Exam2 study guide
Exam2 study guide MGT 3101 A
Popular in Organizational Behavior
verified elite notetaker
Popular in Business, management
This 19 page Study Guide was uploaded by Sonita Hong on Monday October 26, 2015. The Study Guide belongs to MGT 3101 A at Georgia Institute of Technology taught by Dr. Gregory Marr in Summer 2015. Since its upload, it has received 121 views. For similar materials see Organizational Behavior in Business, management at Georgia Institute of Technology.
Reviews for Exam2 study guide
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 10/26/15
MGT3101 Exam 2 Study Guide Stress Chapters covered in the textbook 5 What is Stress De nition of Stressors stress and strain Stressors are the demands that cause people to experience stress Stress a psychological response to demands for which there is sth at stake and coping with those demands taxes or exceeds a person s capacity or resources Strain the negative consequences that occur when demands tax or exceed a person s capacity or resources Stressors gt Stress gt Strain Primary Appraisal Occurs as people evaluate the significance and the meaning of the stressor they re confronting Neuroticism How do individual differences affect experiencing stress Perhaps the most important individual difference personality when it comes to how people interact with stress stressors and strains Neuroticism is one of the ve major aspects of personality and represents emotional stability It is the core of negative affect Negative affect includes moods like hostility nervousness depression and annoyance and neurotic people are likely to feel these moods quite frequently More simply neuroticism is how easy it is for an individual to get worked up about sth to be nervous moody emotional insecure or jealous Neuroticism is more sensible to stressor than others are There are two types of stressors Hindrance stressors and Challenge stressors Hindrance stressors stressful demands that are perceived as hindering progress towards personal accomplishments or goal attainment Challenge stressors stressful demands that are perceived as opportunities for learning growth or achievement Stressors Hindrance Challenge WORK 0 Role conflict 0 Time pressure 0 Role ambiguity 0 Work complexity 0 Role overload 0 Work responsibility 0 Daily hassles NONWORK oz Workfamily conflict 339 Family time demands oz Negative life events 339 Personal oz Financial uncertainty development oz Positive life events Four very common organizational WORK hindrance stressors Role ambiguity a lack of knowledge of exactly what you need to do to succeed in a job Role con ict when two work roles con ict with each other and you re not sure what to do Role overload too many demanding roles such that you cannot perform them effectively Daily hassles relatively minor daytoday demands that get in the way of accomplishing things you really want to accomplish having to deal with unnecessary paperwork annoying interactions with coworkers and useless conversation Three very common organizational CHALLENGE stressors Time pressure the optimal level is when the individual thinks he doesn t quite have enough time to get it work done Satisfying when you do get it done Work complexity stretching the individual beyond capacity making them think across role boundaries Work responsibility the more people and tasks you re responsible for the more seriously you take it the better you tend to do controllers understand that if they make an error while directing an aircraft people can die in an instant therefore they have high work responsibility Two common on NONWORK hindrance stressors Workfamily con ict type of role con ict between work role and family role Negative life events can hinder the ability to achieve life goals and are associated with negative emotions Financial uncertainty conditions that create uncertainties with regard to the loss of livelihood savings or the ability to pay expenses WorkFamily Con ict nonhindrance a special form of role conflict in which the demands of a work role hinder the fulfillment of the demands of a family role or vice versa What is its relationship with stress employees who have to deal with lots of hindrances at work may have trouble switching off their frustration after they get home and as a consequences they may become irritable and impatient with family and friends Three common non work challenge stressors Family time demands Time that a person commits to family activities and responsibilities Personal development formal edu music lessons volunteering Positive life events Burnout an exhaustion on all levels emotional mental physical spiritual etc that results from consistent exposure to hindrance stressors What kind of stressor causes it Hindrance Secondary Appraisal coping Coping refers to the behaviors and thought that people use to manage both the stressful demands they face and the emotions associated with those stressful demands There are four different ways people cope Behavioral coping the set of physical activities that are used to deal with a stressful situation e g person who is confronted with a lot of time pressure at work might choose to cope by working faster Cognitive coping refer to the thoughts that are involved in trying to deal with a stressful situation e g the person who is confronted with an increase in time pressure might cope by thinking about different ways of accomplishing the work more efficiently Problemfocused intended to manage the stressful situation itself e g some people focused their effort on meeting the demand rather than trying to avoid it Emotionfocused manage the emotional reactions to stressful demands Coping Strategies ProblemFocused EmotionFocused Behavioral 0 Working harder O Engaging in alternative 0 Seeking assistance activities 0 Acquiring additional 0 Seeking support resources 0 Venting anger Cognitive 339 Strategizing 339 Avoiding distancing 339 Selfmotivating ignoring 339 Changing priorities 339 Looking for the positive in the negative 339 Reappraising Maladaptive coping type of coping that did not improving functioning Venting getting upset and letting emotion out expressing emotional distress Assessing blame Withdrawal give up trying reduce amount of effort to solve problem Substance abuse using alcoholdrugs to feel better drank alcohol to think less about it Avoidance turning to other activities to take mind off things sleep more than usual seeking emotional support denial say it isn t real refuse to believe it s happening What is the best coping strategy to employ Problemfocused approaches are more adaptive than avoidance strategies in the long run but the opposite was found for immediate and very short run effects Therefore it really depends upons the length of the relationship Problemfocused long term Avoidance strategies short term Social support help that people receive when they re confronted with stressful demands two types instrumental support amp emotional support instrumental support help people receive that can be used to address the stressful demand directly coworker helps do work when overloaded emotional support help people receive in addressing the emotional distress that accompanies stressful demands being sympathetic Trust Justice and Ethics Chapters covered in the textbook 7 De ne Trust Trust is a willingness to leave yourself vulnerable to the acts of another because of positive expectations Trust is the willingness to be vulnerable not necessarily actually being vulnerable It is an attitude you have toward someone You expect them to have positive intentions and behave positively toward you Types of Trust Disposition Cognition Affect Disposition whether you39re inclined to trust 0 Less to do with the authority more to do with the trustor when we first meet s1 our trust propensity dictates how much we trust himher o What in uences your trust propensity Your culture Your background past experiences Your own trustworthiness parents modeling amp genetics Cognition based on what you know about them 0 With cognitionbased trust you think through what you know about them and then decide if they39re trustworthy Trustworthy people are then trusted 0 Trust begins to be based on cognitions we ve developed about the authority as opposed to our own personality or disposition 0 Driven by the authority s track record 0 3 considerations that make someone trustworthy Competence Character Benevolence Competence are they good at what you d trust them to do Do you believe they ll succeed Do they have the skills abilities and expertise Character will they do what they say Do they seem ethical to you Do they follow moralprinciples you agree with Benevolence do you believe this person wants to do good things for you apart from any sel sh or pro tcentered motives Affect Trust over time whether you like that person 0 As we get to know them and like them or dislike them that affects how much we trust them 0 Which of the three types of trust takes the longest time to develop Why Disposition gtCognitiongtAffect longest New relationshipMostFew affect based trust people spend a lot of time around the people and decide if they like them or not before they can trust those people Implications of Trust What are the implications of trust on organizations high positive correlation in satisfaction with leader low in intent to quit Trust has a moderate positive effect on performance employees who are willing to be vulnerable to authorities tend to have higher level of task performance They are also more likely to engage in citizenship behavior and less engage in CWB Positive outcomes of trust Organizational Citizenship Behaviors Risktaking Leads to positive outcomes in individual performance Better team processes and performance Knowledgesharing Higher levels of cooperation Workplace satisfaction Satisfaction with decisions supervisor relationship job Negative implications of trust We can quickly trust others on the basis of simple surface cues such as physical similarity to us Con rmation bias we see what we want to see High levels of trust can make us less vigilant and thus less able to protect ourselves Prudent paranoiahypervigilance Part of the mind s early warning system prompting to search out and appraise more information about their situations Justice What is justice Fairness as it relates to the workplace Trustice trust justice D some sort of observable behavioral evidence that an authority might be trustworthy There are four dimensions of Justice what are they 1 Distributive Justice 2 Procedural Justice 3 Informational Justice 4 Interpersonal Justice Distributive Justice what is it What are the three norms for distributing outcomes The perceived fairness of decisionmaking outcomes Are pay reward promotions allocated using appropriate norms in most business situation the proper norma is equity Three norms for distributing outcomes Equity more outcomes allocated to those who contribute more inputs Equality everyone gets the same amount of rewards Need rewards go to those who need it most 0 Implications of distributive justice on organizations In team based work building harmony and solidarity in work group can become just as important as individual productivity In such cases an equity norm may be judged fairer such that all team members receive the same amount of relevant rewards in organization for example some org protect new employees from committee assignments and other extra activities so that they can get their careers off to a productive start Procedural Justice what is it What are the siX rules is all about how the decisions are made what is the process that led to that outcome not so concerned with actual outcome but the decisionmaking process If you think the process of deciding sth like rewards or promotions is unfair biased or discriminatory that s procedural injustice 6 Rules 1 Voice giving employees a chance to express their opinions and views during the course of decisionmaking Correctability giving employees a chance to request an appeal after the decision has been made Consistency same rules are being applied regularly and to everyone Bias suppression no person or group is singled out decision maker is neutral representativeness all stakeholders have input everyone affected is heard from 9959quot Accuracy decisions based on accurate info Informational Justice what is it What are the two rules the perceived fairness of the communications employees receive from authorities with respect to the decision is informational justice 2 Rules 1 Justification are communications comprehensive and reasonable 2 Trustfulness are communications honest and candid Interpersonal Justice what is it What are the two rules The perceived fairness of the way authorities treat employees during the decision is interpersonal justice 2 Rules 1 Respect treat employee in a digni ed and sincere manner 2 Propriety refrain from making improper of offensive remarks If upper management treats rankandfile employees like crap during the resource allocation event or the CEO talks to you like you re stupid during an endofyear review that s low interpersonal justice The effects of interpersonal injustice are 5 times stronger than those of interpersonal justice SO BE NICE TO PEEPS Some important things to note about all four dimensions of justice They are all based on perceptions partially subjective assessments that have some but not complete basis in reality Can be in reference to justice from organization supervisor or customer More importantly procedural informational and interpersonal justice are relatively free Why is Justice important What causes just behavior Injusticejustice elicits reactions Reactions include Retribution getting back at the company supervisor This can be nonrational even may damage yourself to punish nonjust people Trust and all the good things springing from trust What cause just behavior Justice trickles down if higherlevel managers are unjust so are lowerlevel managers If lowerlevel managers are unjust employees don t treat customers fairly Psychological Empowerment Meaningfulness selfdetermination competence impact Higher empowerment causes people to act justly Negotiations Lecture and Negotiations Resource document only What are the four big negotiation myths 1 2 3 4 Good negotiators are born Experience is a great teacher Good negotiators take risks Good negotiators rely on intuition What are the two types of negotiations Distributive Involves xedsum games one person s gain is another person s loss 0 What are some of the negotiation strategies for distributive almost directly con icting interests each party is attempting to maximize his share of the xedsum payoff Simply dividing the pie trick is though parties generally do not know exactly how large the pie actually is Integrative o negotiations in which there is a potential for the parties interests to be integrated in ways that create joint value or enlarge the pie Possible when the parties have some shared interests or opportunities to realize mutual gains through trades across multiple issues 0 What does integrative negotiations attempt to do The goal is a result that is as good as possible for both parties winwin negotiations Four characteristics 1 2 3 4 creation of value focus on interests not positions openness and exchange of relevant information learning and problem restructuring o How do you get information for an integrative agreement Build trust and share info Ask diagnostic questions to understand priorities and interests listen to the answers don t be afraid to rephrase questions and to seek clari cations ask why amp why not ask about preferences for different scenarios generate more options Give away some information about preferences and priorities Make package multiissue offers o What are some of the negotiation strategies for integrative In an integrative bargaining situation it may be possible for the negotiators to enlarge the pie before cutting it In order to squeeze out potential joint gains the negotiators must do some joint problem solving What is your BATNA Best Alternative to a Negotiated Agreement Why is it important Your greatest source of power What should you do with it before you enter in a negotiation Do everything you can to improve BATNA before you negotiate Do not fall in love with one alternative Counterparts perceptions of you BATNA are also very important What should you do with it during a negotiation What is your Reservation Price Why is it important Your bottom line the point at which you are indifferent to whether you achieve a negotiated agreement or walk away How do you compute it Anything worse than the reservation price and you prefer no agreement Reservation price BATNA transaction costs to enact BATNA When should your Reservation Price change Your Reservation Price should never change unless Your BATNA changes The terms of the deal change What is the Bargaining Zone The bargaining zone is the space between the buyer s reservation price BR and the seller s reservation price SR that is the zone of possible agreement if BR lt SR then there is no zone of possible agreement How can you use Anchors to your advantage in a negotiation People make estimates by starting from an initial anchor value and adjusting from there to yield a final answer However they generally do not make suf cient adjustments anchors are usually based on whatever information relevant or irrelevant is available In negotiating final agreements are more strongly in uenced by initial offers than by subsequent concessionary behavior BUT if you make the first offer you run the risk of undercutting the bargaining zone potentially leaving yourself with little room to make concessions What dictates if you should make the first offer Information about other s RPBATNA Yes No Yes Make Aggressive First Offer Maybe No Make Aggressive First Offer Consider very aggressive offer How aggressive should it be extremely even if it means threatening to walk away from the table rather than acknowledge an unacceptable starting point for the negotiation Concessions Allow yourself room to make concessions When should you make them How should you make them Develop a rationale around each of your concessions Make sure concessions are reciprocated Make concessions only after getting the full list of demands Signal information in the size of your concessions Make your concessions smaller as you approach your goal Commitment Tactics What are some different types Providing alternatives inding alternatives that meet both parties needs Split the difference maybe more suitable for small differences Sweeteners be careful not to go beyond reservation price Assume the close Ratification Final offer Ultimatum Exploding offers tactic that is likely to anger other party Why would you want to use them Hardball Tactics What are some different types Good cop bad cop Highball lowball outrageous opening offers Bogey pretending an issue is important when it is not The nibble asking for a little more towards the end of the negotiation Intimidation aggressive behavior Snow job inundating the other party with info Why would you want to use them To gain distributive advantage How do you diffuse them when unintentional offer to change to more productive methods agree on rules and procedures improve the accuracy of communication take their perspective invite them to take yours control issue reduce the number of substantive issues state issues concretely rather than as a principle restrict precedents establish commonalities when intentional explicitly acknowledge that the other party is tough and you can be tough too make the rst small concession and ask for one in return Learning Chapters covered in the textbook 8 What is the key difference between experts and novices The difference is almost always a function of learning as opposed to intelligence or other innate difference De ne Learning learning only occurs when changes in behavior become relatively permanent and are repeated over time What is expertise Knowledge amp skills that distinguish experts from novices and less experienced people What is Explicit knowledge Easy to communicate and teach You can read it in a book What is Tacit knowledge More difficult to communicate gained with experience Majority of what we learn in an org Separates experts from nonexperts What are the different ways in which we learn Reinforcement Behavioral Modeling Experience Reinforcement operant conditioning o What are the components of operant conditioning o What are the two decisions one must make when using operant conditioning to reinforce learning 1 Encourage a behavior or discourage a behavior 2 Give eth bad or good or take away sth bad or good What are the Consequences Give Something Take away something Encourage behavior aka Give Something Good Take away something bad reinforcement Positive Reinforcement Negative Reinforcement Discourage Behavior Give Something Bad Take away something bad Punishment Extinction Behavioral Modeling 0 What is the process of behavioral modeling Attentional Processes Retention Processes Production Processes Reinforcement Experience Attentional Process Rentention Process Production Process Reinforcement Learner focuses Learner must remember Learner must have the Learner must view the attention on the critical the behavior of the appropriate skill set and model receiving behaviors exhibited by model once the model be able to reproduce the reinforcement for the the model is no longer present behavior behavior and then receive it themselves How does Goal orientation affect learning attitude toward learning and performance capture the kinds of activities and goals people prioritize What are the 25 types of goal orientation Which is best Learning Orientation Performance Orientation two subtypes prove and avoid Learning Orientation building competence is more important than demonstrating competence view failure in a positive way as a means of increasing knowledge amp skills in the long run Performance Orientation Performance prove and Performance avoid orientation Performance prove orientation focuses on demonstrating competence so others think favorably of them Performance avoid orientation focuses on demonstrating competence so others will not think poorly of them The learning orientation is the best because it helps people learn better and perform better it even builds selfcon dence in them also improves feedbackseeking behavior therefore org should hire people who are actually interested in a job who want to learn all about it Decision making Chapters covered in the textbook 8 De ne Decisionmaking The process of generating and choosing from a set of alternatives to solve a problem What are the two types of decisions 1 Programmed decision utilize intuition gut feeling 2 Nonprogrammed decision rational decisionmaking model How do you arrive at which one it is Which type is better 0 Programmed speci c procedures that have been developed for repetitive and routine processes can be somewhat automatic if a person s knowledge allows himher to recognize and identify a situation and the source of action that needs to be taken More applicable to routine tasks 0 Nonprogrammed are management problems that are novel and unique Requires more steps such as making sense of the situation understanding the problem coming up with solutions and testing these solutions More applicable to adaptive tasks so which one is better it depends it is hard for org to distinguish between the two decision situations If you have a nonprogrammed situation and mistake it for a programmed situation you re applying the wrong decisionmaking rule and will likely make the wrong decision Likewise if you have a programmed decision and mistake it for the non one you re wasting time and energy because people are not always RATIONAL What is the Rational DecisionMaking Model 1 Determine appropriate criteria for making a decision Generate list of available alternatives Evaluate the alternatives against criteria Choose the solutions that maX value 9599 Implement appropriate solutions 6 Does the solution deliver the eXpected outcome Rational Decision Making The ideal way to approach a nonprogrammed decision is with rationality which means that the manager has 0 Perfect knowledge of all alternatives 0 Perfect knowledge of all outcomes of all alternatives 0 A wellordered set of preferences in the organization s best interest 0 The necessary ability to evaluate all the consequences of all the alternatives That s never ever gonna happen Because of limited information and bounded rationality Limited Information De ne bounded rationality decision makers simply do not have the ability or resource to process all available info and alternatives to make an optimal decision A sense of information overload o What is satisficing Why does it occur Is there anything wrong with it Bounded rationality results in satisficing Because there are just too many things to process ppl in general tend to select the first acceptable solution not necessarily the optimal soln Is there anything wrong with it this may be okay when the decision is not that important where to eat but it is dangerous when the decision is more important De ne Perception a process of selecting organizing storing and retrieving information about the environment Help us to make sense of the environment around us but they can be dangerous in decision making because we tend to to make assumptions on the basis of them Process perceiving selecting organizing storing and retrieving info about the environment Outcome perception thought ideas or our understanding of the environment What is selective perception tendency for ppl to see their environment only as it affects them and as it is consistent with their expectations you only see what you want to see Affect our ability to identify problems generate and evaluate alternatives and judge outcomes What is projection bias the belief that others think feel and act the same way that you do can lead to unethical behavior via false consensus Social Identity Theory ppl identify themselves by the groups to which they belong and perceive and judge others by their group memberships Ingroup favoritism the group to which you belong to is the best 0 Are there consequences to Social Identity Theory faulty perception Social Identity Theory asserts that group membership creates ingroup selfcategorization and enhancement in ways that favor the ingroup at the expense of the out group What are Stereotypes assumptions made about others on the basis of their membership in a social group What are heuristics are simple efficient general rules that allow us to make decisions more easily availability bias tendency for ppl to base their judgements on info that is easier to recall planes crash new De ne Attributions What is it when you make a Fundamental Attribution Error tendency that people tend to judge others behaviors as due to internal factors 0 How do you access whether you ve made a Fundamental Attribution Error compare yourself to it if you do that too maybe it s less harsh on the judgement What is a selfserving bias occurs when we attribute our own failures to external factors environment and our own success to internal factor talents skills The selfserving bias refers to our tendency to take personal credit for success while blaming outside sources for our failures Other aspects that affect bad decisions Anchoring describes the common human tendency to rely too heavily on the rst piece of information offered the quotanchorquot when making decisions Statusquo bias The status guo bias is a cognitive bias that leads people to prefer that things remain the same or that they change as little as possible if they absolutely must be altered Primacyrecency bias 0 Which one is more powerful Primacy bias choice is made based on info that was presented earlier rather than later Recency bias choice is made based on info that was presented latermore recent than earlier Selffulfilling prophecy eXpectations about s1 cause you to act in ways that are consistent with those eXpectations Framing tendency to make different decisions based on how a question situation is phrased Sunk cost greater tendency to continue an endeavor once an investment in money effort or time has been made A cost that has already been incurred and thus cannot be recovered Escalation of commitment the decision to continue to follow a failing course of action cus you feel like you have invested so much into it already Personality Chapters covered in the textbook 9 Personality the structures and propensities inside a person that explain his or her characteristics patterns of thought emotion and behavior Traits recurring regularities or trends in people s responses to their environment These are the adjectives used to describe people What you actually observe What are the Big Five Taxonomy high reliability and validity OCEAN They are fairly STABLE but they can CHANGE OVER TIME Conscientiousness 0 Relevant adjectives Dependable organized reliable ambitious hard working persevering o What are conscientious individuals Achievementoriented hardworking strong desire to perform well orderlyorganized neat dutiful careful ruleoriented and disciplined planful selfdisciplined and don t give up easily Individuals like order and structure are punctual and neat and wish to do well at all they undertake o What does it predict rho028 of all the big ve Conscientiousness is the most important for job performance it s important for all jobs doing what they ve promised to do called accomplishment striving Neuroticism 0 Relevant adjectives Nervous moody emotional insecure jealous unstable Neuroticism represents a tendency to become emotionally agitated easily and to more easily become and remain stressed out or burned out o What are neurotic individuals Neurotic individuals are moody nervous emotional and often jealous o What does it predict Of all the Big Five Neuroticism is the second most important for job performance 0 What is locus of control 0 Highly neurotic people have an External locus of control everything that happens to them is out of their control and is due to luck chance or fate Neurotic individuals struggle with coping with stress They see more things as hindrance rather than challenge stressors Also they react even more negatively to hindrance stressors Extraversion 0 Relevant adjectives Talkative sociable passionate assertive bold dominant o What are extraverted individuals Extraversion is a preference to be with other people rather than being alone This one is relatively easy to gure out even without a personality test just observe how someone deals with strangers Can assess it in zero acquaintance situations when you just met someone o What does it predict It s strongly related to performance but only in certain jobs sales marketing jobs that require a lot of social interaction 0 Extraverts like power and in uence they are status striving and they tend to emerge as leaders But there s no relationship between extraversion and leader effectiveness Agreeableness 0 Relevant adjectives Kind cooperative sympathetic helpful courteous warm 0 What are agreeable individuals Trusting believe others are good forgiving cooperative and altruistic would rather cooperate than compete or argue compliant follow directives and acquiesce to others and modest dislike ostentation Agreeable individuals are motivated to avoid con ict desire to be liked by others and are drawn to help others negotiations are not desirable they are communion striving o What does it predict Openness to Experience 0 Relevant adjectives Curious imaginative creative complex refined sophisticated Openness represents your inquisitiveness your tendency to think about things you don t have to and how open you are to trying things you don t normally do stepping outside your comfort zone 0 What are open to experience individuals Open individuals are seen as curious imaginative and refined Open individuals cope extremely well with organizational change and with stress in general 0 What does it predict It s very important for creative jobs and tasks Trait activation theory Theory focusing on personsituation interaction 0 Aims at understanding how individual traits express as workrelated behaviour how this behaviour relates back to performance What is its implication with situations and personality The Big Five dimensions predict behavior very well on their own but better when you consider the situation alongside them Some situations activate personality Nature vs Nurture How much of your personality is due to genetics 0 This research suggests that between 35 and 49 of the variation in personality is due to genetics Ability Chapters covered in the textbook 10 Ability The relatively stable capabilities people have to perform a particular range of different but related activities In contrast to skills which can be improve over time with training and experience abilities are more stable As with personality about half of the variation in ability levels is due to genetics What are the three different types of ability 0 Cognitive Emotional and Physical Cognitive Ability Capabilities related to the acquisition and application of knowledge in problem solving Types 5 different types Verbal Quantitative Reasoning Spatial Perceptual o Verbal Oral and Written ComprehensionExpression 0 Quantitative Number facility and mathematical reasoning o Reasoning Problem sensitivity deductive reasoning inductive reasoning originality Problem sensitivity understanding when there is a problem or when something may go wrong deductive reasoning applying general rules to speci c problems inductive reasoning combining specif1c info to form general conclusion originality developing new ideas 0 Spatial OrientationVisualization Spatial Orientation knowing where one is relative to objects in the environment Visualization imagining how sth will look after it has been rearranged o Perceptual Speed and Flexibility of Closure perceptual speed Speed and Flexibility of Closure making sense of info and nding pattern perceptual speed comparing info or object with remembered info or obj General Mental Ability g The cognitive ability that underlies all the other types of cognitive ability combines verbal quantitative spatial perceptual and reasoning intelligence and taps overall cognitive ability Physical Ability Importance varies according to the nature of the job Strength Stamina Flexibility and coordination Psychomotor Sensory Emotional Intelligence Capabilities related to the management and use of emotions when interacting with others Types 4 components 1 Self awareness 2 Other awareness 3 Emotion regulation 4 Use of emotions 0 Self awareness the ability of an individual to understand the types of emotions he she is experiencing the willingness to acknowledge them and the capability to express them accurately Relationship with leadership Leaders who are selfaware posses high level of self con dence perceived selfef cacy and provide orientation for followers 0 Other awareness the ability of an individual to recognize and understand the emotions that other individuals are feeling put yourself in others shoes The appraisal and recognition of emotion in others Nonverbal perception and empathy o Emotion regulation the ability to quickly recover from emotional experiences and control one s feelings 0 Use of emotions the ability of an individual to harness emotions and use them to improve their chances of being successful in a given area Positive implications happiness life satisfaction psychological health social network quality and size
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'