feeling of a workplace as experienced by employees.

Intrinsic rewards

Internal rewards that come from the work itself, such as satisfaction, purpose, pride, growth, or a sense of accomplishment.

Extrinsic rewards

External rewards given by others, such as pay, bonuses, promotions, benefits, praise, or recognition.

Maslow's hierarchy of needs

A motivation theory that says people are motivated by five levels of needs: physiological, safety, social/belonging, esteem, and self-actualization.

ERG theory

A motivation theory that groups human needs into three categories: existence, relatedness, and growth.

Existence needs

In ERG theory, basic material and physical needs such as pay, safety, working conditions, and job security.

Relatedness needs

In ERG theory, needs involving relationships, belonging, social interaction, and feeling respected by others.

Growth needs

In ERG theory, needs involving personal development, achievement, creativity, learning, and reaching one's potential.

Frustration-aggression theory

A theory stating that when people are blocked from reaching a goal, they may experience frustration, which can lead to aggressive behavior.

McClelland's manifest needs theory

A theory stating that people are motivated mainly by three learned needs: achievement, affiliation, and power.

Need for achievement

The desire to accomplish challenging goals, improve performance, solve problems, and succeed through personal effort.

Need for affiliation

The desire for friendly relationships, belonging, approval, and positive social interaction.

Need for power

The desire to influence, lead, control resources, or have an impact on others.

Herzberg's two-factor theory

A theory stating that job satisfaction and dissatisfaction come from two different factors: hygiene factors and motivators.

Hygiene factors

In Herzberg's theory, job conditions such as pay, supervision, and working conditions that cause dissatisfaction if poor, but do not create strong satisfaction if improved.

Motivators

In Herzberg's theory, factors such as achievement, recognition, responsibility, and growth that increase job satisfaction and motivation.

Task significance

The degree to which a job has a meaningful impact on other people, the organization, or society.

Expectancy

In expectancy theory, the belief that effort will lead to good performance.

Instrumentality

In expectancy theory, the belief that good performance will lead to a desired reward or outcome.

Valence

In expectancy theory, the value or importance a person places on the reward or outcome.

Expectancy theory

The theory that motivation depends on beliefs about whether effort leads to performance, performance leads to rewards, and those rewards are valuable.

Reinforcement theory

A theory stating that behavior is shaped by its consequences; positive consequences increase repetition, while negative consequences decrease it.

Positive reinforcement

Increasing a behavior by giving a desirable consequence after the behavior.

Negative reinforcement

Increasing a behavior by removing an unpleasant condition after the behavior.

Punishment

Decreasing a behavior by applying an unpleasant consequence or removing something desirable after the behavior.

Extinction

Decreasing a behavior by removing the reinforcement that was maintaining it.

Behavior modification

The process of changing behavior by systematically using reinforcement, punishment, feedback, and consequences.