Human Relations for Career and Personal Success 11e by DuBrin

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Human Relations for Career and Personal Success 11e by DuBrin is the 11th edition of the Human Relations for Career and Personal Success: Concepts, Applications, and Skills textbook authored by Andrew J. DuBrin, Rochester Institute of Technology, and published by Pearson Education, Inc. in 2017.

  • Action plan describes how you are going to reach your goal.
  • Active listener. Person who listens intensely, with the goal of empathizing with the speaker.
  • Adolescence. The period in life from approximately age thirteen to twenty; from a biological standpoint, adolescence begins with puberty.
  • Affective component (of attitude). The emotion connected with an object or a task.
  • Affirmative action. Programs that comply with antidiscrimination laws and attempt to correct past discriminatory practices.
  • Aggressive personalities. People who verbally and sometimes physically attack others frequently.
  • Alternative self. An understanding of the self, based on what could have been if something in the past had happened differently.
  • Assertive people. Those who state clearly what they want or how they feel in a given situation without being abusive, abrasive, or obnoxious.
  • Attitude. A predisposition to respond that exerts an influence on a person’s response to a person, a thing, an idea, or a situation.
  • Attribution theory. The study of the process by which people ascribe causes to the behaviors they perceive.
  • Autocratic leader. Leader who attempts to retain most of the authority granted to the group.
  • Backstabbing. An attempt to discredit by underhanded means such as innuendo, accusation, or the like.
  • Barriers to communication (or noise). Unwanted interference that can distort or block a message.
  • Behavior modification. System of motivation that emphasizes rewarding people for doing the right things and punishing them for doing the wrong things.
  • Behavioral component (of attitude). How a person acts.
  • Behavioral interview. A candidate is asked how he or she handled a particular problem in the past.
  • Blind area. Pane of Johari Window that contains information that others are aware of but we cannot see in ourselves in reference to both positive and negative qualities.
  • Brainstorming. Technique by which group members think of multiple solutions to a problem.
  • Brainwriting. Arriving at creative ideas by jotting them down yourself.
  • Bully. A cruel and aggressive boss who intimidates and verbally abuses subordinates.
  • Burnout. A condition of emotional, mental, and physical exhaustion in response to long-term job stressors.
  • Business etiquette. Special code of behavior required in work situations.
  • Carpal tunnel syndrome. Repetitive-motion disorder most frequently associated with keyboarding and the use of optical scanners; occurs when repetitive flexing and extension of the wrist causes the tendons to swell, thus trapping and pinching the median nerve.
  • Challenge stressors. Stressful events and thoughts that have a positive direct ef fect on motivation and performance.
  • Chance encounter. Unscheduled informal contact between managers and employees.
  • Character. Doing the right things despite outside pressures to do the opposite; includes leaving enduring marks that set one apart from another; being moral.
  • Character trait. An enduring characteristic of a person that is related to moral and ethical behavior that shows up consistently.
  • Charisma. Type of charm and magnetism that inspires others; important quality for leaders at all levels.
  • Classical conditioning. Principles stemming from Ivan Pavlov’s digestion experiments that help people understand the most elementary type of learning: how people acquire uncomplicated habits and reflexes.
  • Codependency. A state of being psychologically influenced or controlled by, reliant on, or needing another person who is addicted to substances such as alcohol and drugs, or to behavior such as gambling or Internet use.
  • Cognitive–behavioral interventions. A way of thinking constructively about a problem that includes perspective setting.
  • Cognitive component (of attitude). The knowledge or intellectual beliefs an individual might have about an object (an idea, a person, a thing, or a situation).
  • Cognitive dissonance. Situation in which the pieces of knowledge, information, attitudes, or beliefs held by an individual are contradictory.
  • Cognitive fitness. A state of optimized ability to remember, learn, plan, and adapt to changing circumstances.
  • Cognitive restructuring. Technique of mentally converting negative aspects into positive ones by looking for the positive elements in a situation.
  • Cognitive skills. Problem-solving and intellectual skills.
  • Communication. The sending and receiving of messages.
  • Communication overload. Phenomenon that occurs when people are so overloaded with information that they cannot respond effectively to messages.
  • Communities of practice. Informal employee networks.
  • Conflict. Condition that exists when two sets of demands, goals, or motives are incompatible.
  • Conflict of interest. Judgment or objectivity is compromised because of two competing ends that must be satisfied.
  • Confrontation and problem solving. The most highly recommended way of resolving conflict; method of identifying the true source of conflict and resolving it systematically.
  • Consensus leader. Leader who encourages group discussion about an issue and then makes a decision that reflects the consensus of the group members.
  • Consideration. The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.
  • Consultative leader. Leader who solicits opinions from the group before making a decision, yet does not feel obliged to accept the group’s thinking.
  • Creative self-efficacy. The belief that one has the knowledge and skills to produce creative outcomes.
  • Creativity. The ability to develop good ideas that can be put into action.
  • Critical thinking. Solving problems and making decisions through a systematic evaluation of evidence.
  • Cultural intelligence (CQ). An outsider’s ability to interpret someone’s unfamiliar and ambiguous behavior the same way that person’s compatriots would.
  • Cultural mosaic. An individual’s unique mixture of multiple cultural identities, which yields a complex picture of the cultural influences on that person.
  • Cultural sensitivity. An awareness of and a willingness to investigate the reasons why people of another culture act as they do.
  • Cultural training. Set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture.
  • Culture. A learned and shared system of knowledge, beliefs, values, attitudes, and norms.
  • Customer service orientation. Approach of employee whose thoughts and actions are geared toward helping customers.
  • Decision making. Choosing one alternative from the various alternative solutions that can be pursued.
  • Decoding. The process of understanding a message; the receiver interprets the message and translates it into meaningful information.
  • Defensive communication. Tendency to receive messages in such a way that one’s self-esteem is protected.
  • Democratic leader. Leader who confers final authority on the group; functions as a collector of opinion and takes a vote before making a decision (in extreme sometimes referred to as a free-rein leader).
  • Denial. The suppression of information one f inds uncomfortable.
  • Developmental opportunity. Area for growth or a weakness of an individual.
  • Diagonal communication. The transmission of messages to higher or lower organizational levels in different departments.
  • Difficult people. A coworker is classified as difficult if he or she is uncooperative, disrespectful, touchy, defensive, hostile, or even very unfriendly.
  • Disarming. The opposition method of conflict resolution in which you disarm the criticizer by agreeing with his or her criticism.
  • Diversity training. Program that attempts to bring about workplace harmony by teaching people how to get along with diverse work associates; often aimed at minimizing open expressions of racism and sexism.
  • Downward communication. The transmission of messages from higher to lower levels in an organization.
  • E-learning. An Internet form of computer-based learning.
  • Emotional contagion. The automatic and unconscious transfer of emotions between individuals based on cues that one person observes in another.
  • Emotional effort. The work employees invest to express the emotional response customers expect.
  • Emotional intelligence. The ability to accurately perceive emotions, to understand the signals that emotions send about relationships, and to manage your own and others’ emotions.
  • Emotional labor. Process of regulating both feelings and expressions to meet organizational goals.
  • Empathy. Understanding another person’s point of view.
  • Employee network (or affinity) groups. Network group of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status.
  • Empowerment. Process by which a manager shares power with team members, thereby enhancing their feelings of self-efficacy.
  • Encoding. The process of organizing ideas into a series of symbols, such as words and gestures, designed to communicate with a receiver.
  • Ethical screening. Running a contemplated decision or action through an ethics test, particularly when a contemplated action or decision is not clearly ethical or unethical.
  • Ethics. The moral choices a person makes.
  • Exit strategy. Determining in advance how to get out of a bad decision, such as having joined a failing family business.
  • Expectancy theory of motivation. People will be motivated if they believe that their efforts will lead to desired outcomes.
  • External locus of control. Individual’s belief that external forces control his or her fate.
  • Extinction. The weakening or decreasing of the frequency of undesirable behavior by removing the reward for such behavior.
  • Fear of success. Belief that if one succeeds at an important task, one will be asked to take on more responsibility in the future.
  • Feedback. Information that tells one how well he or she has performed.
  • Fight-or-flight response. The experience of stress prompts the adrenal glands to release a flood of hormones that prepare the body to fight or run when faced with a challenge.
  • Flow experience. Total absorption in work; when flow occurs, things seem to go just right.
  • Formal communication channels. The official pathways for sending information inside and outside an organization.
  • Frame of reference. Model, viewpoint, or perspective.
  • Galatea effect. A type of self-fulfilling prophecy in which high expectations lead to high performance.
  • Goal. An event, circumstance, object, or condition a person strives to attain.
  • Grapevine. Major informal communication channel in organizations; the grapevine refers to the tangled pathways that can distort information.
  • Grievance procedure. Formal process of filing a complaint and resolving a dispute within an organization.
  • Group. A collection of people who interact with one another and are working toward some common purpose; a team approaches being a supergroup.
  • Group dynamics. The forces operating in groups that affect how members work together.
  • Group learning. A change in the group’s repertoire of potential behavior.
  • Group norms. Unwritten set of expectations for group members—what people ought to do; basic principle to follow in getting along with coworkers.
  • Groupthink. A deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity; extreme form of consensus.
  • Hawthorne effect. A phenomenon in a work setting or research in which workers or participants react positively because management or researchers care about them.
  • Hedonic adaptation. The tendency to adapt to regard exciting new aspects of life as routine after a while.
  • Hidden area. Pane of Johari Window that contains information known to us about ourselves but is hidden from others.
  • Hindrance stressors. Stressful events and thoughts that have a negative effect on motivation and performance.
  • Horizontal communication. Sending messages among people at the same organization level.
  • Human relations. The art of using systematic knowledge about human behavior to improve personal, job, and career effectiveness.
  • Human relations movement. Movement that began as a concentrated effort by some managers and their advisers to become more sensitive to the needs of employees or to treat them in a more humanistic manner.
  • Identity crisis. Adolescent struggle to establish a reliable self-concept or personal identity.
  • Informal communication channels. Unofficial networks or channels that supplement the formal channels.
  • Informal learning. Planned or unplanned learning that occurs without a formal classroom, lesson plan, instructor, or examination; a way of learning complex skills in the workplace.
  • Ingratiating. An attempt to increase one’s attractiveness to others to influence their behavior.
  • Initiating structure. Organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and making expectations clear.
  • Innovation. The commercialization or implementation of creative ideas.
  • Insight. An ability to know what information is relevant, to find connections between the old and the new, to combine facts that are unrelated, and to see the “big picture”.
  • Integrity. A consistency in the values a person professes, and in the person’s behavior.
  • Intermittent rewards. Sustaining desired behaviors longer and slowing down the process of behaviors fading away when they are not rewarded.
  • Internal locus of control. Individual’s belief that fate is pretty much under his or her own control.
  • Intranet. A company version of the Internet with the basic purpose of giving employees a central place to find what they need amidst a sea of digital information.
  • Intrinsic motivation. A person’s beliefs about the extent to which an activity can satisfy his or her needs for competence and self-determination.
  • Introspection. The act of looking within oneself.
  • Intuition. An experience-based way of knowing or reasoning in which weighing and balancing of evidence are done automatically.
  • Job enrichment. Making a job more motivating and satisfying by adding variety and responsibility.
  • Johari Window. A grid showing how much information you know about yourself as well as how much other people know about you.
  • Keywords. Terms for skills, certifications, job activities, and other qualifications sought for a particular job.
  • Leader–member exchange (LMX) model. Leadership model that focuses on the quality of leader–member relations; recognizes that leaders develop a unique working relationship with each group member.
  • Leader political support. Political acts and influence techniques used by the leader to provide followers with the resources they need to accomplish individual, group, or organizational objectives.
  • Leadership. The process of bringing about positive changes and influencing others to achieve worthwhile goals.
  • Leadership effectiveness. Situation in which the leader helps the group accomplish its objectives without neglecting satisfaction and morale.
  • Leadership style. A leader’s characteristic way of behaving in a variety of situations.
  • Learning. Generally considered a lasting change in behavior based on practice and experience.
  • Learning style. The idea that different people learn best in different ways.
  • Management by walking around. Managers intermingling freely with workers on the shop floor or in the office, as well as with customers.
  • Maslow’s hierarchy of needs. According to psychologist Abraham H. Maslow, people strive to satisfy the following groups of needs in step-by-step order: physiological needs, safety needs, social needs, esteem needs, and selfactualizing needs.
  • Meditation. A systematic method of concentration, reflection, or concentrated thinking designed to suppress the activity of the sympathetic nervous system.
  • Mentor. A more experienced person who guides, teaches, and coaches another individual.
  • Micro-inequity. Small, semiconscious message sent with a powerful impact on the receiver.
  • Micromanagement. The close monitoring of most aspects of group member activities by the manager.
  • Midlife crisis. Time that adults in their forties face when they feel unfulfilled and search for a major shift in career or lifestyle.
  • Midlife transition. Adults taking stock of their lives and formulating new goals.
  • Mirroring. Form of nonverbal communication to overcome communication barriers by subtly imitating another; used to improve rapport with another person.
  • Mixed messages. A discrepancy between what a person says and how he or she acts.
  • Mixed signals. Type of message in which the sender might recommend one thing to others yet behave in another way.
  • Modeling learning. A skill by observing another person perform the skill; considered a form of social learning because it is learned in the presence of others.
  • Morals. An individual’s or a society’s determination of what is right and wrong.
  • Motivation. Concept with two widely used meanings: (1) an internal state that leads to effort expended toward objectives and (2) an activity performed by one person to get another to accomplish work.
  • Motive. An inner drive that moves a person to do something.
  • Multicultural identities. Individuals who incorporate the values of two or more cultures because they identify with both their primary culture and another culture or cultures.
  • Multicultural worker. One who can work effectively with people of different cultures.
  • Multiple intelligences theory. Explaining the idea that people know and understand the world in distinctly different ways and learn in different ways and that they possess eight intelligences, or faculties, in varying degrees.
  • Narcissism. An extremely positive view of the self, combined with little empathy for others.
  • Need. An internal striving or urge to do something, such as a need to drink when thirsty.
  • Need for achievement. The desire to accomplish something difficult for its own sake.
  • Negative affectivity. A tendency to experience aversive (intensely disliked) emotional states; predisposition to experience emotional stress that includes feelings of nervousness, tension, and worry.
  • Negative reinforcement. Removing something unpleasant from a situation; being rewarded by being relieved of discomfort; form of avoidance learning or motivation.
  • Negotiating and bargaining. Situation of conferring with another person to resolve a problem.
  • Networking. The process of establishing a group of contacts who can help you in your career.
  • Nonverbal communication. Using the body, voice, or environment in numerous ways to help get a message across.
  • Open area. Pane of Johari Window consisting of information that is known to us and others.
  • Open-door policy. Communication channel that is structured upward and allows an employee to bring a complaint to top management’s attention without first checking with the employee’s manager.
  • Operant conditioning. Learning that takes place as a consequence of behavior; a person’s actions are instrumental in determining whether learning takes place.
  • Organizational citizenship behavior (OCB). The willingness to go beyond one’s job description to help the company, even if such an act does not lead to an immediate reward.
  • Organizational culture. Values and beliefs of the firm that guide people’s actions.
  • Organizational effectiveness. The extent to which an organization is productive and satisfies the demands of interested parties, such as employees, customers, and investors.
  • Paraphrase. Repeating in one’s own words what a sender says, feels, and means.
  • Participative leader. Leader who shares decision-making authority with the group.
  • Passive-aggressive personality. A person who appears to enthusiastically and readily respond to another person’s request or demand while acting in ways that negatively and passively resist the request.
  • Peak performance. Exceptional accomplishment in a given task.
  • Peer evaluations. System in which teammates contribute to an evaluation of a person’s job performance.
  • Perception. The various ways in which people interpret things in the external world and how they act on the basis of these perceptions.
  • Perceptual congruence. The degree to which people perceive things the same way.
  • Personal brand.Your distinctive set of strengths, including skills and values.
  • Personal communication style. Verbal and nonverbal communication style for a unique approach to sending and receiving information.
  • Personal support. Assisting others in the workplace through the use of interpersonal skills.
  • Personality clash. Antagonistic relationship between two people based on differences in personal attributes, preferences, interests, values, and styles.
  • Personality disorder. A pervasive, persistent, inflexible, maladaptive pattern of behavior that deviates from expected cultural norms.
  • Person–organization fit. The compatibility of the individual and the organization.
  • Person–role conflict. Occurs when the demands made by the organization or a superior clash with the basic values of the individual.
  • [[Planning deciding what to accomplish and the actions needed to make it happen.
  • Political blunder. An insensitive act, also referred to as “putting your foot in your mouth”.
  • Political skill. A combination of social astuteness with the capacity to adjust and adapt behavior to the demands of different situations.
  • Positive psychological capital. A positive psychological state of development in which you have a storehouse of hope, self-efficacy, optimism, and resilience.
  • Positive reinforcement. Increasing the probability that behavior will be repeated by rewarding people for making the desired response; improves learning and motivation.
  • Positive self-talk. Saying positive things about yourself to yourself.
  • Positive visual imagery. Picturing a positive outcome in your mind.
  • Private self. The actual person an individual may be.
  • Proactive personality. Characteristic of a person who is relatively unconstrained by forces in a situation and who brings about environmental change.
  • Problem. Gap between what exists and what you want to exist.
  • Procrastination. Delaying a task for an invalid or weak reason.
  • Productivity. The amount of quality work accomplished in relation to the resources consumed.
  • Prosocial motivation. The desire to expend effort to help other people.
  • Public self. What a person communicates about himself or herself and what others actually perceive about the person.
  • Punishment. The introduction of an unpleasant stimulus as a consequence of the learner having done something wrong.
  • Pygmalion effect. Leader’s ability to elevate workers’ performance by the simple method of expecting them to perform well; the manager’s high expectations become a self-fulfilling prophecy.
  • Recognition need. The desire to be acknowledged for one’s contributions and efforts and to feel important.
  • Relationship management. The interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.
  • Relaxation response. A physical state of deep rest in which one experiences a slower respiration and heart rate and lowered metabolism; a standard technique for reducing stress.
  • Resilience. The ability to withstand pressure and emerge stronger because of an experience.
  • Role. Tendency to behave, contribute, and relate to others in a particular way.
  • Role ambiguity. Condition in which the job holder receives confusing or poorly defined expectations.
  • Role conflict. Having to choose between two competing demands or expectations.
  • Role overload. A burdensome workload that creates stress for a person in two ways: (1) the person may become fatigued and less able to tolerate annoyances and irritations and (2) a person subject to unreasonable work demands may feel perpetually behind schedule, a situation that itself creates an uncomfortable, stressful feeling.
  • Role underload. Disruptive amount of stress that can occur when people experience too little to do.
  • Sandwich generation. People who take care of both children and aging parents at the same time.
  • Scientific management. Approach to work that focuses on the application of scientific methods to increase individual workers’ productivity.
  • Selective attention. Giving exclusive attention to something at the expense of other aspects of the environment.
  • Self. A complex idea generally referring to a person’s total being or individuality.
  • Self-awareness. The ability to understand your own moods, emotions, and needs as well as their impact on others; self-awareness also includes using intuition to make decisions you can live with happily.
  • Self-defeating behavior. Activities or attitudes that work against one’s best interest.
  • Self-determination theory. The motivation theory contending that we are most deeply engaged, and do our most creative work, when we feel that we are acting according to our own will and pursuing goals we find meaningful.
  • Self-discipline. The ability to work systematically and progressively toward a goal until it is achieved.
  • Self-disclosure. The process of revealing one’s inner self to others.
  • Self-efficacy. Confidence in your ability to carry out a specific task in contrast to generalized self-confidence.
  • Self-esteem. The experience of feeling competent to cope with the basic challenges in life and of being worthy of happiness.
  • Self-leadership. Leading oneself; influencing oneself without waiting for an external leader to lead.
  • Self-management. The ability to control one’s emotions and act with honesty and integrity in a consistent and acceptable manner.
  • Self-respect. How you think and feel about yourself.
  • Self-understanding. Knowledge about oneself, particularly with respect to mental and emotional aspects.
  • Semantics. The study of the meaning and changes in the meaning of words or symbols.
  • Servant leader. One who serves group members by working on their behalf to help them achieve their goals, not the leader’s goals.
  • Sexual equity. Parity among heterosexual, gay, lesbian, bisexual, and transgender employees.
  • Sexual harassment. Unwanted sexually oriented behavior in the workplace that results in discomfort or interference with the job.
  • Shadow organizations. Where much of the real work gets accomplished, the shadow organization is revealed by social network analysis, which traces who talks to whom.
  • Shared leadership. The leader granting group members authority to carry out some of the leadership activities.
  • Social awareness. Having empathy for others and having intuition about work problems.
  • Socialization. The process of coming to understand the values, norms, and customs essential for adapting to the organization.
  • Social network analysis. The mapping and measuring of relationships and links between and among people, groups, and organizations that reveals the shadow organization.
  • Soft addiction. Ordinary behavior that if done to excess can wreak havoc with one’s life.
  • Star performer. One of a small number of employees who contribute a disproportionate amount of output.
  • Stress. An internal reaction to any force that threatens to disturb a person’s equilibrium; the internal reaction usually takes the form of emotional discomfort.
  • Stressor. The external or internal force that brings about the stress.
  • Support system. A group of people on whom one can rely for encouragement and comfort.
  • Synergy. A product of group effort whereby the output of the group exceeds the output possible if the members worked alone.
  • Team. A small number of people who are committed to common goals and approaches to which they hold themselves mutually accountable.
  • Team player. One who emphasizes group accomplishment and cooperation rather than individual achievement and not helping others.
  • Teamwork. Work done with an understanding and commitment to group goals on the part of all team members.
  • Teenage brain. A stage of brain development in which people are easily influenced by their environment and more prone to impulsive behavior.
  • Telecommuter employee. Who works at home or another offsite location full-time or part-time and sends output electronically to a central office.
  • 360-degree survey. Feedback instrument designed to gather information about how a leader can be more effective.
  • Time leak. Anything you are doing or not doing that allows time to get away from you.
  • Traditional mental set. Fixed way of thinking about objects and activities.
  • Trust. A person’s confidence in another individual’s intentions and motives and in the sincerity of that individual’s words.
  • Two-factor theory of work motivation. Two different sets of job factors; one set, the motivators, or satisfiers, can motivate and satisfy workers; the other set, dissatisfiers, or hygiene factors, can only prevent dissatisfaction.
  • Type A behavior. Personality characteristics that lead a person into stressful situations; type A behavior has two main components: (1) the tendency to try to accomplish too many things in too little time and (2) free-floating hostility.
  • Unknown area. Pane of Johari Window that contains information that you and others do not know about you.
  • Upward communication. The transmission of messages from lower to higher levels in an organization.
  • Value. The importance a person attaches to something; values are also tied to the enduring belief that one’s mode of conduct is better than another mode of conduct.
  • Variable pay. Incentive plan that intentionally pays good performers more money than poor performers.
  • Webinar. A web-based method of holding a seminar.
  • Wellness program. A company-sponsored activity designed to support employees as they learn and sustain behaviors that reduce health risk, improve quality of life, and enhance personal effectiveness.
  • Whistle-blower. An employee who reports wrongdoing in the organization to parties who can take action.
  • Win–win. Belief that after conflict has been resolved, both sides should gain something of value.
  • Workaholism. Neglecting the normal need for rest and relaxation; can lead to an addiction to work in which not working is an uncomfortable experience.
  • Work engagement. High levels of personal investment in the work tasks performed in a job.
  • Work ethic. A firm belief in the dignity and value of work and, therefore, important for favorably impressing a manager.
  • Work–family conflict. Conflict that occurs when an individual has to perform multiple roles: worker, spouse or partner, and often parent.
  • Work habits. A person’s characteristic approach to work, including such things as organization, priority setting, and handling of paperwork, e-mail, and intranets.
  • Workplace bullying. Hurtful treatment of others in the workplace that is malicious and typically repeated.
  • Worst-case scenario. Helpful decision-making aid that involves visualizing what you would do if the alternative chosen proved to be dreadful.
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