Organizational Behavior: Personality, Perception, Attitudes, and Conflict

Vocabulary flashcards generated from the organizational behavior lecture notes covering personality models, perception, motivation, stress, and conflict resolution styles.

Organizational Behavior

The study of actions that affect performance in the workplace.

Locus of Control

The extent to which individuals believe events that happen in their lives are within their control.

Externalizers

Individuals who believe that they have no control over what happens to and for them, attributing successes and failures to the external environment.

Internalizers

Individuals who believe that they control their fates and that their behavior has a direct effect on their performance.

Machiavellianism

A personality trait characterized by seeking power for the sake of having power, often engaging in immoral behavior to achieve it.

Openness to Experience

A Five Factor Model dimension reflecting an individual's willingness to try new things based on their views regarding rules, creativity, and aesthetics.

Conscientiousness

A Five Factor Model dimension reflecting the tendency to exhibit self-control and regulation in goal setting and goal achievement.

Extraversion

A Five Factor Model dimension reflecting the tendency to be sociable, talkative, and energized by connections formed with others.

Agreeableness

A Five Factor Model dimension reflecting the tendency to be gentle, understanding, forgiving, and preoccupied with the well-being of others.

Neuroticism

A Five Factor Model dimension measuring an individual's susceptibility to psychological distress, pessimism, vulnerability, and affective swings in uncertain situations.

Need for Power (n Pow)

A motive in McClelland's Theory of Motivation characterized by influencing others and seeking positions of authority.

Need for Affiliation (n Aff)

A motive in McClelland's Theory of Motivation characterized by developing, maintaining, and restoring close, warm, and personal relationships.

Need for Achievement (n Ach)

A motive in McClelland's Theory of Motivation characterized by a drive for excellence in activities accomplished through one's own efforts.

Leader Motive Profile Theory

A theory predicting leadership success based on a person having a high socialized need for power that is greater than their need for affiliation, along with a moderate need for achievement.

Socialized Power

Power used by effective leaders to help oneself and others, rather than for personal gain.

Perception

The process of selecting, organizing, and interpreting information from one's environment.

Perception Congruence

A state in which all parties involved perceive a situation in the exact same way.

Perception Dissonance

A state in which different parties perceive the same situation differently, often involving self-serving bias or fundamental attribution error.

Self-Concept

The positive or negative attitudes people hold about themselves.

Self-Efficacy

The belief in one's own capability to perform effectively in a specific situation.

Job Satisfaction

An individual's overall attitude toward their job, determined by personality and environmental factors.

Type A Personality

A personality type characterized as fast moving, hardworking, time conscious, competitive, impatient, and preoccupied with work.

Stress

The body's reaction (such as anxiety, tension, and/or pressure) to environmental demands.

The Psychological Contract

The implicit expectations held by each party when individuals join organizations.

Functional Conflict

Conflict that supports the achievement of organizational goals by decreasing complacency and revealing inefficiencies.

Dysfunctional Conflict

Conflict that prevents the achievement of organizational goals by decreasing productivity and increasing interpersonal issues.

Theory X and Theory Y Attitudes Matrix

A framework mapping manager attitudes against self-concept: Positive Self-Concept leads to Collaborative/Glory Sharing (Theory Y) or Credit Taking/Blame Deflecting (Theory X); Negative Self-Concept leads to Insecurity/Self-Blaming (Theory Y) or Pessimistic/Hopeless (Theory X).

Conflict Management Styles Grid

A two-dimensional model plotting conflict management styles based on concern for others' needs versus concern for own needs: Accommodating, Collaborating, Negotiating, Avoiding, and Forcing.

Accommodating Conflict Style

A passive conflict management style involving high concern for others' needs and low concern for own needs ('You Win, I Lose').

Collaborating Conflict Style

An assertive conflict management style involving high concern for both others' needs and own needs ('You Win, I Win').

Negotiating Conflict Style

An assertive conflict management style involving moderate concern for both others' needs and own needs ('You Win Some, I Win Some').

Avoiding Conflict Style

A passive conflict management style involving low concern for both others' needs and own needs ('You Lose, I Lose').

Forcing Conflict Style

An aggressive conflict management style involving high concern for own needs and low concern for others' needs ('You Lose, I Win').