BUAD 304 Midterm - USC Cummings
1. USC-CT Uncover problems, Select most critical problems, Create potential solutions,
Choose solutions with most potential, Translate solutions into implementation
plan
2. Values ideals that guide our thinking and behavior across all situations (especially at
work), relatively stable across time and most situations
3. Where do values parents, childhood experiences, spiritual beliefs, culture, age generation
come from?
4. What determines How well self fits with the organization's values
success/failure in
an organization?
5. When hiring, how selection (assessment tests, interviews) and/or socialization (boot camps,
do organizations training, coaching and counseling)
achieve fit?
6. In order for you to actively seek a job that best fits you - be as selective as the company is, don't
be satisfied in a job, settle
you should
7. Schwartz's Value 2 sets of bipolar values (self-transcendence vs self enhancement, openness to
Theory change vs conservation) are what motivate our behavior across any context -
values adjacent to each other on diagram are complementary, values across
from each other are incongruent
8. Self-transcendence the concern for the welfare/interests of others (universalism, benevolence)
9. Openness to self-directed independence (hedonism, stimulation, self-direction)
change
10. Self-enhancement the pursuit of one's own interests, dominance over others (hedonism, achieve-
ment)
, BUAD 304 Midterm - USC Cummings
11. Conservation conformity, resistance to change (conformity, tradition, security)
12. Values in Action determines the aspects of self that are morally valued
(VIA) Character Sur-
vey
13. Workplace atti- result from the interaction of various individual, group, and organizational
tudes processes - predictors of likely behavior - positive workplace attitudes (job
satisfaction, organizational commitment) lead to positive workplace behaviors
(productive behavior, high job performance)
14. Cognitive disso- the discomfort we experience when our attitudes conflict with each other or
nance our behavior - humans are driven to reduce dissonance
15. Attitudes stem from values and represent our feelings or opinions about people, places,
and objects - guide our intent to behave, very difficult to change attitudes
because they are "comfortable"
16. How we reduce change attitude and/or change behavior, but it is much easier to change an
cognitive disso- attitude than a behavior because you can self-justify your attitude
nance
17. Personality a combination of physical, behavioral, and mental traits that give us our
unique identity, approx. 40% derived from genes and 60% determined by our
environment, relatively stable over time and across situations
18. Which Big-5 cate- if you are high in conscientiousness you will be a more appealing candidate
gory is the most im-
portant?
19. Example of cogni- when people continue to smoke (behavior) even though they know it's bad
tive dissonance for them (cognitive), they will self-justify and claim "It's not that bad" (attitude
change)
1. USC-CT Uncover problems, Select most critical problems, Create potential solutions,
Choose solutions with most potential, Translate solutions into implementation
plan
2. Values ideals that guide our thinking and behavior across all situations (especially at
work), relatively stable across time and most situations
3. Where do values parents, childhood experiences, spiritual beliefs, culture, age generation
come from?
4. What determines How well self fits with the organization's values
success/failure in
an organization?
5. When hiring, how selection (assessment tests, interviews) and/or socialization (boot camps,
do organizations training, coaching and counseling)
achieve fit?
6. In order for you to actively seek a job that best fits you - be as selective as the company is, don't
be satisfied in a job, settle
you should
7. Schwartz's Value 2 sets of bipolar values (self-transcendence vs self enhancement, openness to
Theory change vs conservation) are what motivate our behavior across any context -
values adjacent to each other on diagram are complementary, values across
from each other are incongruent
8. Self-transcendence the concern for the welfare/interests of others (universalism, benevolence)
9. Openness to self-directed independence (hedonism, stimulation, self-direction)
change
10. Self-enhancement the pursuit of one's own interests, dominance over others (hedonism, achieve-
ment)
, BUAD 304 Midterm - USC Cummings
11. Conservation conformity, resistance to change (conformity, tradition, security)
12. Values in Action determines the aspects of self that are morally valued
(VIA) Character Sur-
vey
13. Workplace atti- result from the interaction of various individual, group, and organizational
tudes processes - predictors of likely behavior - positive workplace attitudes (job
satisfaction, organizational commitment) lead to positive workplace behaviors
(productive behavior, high job performance)
14. Cognitive disso- the discomfort we experience when our attitudes conflict with each other or
nance our behavior - humans are driven to reduce dissonance
15. Attitudes stem from values and represent our feelings or opinions about people, places,
and objects - guide our intent to behave, very difficult to change attitudes
because they are "comfortable"
16. How we reduce change attitude and/or change behavior, but it is much easier to change an
cognitive disso- attitude than a behavior because you can self-justify your attitude
nance
17. Personality a combination of physical, behavioral, and mental traits that give us our
unique identity, approx. 40% derived from genes and 60% determined by our
environment, relatively stable over time and across situations
18. Which Big-5 cate- if you are high in conscientiousness you will be a more appealing candidate
gory is the most im-
portant?
19. Example of cogni- when people continue to smoke (behavior) even though they know it's bad
tive dissonance for them (cognitive), they will self-justify and claim "It's not that bad" (attitude
change)
