BUSI 240: QUESTIONS AND ANSWERS; LATEST UPDATED VERSION,
ALREADY GRADED A+
Ability
The natural aptitudes and learned capabilities required to successfully complete a task.
Corporate Social Responsibility (CSR)
Organizational activities intended to benefit society and the environment beyond the firm's immediate
financial interests or legal obligations.
Counterproductive Work Behaviors (CWBs)
Voluntary behaviors that have the potential to directly or indirectly harm the organization deep-level
diversity — differences in the psychological characteristics of employees, including personalities, beliefs,
values, and attitudes.
Evidence-based Management
The practice of making decisions and taking actions based on research evidence.
Human Capital
The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to
the organization.
Inclusive Workplace
A workplace that values people of all identities and allows them to be fully themselves while
contributing to the organization.
MARS Model
A model depicting the four variables— motivation, ability, role perceptions, and situational factors—that
directly influence an individual's voluntary behavior and performance.
Motivation
The forces within a person that affect his or her direction, intensity, and persistence of effort for
voluntary behavior.
Open Systems
The view that organizations depend on the external environment for resources, affect that environment
through their output, and consist of internal subsystems that transform inputs to outputs.
Organizational Behavior
The study of what people think, feel, and do in and around organizations.
Organizational Effectiveness
,An ideal state in which an organization has a good fit with its external environment, effectively
transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders.
Oraganizations
Groups of people who work interdependently toward some purpose.
Role Perceptions
The degree to which a person understands the job duties assigned to or expected of him or her.
Stakeholders
Individuals, organizations, or other entities who affect, or are affected by, the organization's objectives
and actions.
Surface-level Diversity
The observable demographic or physiological differences in people, such as their race, ethnicity, gender,
age, and physical disabilities.
Task Performance
The individual's voluntary goal directed behaviors that contribute to organizational objectives.
Values
Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action
in a variety of situations.
Work-Life Integration
The degree that people are effectively engaged in their various work and nonwork roles and have a low
degree of role conflict across those life domains.
Achievement-nurturing Orientation
A cross-cultural value describing the degree to which people in a culture emphasize competitive versus
cooperative relations with other people.
Agreeableness
A personality dimension describing people who are trusting, helpful, good-natured, considerate,
tolerant, selfless, generous, and flexible.
(Part of the Big Five)
Collectiveness
A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to
which they belong and to group harmony.
Conscientiousness
, A personality dimension describing people who are organized, dependable, goal-focused, thorough,
disciplined, methodical, and industrious.
(Part of the Big Five)
Counterproductive Work Behaviors
Voluntary behaviors that have the potential to directly or indirectly harm the organization.
Dark Triad
A cluster of three socially undesirable (dark) personality traits: Machiavellianism, narcissism, and
psychopathy.
Extraversion
A personality dimension describing people who are outgoing, talkative, sociable, and assertive.
(Part of the Big Five)
Five Factor Model
(Big 5)
The five broad dimensions representing most personality traits: conscientiousness, emotional stability,
openness to experience, agreeableness, and extraversion; also known as the "Big Five".
Individualism
A cross-cultural value describing the degree to which people in a culture emphasize independence and
personal uniqueness.
Machiavellianism
A personality trait of people who demonstrate a strong motivation to achieve their own goals at the
expense of others, who believe that deceit is a natural and acceptable way to achieve their goals, who
take pleasure in outwitting and misleading others using crude influence tactics, and who have a cynical
disregard for morality.
Mindfulness
A person's receptive and impartial attention to and awareness of the present situation as well as to
one's own thoughts and emotions in that moment.
Moral Intensity
The degree to which an issue demands the application of ethical principles.
Moral Sensitivity
A person's ability to recognize the presence of an ethical issue and determine its relative importance.
Myers-Briggs Type Indicator (MBTI)
An instrument designed to measure the elements of Jungian personality theory, particularly preferences
regarding perceiving and judging information.
ALREADY GRADED A+
Ability
The natural aptitudes and learned capabilities required to successfully complete a task.
Corporate Social Responsibility (CSR)
Organizational activities intended to benefit society and the environment beyond the firm's immediate
financial interests or legal obligations.
Counterproductive Work Behaviors (CWBs)
Voluntary behaviors that have the potential to directly or indirectly harm the organization deep-level
diversity — differences in the psychological characteristics of employees, including personalities, beliefs,
values, and attitudes.
Evidence-based Management
The practice of making decisions and taking actions based on research evidence.
Human Capital
The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to
the organization.
Inclusive Workplace
A workplace that values people of all identities and allows them to be fully themselves while
contributing to the organization.
MARS Model
A model depicting the four variables— motivation, ability, role perceptions, and situational factors—that
directly influence an individual's voluntary behavior and performance.
Motivation
The forces within a person that affect his or her direction, intensity, and persistence of effort for
voluntary behavior.
Open Systems
The view that organizations depend on the external environment for resources, affect that environment
through their output, and consist of internal subsystems that transform inputs to outputs.
Organizational Behavior
The study of what people think, feel, and do in and around organizations.
Organizational Effectiveness
,An ideal state in which an organization has a good fit with its external environment, effectively
transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders.
Oraganizations
Groups of people who work interdependently toward some purpose.
Role Perceptions
The degree to which a person understands the job duties assigned to or expected of him or her.
Stakeholders
Individuals, organizations, or other entities who affect, or are affected by, the organization's objectives
and actions.
Surface-level Diversity
The observable demographic or physiological differences in people, such as their race, ethnicity, gender,
age, and physical disabilities.
Task Performance
The individual's voluntary goal directed behaviors that contribute to organizational objectives.
Values
Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action
in a variety of situations.
Work-Life Integration
The degree that people are effectively engaged in their various work and nonwork roles and have a low
degree of role conflict across those life domains.
Achievement-nurturing Orientation
A cross-cultural value describing the degree to which people in a culture emphasize competitive versus
cooperative relations with other people.
Agreeableness
A personality dimension describing people who are trusting, helpful, good-natured, considerate,
tolerant, selfless, generous, and flexible.
(Part of the Big Five)
Collectiveness
A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to
which they belong and to group harmony.
Conscientiousness
, A personality dimension describing people who are organized, dependable, goal-focused, thorough,
disciplined, methodical, and industrious.
(Part of the Big Five)
Counterproductive Work Behaviors
Voluntary behaviors that have the potential to directly or indirectly harm the organization.
Dark Triad
A cluster of three socially undesirable (dark) personality traits: Machiavellianism, narcissism, and
psychopathy.
Extraversion
A personality dimension describing people who are outgoing, talkative, sociable, and assertive.
(Part of the Big Five)
Five Factor Model
(Big 5)
The five broad dimensions representing most personality traits: conscientiousness, emotional stability,
openness to experience, agreeableness, and extraversion; also known as the "Big Five".
Individualism
A cross-cultural value describing the degree to which people in a culture emphasize independence and
personal uniqueness.
Machiavellianism
A personality trait of people who demonstrate a strong motivation to achieve their own goals at the
expense of others, who believe that deceit is a natural and acceptable way to achieve their goals, who
take pleasure in outwitting and misleading others using crude influence tactics, and who have a cynical
disregard for morality.
Mindfulness
A person's receptive and impartial attention to and awareness of the present situation as well as to
one's own thoughts and emotions in that moment.
Moral Intensity
The degree to which an issue demands the application of ethical principles.
Moral Sensitivity
A person's ability to recognize the presence of an ethical issue and determine its relative importance.
Myers-Briggs Type Indicator (MBTI)
An instrument designed to measure the elements of Jungian personality theory, particularly preferences
regarding perceiving and judging information.
