Organizational Behaviours Quiz 2

Values

Beliefs that guide our preferences for outcomes or courses of action in various situations

4 quadrants of Schwartz’s model of personal values

openness to change, self-enhancement, self-transcendence, conservation

3 ways values influence behaviour

shaping the attractiveness of choices, framing perceptions of reality, aligning behaviour

Individualism

emphasizing independence and personal uniqueness

collectivism

degree to which people value group membership

power distance

extent to which people accept unequal distribution of power in society

uncertainty avoidance

degree to which people tolerate or feel threatened by ambiguity and uncertainty

achievement nurturing orientation

competitive vs cooperative view of relations with other people

self concept characteristics

individual self, collective self, relational self

3 characteristics of self-concept

complexity, consistence, clarity

4 processes that shape our self-concept

self-enhancement, self verification, self-evaluation, the social self

3 elements of self evaluation

self-esteem, self-efficiency, locus of control

2 opposing human motivations

unique and different vs socially connected

stereotyping

assigning characteristics to groups and then automatically transferring those features to anyone believed to be a member of that group

attribution process

internal attribution is perceiving that behaviours is caused mainly by the person. external attribution is perceiving that behaviour is caused by factors beyond the persons control

self-fulfilling prophecy

when our expectations of another person cause them to act consistently with those expectations

four perceptual biases

halo effect, false-consensus effect, primacy effect, recency effect

halo-effect

when one general impression of an employee is usually based on one prominent characteristic

false-consensus effect

when we overestimate the extent to which others have similar beliefs or behaviours to ours

primacy effect

the tendency to quickly form an opinion of employees based on the first information we receive about them

recency effect

when the most recent information dominates our perceptions