MGMT 330 Chapter 3

Question	Answer
individual differences	the way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual to another.
interactional psychology	the psychological approach that emphasizes that in order to understand human behaviour, we must know something about the person and the situation.
personality	a relatively stable set of characteristics that influence an individual's behaviour.
integrative approach	the broad theory that describes personality as a composite of an individual's psychological processes.
core self-evaluation (CSE)	the positiveness of one's self-concept; comprises locus of control, self-esteem, self-efficacy and emotional stability.
locus of control	an individual's generalized belief about internal control (self-control) versus external control (control by the situation or others).
general self-efficacy	an individual's general belief that he or she is capable of meeting job demands in a wide variety of situations.
self-esteem	an individual's general feeling of self-worth.
self-monitoring	the extent to which people base their behaviour on cues from other people and situations.
positive affect	an individual's tendency to accentuate the positive aspects of themselves, other people, and the world in general.
negative affect	an individual's tendency to accentuate the negative aspects of themselves, other people, and the world in general.
strong situation	a situation that overwhelms the effects of individual personalities by providing strong cues for appropriate behaviour.
Myers-Briggs Type Indicator instrument	an instrument developed to measure Carl Jung's theory of individual differences.
extraversion	a preference indicating that an individual is energized by interaction with other people.
introversion	a preference indicating that an individual is energized by time alone.
sensing	gathering information through the five senses.
intuition	gathering information through a "sixth sense" and focusing on what could be rather than what actually exists.
thinking	making decisions in a logical, objective fashion.
feeling	making decisions in a personal, value-oriented way.
judging	preferring closure and completion in making decisions.
perceiving	preferring to explore many alternatives and flexibility.
social perception	the process of interpreting information about another person.
discounting principle	the assumption that an individual's behaviour is accounted for by the situation.
selective perception	the process of selecting information that supports our individual viewpoints while discounting information that threatens our viewpoints.
stereotype	a generalization about a group of people.
first-impression error	the tendency to form lasting opinions about an individual based on initial perceptions.
recency effect	the tendency to weigh recent events more than earlier events.
contrast effect	the tendency to diminish or enhance the measure of one target through comparison with another recently observed target.
projection	overestimating the number of people who share our own beliefs, values, and behaviours.
self-fulfilling prophecy	the situation in which our expectations about people affect our interaction with them in such a way that our expectations are fulfilled.
impression management	the process by which individuals try to control the impressions others have of them.
attribution theory	a theory that explains how individuals pinpoint the causes of their own behaviour and that of others.
fundamental attribution error	the tendency to make attributions to internal causes when focusing on someone else's behaviour.
self-serving bias	the tendency to attribute one's own successes to internal causes and one's failures to external causes.
consensus	an informational cue indicating the extent to which peers in the same situation behave in a similar fashion.
distinctiveness	an informal cue indicating the degree to which an individual behaves the same way in other situations.
consistency	an informational cue indicating the frequency of behaviour over time.

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