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Big Five personality model correct answers Openness to experience Conscientiousness Extraversion Agreeableness Neuroticism What are 4 main criteria of an organisation? correct answers 1. Composition: brings together set of interrelated individuals 2. Theology: organisation defines goals 3...

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MGMT1135 Final Exam Revision || with 100% Errorless
Solutions.
Big Five personality model correct answers Openness to experience
Conscientiousness
Extraversion
Agreeableness
Neuroticism

What are 4 main criteria of an organisation? correct answers 1. Composition: brings together set
of interrelated individuals
2. Theology: organisation defines goals
3. Activity means: differentiation/specialisation
4. Stability: must have a continuity in time

Work correct answers activity involving mental or physical effort done in order to achieve a
purpose or result.

Personality correct answers sum of total ways in which an individual reads and interacts with
others. Often described in terms of measurable traits that a person exhibits

Myer Briggs Type Inventory correct answers Personality assessment instrument with 100
questions that ask how you would act/feel in certain situations

Introverted/extroverted

Sensors/Intuitive- realistic focus on facts, practical solutions/ possibilities/big picture, value
innovation seek creative solutions

Thinkers/feelers:
make decisions with logical analysis/ sensitive/cooperative decide based on personal values

Judgers/perceivers tend to be organised/prepared make and stick to plans/ prefer to keep options
open like to be flexible in making plans

Myer Briggs Problems correct answers - low reliability(people can change answers to suit what
they think others want)
- predictive validity doesn't predict people's behaviours
- construct validity: no evidence for some dimensions
- Incomplete: doesn't include neuroticism

Other personality traits correct answers Core self evaluation: likes themselves and see
themselves as capable in workplace
Self-monitoring: adjust behaviour to meet external factors
Proactive: identify opportunities, shows initiative

,Situational Strength Theory correct answers The way a personality translates into behaviour
depends on strength of the situation

1. Clarity: cues about work duties/responsibilities
2. Consistency: individual freedom to act/decide limited by forces outside control
3. Consequences: decisions/actions have implication for organisations and members

Values correct answers Beliefs that guide our preferences for courses of outcomes

Tell us what is good vs bad, moral vs immoral

Values vs personality traits correct answers Values: what we ought to do, more socialisation

Traits: what we tend to do, more innate

Rokeach Value Survey correct answers A survey that measures instrumental and terminal values

Terminal: desirable end states of existence e.g world peace, family security, social recognition,
self-respect

Instrumental: preferable models of behaviours, means of achieving terminal values e.g honest,
helpful, creative, loving

Schwartz's Value Theory correct answers Values are motivational in that they represent broad
goals that apply across contexts and time

1. Openness to change: self-direction, stimulation
2. Conservation- conformity, security, tradition
3. Self-enhancement- hedonism, achievement, power
4. Self-transcendence- transcendence, universalism

Generational Values correct answers Boomers: success, achievement, loyalty to career, ambition

Gen X: work/life balance, team oriented, dislike rules, loyal to relationships

Millennials: confidence, financial success, self-reliant, loyal to self and relationships

Hofstede's Cultural Dimensions (PIMUL) correct answers Power Distance
- degree to which people in a culture accept power is distributed unequally in organisations

Individualism vs collectivism
- I: degree to which people prefer to act as individuals
- C: emphasis tight social framework which people expect others in groups they are part of to
look after each other

,Masculinity vs femininity
-M: degree to which value money/material goods
-F: degree to which people value relationships and show sensitivity/concern

Uncertainty avoidance
- degree to which people in a country prefer structure/unstructured situations

long term vs short term orientation
-LT: people look to future and value persistent and tradition
- ST: accepts change more readily, doesn't see commitments as impediments to change

Perception correct answers process by which individuals organise and interpret their sensory
impression in order to give meaning to their environment

Self-concept correct answers picture about your own subjective reality, who you are and how do
you feel about yourself

Different versions of self correct answers Personal: characteristics that differentiate you from
others, relies on interpersonal comparison processes - associated with motive to protect/enhance
person psychologically

Relational:
characteristics that are shared with your relationship partners and define your role/position in that
relationship. Process of reflected appraisal , motivated by protecting significant other

Collective:
characteristics that differentiate in group members from our group members, relies on intergroup
comparison process- motive of protecting group you belong to

Characteristics of self-concept correct answers complexity: number and distinctiveness of
roles/identities you perceive about yourself

- associated with feeling less negative and higher self esteem (lower levels of depression/stress,
assumed to facilitate leader development, can help people be sensitive to cultural differences)

Internal consistency: extent to which you require or exhibit similar personality values and
attributes across multiples selves

Clarity: the extent to which you are clearly and confidently defined

Self-evaluation processes correct answers 1. self-assessment: reduces uncertainty about my
abilities/personal characteristics. Allows me to select activities/goals that are appropriate to my
skill level, provides foundation for growth
2. Self-enhancement: promote/perceive positive self view, inflating personal self view
3. Self-verification: motivation to confirm/maintin self-concept. Prefer to have feedback
consistent with self concept.

, self-evaluation traits correct answers self-esteem: extent to which people are satisfied with
themselves (high- less influenced, more logical and persistent)

Locus of control: general belief about personal control about life events (internal-persist more,
external-less motivation to pursue goals)

Emotional stability: tendency to be confident, steady/secure

Self efficacy: belief of one's motivations, perceptions and ability to complete task successfully

Schemas correct answers Simple mental representations we use to organise our knowledge about
the world. Heaps process information through attention and memory.
BUT no entirely efficient, ambiguous info intepreted within confines of schema

Attribution Theory correct answers the theory that we explain someone's behaviour by crediting
whether it was internally or externally caused

Factors:
1. Distinctiveness: does persona act differently in other situations
HIGH- external
LOW- internal
2. Consensus: do other people act this way in this situation
HIGH- external
LOW- internal
3. Consistency: does this person act this way in the past
HIGH- internal
LOW- external

internal vs external locus of control correct answers Internal: behaviours are those believed to be
within control of individual

External: behaviours seen as a result of outside forces

fundamental attribution error correct answers the tendency for observers, when analyzing
another's behavior, to underestimate the impact of the situation and to overestimate the impact of
personal disposition

self-serving bias correct answers a readiness to perceive oneself favourably, individual attributes
their own successes to internal factors

Selective Perception correct answers Selective perception: characteristics that makes person,
event, object stand out will increase probability they will be perceived

Stereotyping reinforced through correct answers Categorisation: organise people into distinct
groups

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