View source for Organizational Behavior 11e by Schermerhorn, Hunt, Osborn, Uhl-Bien

[[Organizational Behavior 11e by Schermerhorn, Hunt, Osborn, Uhl-Bien]] is the 11th edition of the textbook authored by Organizational Behavior, 11 e by John R. Schermerhorn, Jr., Ohio University, James G. Hunt, Texas Tech University, Richard N. Osborn, Wayne State University, and Mary Uhl-Bien, University of Nebraska–Lincoln, and published in 2010 by John Wiley & Sons, Inc.

*[[360 evaluation]] gathers evaluations from a jobholder’s bosses, peers, and subordinates, as well as internal and external customers and self-ratings.
*[[Absorptive capacity]] is the ability to learn.
*[[Accommodation]], or [[smoothing]] involves playing down differences and finding areas of agreement.
*[[Achievement-oriented leadership]] emphasizes setting goals, stressing excellence, and showing confidence in people’s ability to achieve high standards of performance.
*[[Active listening]] encourages people to say what they really mean.
*[[Activity measures]] of performance assess inputs in terms of work efforts.
*[[Adaptive capacity]] refers to the ability to change.
*[[Adhocracy]] emphasizes shared, decentralized decision making; extreme horizontal specialization; few levels of management; the virtual absence of formal controls; and few rules, policies, and procedures.
*[[Affect]] is the range of feelings in the forms of emotions and moods that people experience in their life context.
*[[Agency theory]] suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions.
*[[Americans with Disabilities Act]] is a federal civil-rights statute that protects the rights of people with disabilities.
*[[Amoral manager]] fails to consider the ethics of a decision or behavior.
*[[Anchoring and adjustment heuristic]] bases a decision on incremental adjustments to an initial value determined by historical precedent or some reference point.
*[[Arbitration]] a neutral third party acts as judge with the power to issue a decision binding for all parties.
*[[Attitude]] is a predisposition to respond positively or negatively to someone or something.
*[[Attribution]] is the process of creating explanations for events.
*[[Authoritarianism]] is a tendency to adhere rigidly to conventional values and to obey recognized authority.
*[[Authoritative command]] uses formal authority to end conflict.
*[[Availability heuristic]] bases a decision on recent events relating to the situation at hand.
*[[Avoidance]] involves pretending a conflict does not really exist.
*[[Awareness of others]] is being aware of behaviors, preferences, styles, biases, personalities, etc. of others.
*[[Bargaining zone]] is the range between one party’s minimum reservation point and the other party’s maximum.
*[[Behavioral complexity]] is the possession of a repertoire of leadership roles and the ability to selectively apply them.
*[[Behavioral decision model]] views decision makers as acting only in terms of what they perceive about a given situation.
*[[Behavioral perspective]] assumes that leadership is central to performance and other outcomes.
*[[Behaviorally anchored rating scale]] links performance ratings to specific and observable job-relevant behaviors.
*[[Brainstorming]] involves generating ideas through “freewheeling” and without criticism.
*[[Bureaucracy]] is an ideal form of organization, the characteristics of which were defined by the German sociologist Max Weber.
*[[Centralization]] is the degree to which the authority to make decisions is restricted to higher levels of management.
*[[Centralized communication network]]s link group members through a central control point.
*[[Certain environment]]s provide full information on the expected results for decision-making alternatives.
*[[Changing]] is the stage in which specific actions are taken to create change.
*[[Channel richness]] indicates the [[capacity]] of a channel to convey information.
*[[Charismatic leader]]s are those leaders who are capable of having a profound and extraordinary effect on followers.
*[[Classical decision model]] views decision makers as acting in a world of complete certainty.
*[[Coalition power]] is the ability to control another’s behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest.
*[[Coercive power]] is the extent to which a manager can deny desired rewards or administer punishment to control other people.
*[[Cognitive complexity]] is the underlying assumption that those high in cognitive complexity process information differently and perform certain tasks better than less cognitively complex people.
*[[Cognitive dissonance]] is experienced inconsistency between one’s attitudes and or between attitudes and behavior.
*[[Cohesiveness]] is the degree to which members are attracted to a group and motivated to remain a part of it.
*[[Collaboration]] involves recognition that something is wrong and needs attention through problem solving.
*[[Communication]] is the process of sending and receiving symbols with attached meanings.
*[[Communication channel]]s are the pathways through which messages are communicated.
*[[Competition]] seeks victory by force, superior skill, or domination.
*[[Compressed work week]] allows a full-time job to be completed in fewer than the standard five days.
*[[Compromise]] occurs when each party gives up something of value to the other.
*[[Conceptual skill]] is the ability to analyze and solve complex problems.
*[[Confirmation trap]] is the tendency to seek confirmation for what is already thought to be true and not search for disconfirming information.
*[[Conflict]] occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them.
*[[Conflict resolution]] occurs when the reasons for a conflict are eliminated.
*[[Conglomerate]]s are firms that own several different unrelated businesses.
*[[Consideration]] is sensitive to people’s feelings.
*[[Consultative decision]]s are made by one individual after seeking input from or consulting with members of a group.
*[[Context]] is the collection of opportunities and constraints that affect the occurrence and meaning of behavior and the relationships among variables.
*[[Contingency thinking]] seeks ways to meet the needs of different management situations.
*[[Continuous reinforcement]] administers a reward each time a desired behavior occurs.
*[[Contrast effect]] occurs when the meaning of something that takes place is based on a contrast with another recent event or situation.
*[[Control]] is the set of mechanisms used to keep actions and outputs within predetermined limits.
*[[Controlling]] monitors performance and takes any needed corrective action.
*[[Coordination]] is the set of mechanisms used in an organization to link the actions of its subunits into a consistent pattern.
*[[Coping]] is a response or reaction to distress that has occurred or is threatened.
*[[Counterculture]]s are groups where the patterns of values and philosophies outwardly reject those of the larger organization or social system.
*[[Counterproductive work behavior]]s intentionally disrupt relationships or performance at work.
*[[Creativity]] generates unique and novel responses to problems.
*[[Crisis decision]] occurs when an unexpected problem can lead to disaster if not resolved quickly and appropriately.
*[[Criteria question]]s assess a decision in terms of utility, rights, justice, and caring.
*[[Critical incident diaries]] record actual examples of positive and negative work behaviors and results.
*[[Cross-functional team]] has members from different functions or work units.
*[[Cultural symbol]] is any object, act, or event that serves to transmit cultural meaning.
*[[Culturally endorsed leadership dimension]] is one that members of a culture expect from effective leaders.
*[[Culture]] is the learned and shared way of thinking and acting among a group of people or society.
*[[Decentralization]] is the degree to which the authority to make decisions is given to lower levels in an organization’s hierarchy.
*[[Decentralized communication network]]s members communicate directly with one another.
*[[Decision making]] is the process of choosing a course of action to deal with a problem or opportunity.
*[[Decision making]] is the process of choosing among alternative courses of action.
*[[Defensiveness]] occurs when individuals feel they are being attacked and they need to protect themselves.
*[[Delphi technique]] involves generating decision-making alternatives through a series of survey questionnaires.
*[[Dependent variable]]s are outcomes of practical value and interest that are influenced by independent variables.
*[[Directive leadership]] spells out the what and how of subordinates’ tasks.
*[[Disability]] is any form of impairment or handicap.
*[[Disconfirmation]] occurs when an individual feels his or her self-worth is being questioned.
*[[Display rule]]s govern the degree to which it is appropriate to display emotions.
*[[Disruptive behavior]]s in teams harm the group process and limit team effectiveness.
*[[Distress]] is a negative impact on both attitudes and performance.
*[[Distributed leadership]] is the sharing of responsibility for meeting group task and maintenance needs.
*[[Distributive justice]] is the degree to which all people are treated the same under a policy.
*[[Distributive negotiation]] focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie.
*[[Diversity–consensus dilemma]] is the tendency for diversity in groups to create process difficulties even as it offers improved potential for problem solving.
*[[Divisional departmentation]] groups individuals and resources by products, territories, services, clients, or legal entities.
*[[Dogmatism]] leads a person to see the world as a threatening place and to regard authority as absolute.
*[[Downward communication]] follows the chain of command from top to bottom.
*[[Dysfunctional conflict]] works to the group’s or organization’s disadvantage.
*[[Effective manager]] helps others achieve high levels of both performance and satisfaction.
*[[Effective negotiation]] occurs when substance issues are resolved and working relationships are maintained or improved.
*[[Emotion and mood contagion]] is the spillover of one’s emotions and mood onto others.
*[[Emotional adjustment trait]]s are traits related to how much an individual experiences emotional distress or displays unacceptable acts.
*[[Emotional conflict]] involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like.
*[[Emotional dissonance]] is inconsistency between emotions we feel and those we try to project.
*[[Emotional intelligence]] is an ability to understand emotions and manage relationships effectively.
*[[Emotional intelligence]] is the ability to manage oneself and one’s relationships effectively.
*[[Emotional labor]] is a situation where a person displays organizationally desired emotions in a job.
*[[Emotion-focused coping]] mechanisms regulate emotions or distress.
*[[Emotion]]s are strong positive or negative feelings directed toward someone or something.
*[[Employee engagement]] is a positive feeling or strong sense of connection with the organization.
*[[Employee involvement team]] meets regularly to address workplace issues.
*[[Employee stock ownership plan]]s give stock to employees or allow them to purchase stock at special prices.
*[[Empowerment]] is the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.
*[[Encoding]] is the process of translating an idea or thought into a message consisting of verbal, written, or nonverbal symbols (such as gestures), or some combination of them.
*[[Environmental complexity]] is the magnitude of the problems and opportunities in the organization’s environment as evidenced by the degree of richness, interdependence, and uncertainty.
*[[Equity theory]] posits that people will act to eliminate any felt inequity in the rewards received for their work in comparison with others.
*[[ERG theory]] identifies existence, relatedness, and growth needs.
*[[Escalating commitment]] is the tendency to continue a previously chosen course of action even when feedback suggests that it is failing.
*[[Ethics]] is the philosophical study of morality.
*[[Ethics mindfulness]] is an enriched awareness that causes one to consistently behave with ethical consciousness.
*[[Ethnocentrism]] is the tendency to believe one’s culture and its values are superior to those of others.
*[[Eustress]] is a stress that has a positive impact on both attitudes and performance.
*[[Existence need]]s are desires for physiological and material well-being.
*[[Expectancy]] is the probability that work effort will be followed by performance accomplishment.
*[[Expectancy theory]] argues that work motivation is determined by individual beliefs regarding effort/performance relationships and work outcomes.
*[[Expert power]] is the ability to control another’s behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs.
*[[Exploitation]] focuses on refinement and reuse of existing products and processes.
*[[Exploration]] calls for the organization and its managers to stress freedom and radical thinking and therefore opens the firm to big changes— or what some call radical innovations.
*[[External adaptation]] deals with reaching goals, the tasks to be accomplished, the methods used to achieve the goals, and the methods of coping with success and failure.
*[[Extinction]] discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.
*[[Extrinsic reward]]s are valued outcomes given by some other person.
*[[Feedback]] communicates how one feels about something another person has done or said.
*[[Filtering]] senders convey only certain parts of relevant information.
*[[FIRO-B theory]] examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control, and affection.
*[[Flaming]] is expressing rudeness when using e-mail or other forms of electronic communication.
*[[Flexible working hours]] gives individuals some amount of choice in scheduling their daily work hours.
*[[Force–coercion strategy]] uses authority, rewards, and punishments to create change.
*[[Forced distribution]] in performance appraisal forces a set percentage of persons into predetermined rating categories.
*[[Formal channel]]s follow the official chain of command.
*[[Formal team]]s are official and designated to serve a specific purpose.
*[[Formalization]] is the written documentation of work rules, policies, and procedures.
*[[Framing error]] is solving a problem in the context perceived.
*[[Functional conflict]] results in positive benefits to the group.
*[[Functional departmentation]] is grouping individuals by skill, knowledge, and action yields.
*[[Functional silos problem]] occurs when members of one functional team fail to interact with others from other functional teams.
*[[Fundamental attribution error]] overestimates internal factors and underestimates external factors as influences on someone’s behavior.
*[[Gain sharing]] rewards employees in some proportion to productivity gains.
*[[Garbage can model]] views problems, solutions, participants, and choice situations as all mixed together in a dynamic field of organizational forces.
*[[General environment]] is the set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates.
*[[Grafting]] is the process of acquiring individuals, units, and/or firms to bring in useful knowledge to the organization.
*[[Grapevine]] transfers information through networks of friendships and acquaintances.
*[[Graphic rating scale]]s in performance appraisal assigns scores to specific performance dimensions.
*[[Group dynamics]] are the forces operating in teams that affect the ways members work together.
*[[Groupthink]] is the tendency of cohesive group members to lose their critical evaluative capabilities.
*[[Growth need]]s are desires for continued personal growth and development.
*[[Halo effect]] uses one attribute to develop an overall impression of a person or situation.
*[[Heterogeneous team]]s members differ on many characteristics.
*[[Heuristics]] are simplifying strategies or “rules of thumb” used to make decisions.
*[[Hierarchy of needs theory]] offers a pyramid of physiological, safety, social, esteem, and self-actualization needs.
*[[High-context culture]]s words convey only part of a message, while the rest of the message must be inferred from body language and additional contextual cues.
*[[Higher-order need]]s in Maslow’s hierarchy are esteem and self-actualization.
*[[Hindsight trap]] is a tendency to overestimate the degree to which an event that has already taken place could have been predicted.
*[[Homogeneous team]]s members share many similar characteristics.
*[[Hope]] is the tendency to look for alternative pathways to reach a desired goal.
*[[Horizontal specialization]] is a division of labor through the formation of work units or groups within an organization.
*[[Human skill]] is the ability to work well with other people.
*[[Hygiene factor]]s in the job context are sources of job dissatisfaction.
*[[Immoral manager]] chooses to behave unethically.
*[[Impression management]] is the systematic attempt to influence how others perceive us.
*[[Inclusion]] is the degree to which an organization’s culture respects and values diversity.
*[[Inclusion]] is the focus of an organization’s culture on welcoming and supporting all types and groups of people.
*[[Incremental change]] builds on the existing ways of operating to enhance or extend them in new directions.
*[[Independent variable]]s are presumed causes that influence dependent variables.
*[[Individual decision]]s or [[authority decision]]s, are made by one person on behalf of the team.
*[[Individual differences]] are the ways in which people are similar and how they vary in their thinking, feeling, and behavior.
*[[Individualism–collectivism]] is the tendency of members of a culture to emphasize individual self-interests or group relationships.
*[[Inference-based leadership attribution]] emphasizes leadership effectiveness as inferred by perceived group/organizational performance.
*[[Influence]] is a behavioral response to the exercise of power.
*[[Informal channel]]s do not follow the chain of command.
*[[Informal group]]s are unofficial and emerge to serve special interests.
*[[Information power]] is the access to and/or the control of information.
*[[Information technology]] is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.
*[[In-group]] occurs when individuals feel part of a group and experience favorable status and a sense of belonging.
*[[Initiating structure]] is concerned with spelling out the task requirements and clarifying aspects of the work agenda.
*[[Innovation]] is the process of creating new ideas and putting them into practice.
*[[Instrumental values]] reflect a person’s beliefs about the means to achieve desired ends.
*[[Instrumentality]] is the probability that performance will lead to various work outcomes.
*[[Integrative negotiation]] focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it.
*[[Interactional justice]] is the degree to which the people are treated with dignity and respect in decisions affecting them.
*[[Interactional transparency]] is the open and honest sharing of information.
*[[Interfirm alliance]]s are announced cooperative agreements or joint ventures between two independent firms.
*[[Intergroup conflict]] occurs among groups in an organization.
*[[Intermittent reinforcement]] rewards behavior only periodically.
*[[Internal integration]] deals with the creation of a collective identity and with ways of working and living together.
*[[Interorganizational conflict]] occurs between organizations.
*[[Interpersonal barrier]]s occur when individuals are not able to objectively listen to the sender due to things such as lack of trust, personality clashes, a bad reputation, stereotypes/prejudices, etc.
*[[Interpersonal conflict]] occurs between two or more individuals in opposition to each other.
*[[Inter-team dynamics]] are relationships between groups cooperating and competing with one another.
*[[Intrapersonal conflict]] occurs within the individual because of actual or perceived pressures from incompatible goals or expectations.
*[[Intrinsic reward]]s are valued outcomes received directly through task performance.
*[[Intuitive thinking]] approaches problems in a flexible and spontaneous fashion.
*[[Job burnout]] is a loss of interest in or satisfaction with a job due to stressful working conditions.
*[[Job design]] is the process of specifying job tasks and work arrangements.
*[[Job enlargement]] increases task variety by combining into one job two or more tasks that were previously assigned to separate workers.
*[[Job enrichment]] builds high-content jobs that involve planning and evaluating duties normally done by supervisors.
*[[Job involvement]] is the extent to which an individual is dedicated to a job.
*[[Job rotation]] increases task variety by periodically shifting workers among jobs involving different tasks.
*[[Job satisfaction]] is a positive feeling about one’s work and work setting.
*[[Job satisfaction]] is the degree to which an individual feels positive or negative about a job.
*[[Job sharing]]. One full-time job is split between two or more persons who divide the work according to agreed-upon hours.
*[[Job simplification]] standardizes work to create clearly defined and highly specialized tasks.
*[[Lack-of-participation error]] occurs when important people are excluded from the decision making process.
*[[Lateral communication]] is the flow of messages at the same levels across organizations.
*[[Law of effect]] is that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not.
*[[Leader match training leader]]s are trained to diagnose the situation to match their high and low LPC scores with situational control.
*[[Leader-member exchange theory]] emphasizes the quality of the working relationship between leaders and followers.
*[[Leadership grid]] is an approach that uses a grid that places concern for production on the horizontal axis and concern for people on the vertical axis.
*[[Leadership]] is the process of influencing others and the process of facilitating individual and collective efforts to accomplish shared objectives.
*[[Leading]] creates enthusiasm to work hard to accomplish tasks successfully.
*[[Leaking pipeline]] is a phrase coined to describe how women have not reached the highest levels of organizations.
*[[Learning]] is an enduring change in behavior that results from experience.
*[[Least-preferred co-worker scale]] ([[LPC scale]]) is a measure of a person’s leadership style based on a description of the person with whom respondents have been able to work least well.
*[[Legitimate power]] or [[formal authority]] is the extent to which a manager can use the “right of command” to control other people.
*[[Lifelong learning]] is continuous learning from everyday experiences.
*[[Line unit]]s are workgroups that conduct the major business of the organization.
*[[Locus of control]] is the extent a person feels able to control his or her own life and is concerned with a person’s internal–external orientation.
*[[Long-term/short-term orientation]] is the degree to which a culture emphasizes long-term or short-term thinking.
*[[Low-context culture]]s. Message]]s are expressed mainly by the spoken and written word.
*[[Lower-order needs]] in Maslow’s hierarchy are physiological, safety, and social.
*[[Machiavellianism]] causes someone to view and manipulate others purely for personal gain.
*[[Maintenance activities]] support the emotional life of the team as an ongoing social system.
*[[Management by objectives]], or [[MBO]] is a process of joint goal setting between a supervisor and a subordinate.
*[[Management philosophy]] links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs.
*[[Managerial script]] is a series of well-known routines for problem identification and alternative generation and analysis common to managers within a firm.
*[[Managerial wisdom]] is the ability to perceive variations in the environment and understand the social actors and their relationships.
*[[Manager]]s are persons who support the work efforts of other people.
*[[Masculinity–femininity]] is the degree to which a society values assertiveness or relationships.
*[[Matrix departmentation]] is a combination of functional and divisional patterns wherein an individual is assigned to more than one type of unit.
*[[Mechanistic type of machine bureaucracy]] emphasizes vertical specialization and control with impersonal coordination and a heavy reliance on standardization, formalization, rules, policies, and procedures.
*[[Mediation]] a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument.
*[[Merit pay]] links an individual’s salary or wage increase directly to measures of performance accomplishment.
*[[Mimicry]] is the copying of the successful practices of others.
*[[Mission statement]] describes the organization’s purpose for stakeholders and the public.
*[[Mission statement]]s are written statements of organizational purpose.
*[[Model]]s are simplified views of reality that attempt to explain real-world phenomena.
*[[Moods]] are generalized positive and negative feelings or states of mind.
*[[Moral dilemma]] involves a choice between two or more ethically uncomfortable alternatives.
*[[Moral manager]] makes ethical behavior a personal goal.
*[[Moral problem]] poses major ethical consequences for the decision maker or others.
*[[Motivation]] accounts for the level and persistence of a person’s effort expended at work.
*[[Motivation]] refers to forces within an individual that account for the level, direction, and persistence of effort expended at work. Content theories profile different needs that may motivate individual behavior.
*[[Motivator factor]]s in the job content are sources of job satisfaction.
*[[Multicultural organization]] is a firm that values diversity but systematically works to block the transfer of societally based subcultures into the fabric of the organization.
*[[Multiculturalism]] refers to pluralism and respect for diversity in the workplace.
*[[Multiskilling]] is where team members are each capable of performing many different jobs.
*[[Mum effect]] occurs when people are reluctant to communicate bad news.
*[[Need for achievement]] ([[nAch]]) is the desire to do better, solve problems, or master complex tasks.
*[[Need for affiliation]] ([[nAff]]) is the desire for friendly and warm relations with others.
*[[Need for power]] ([[nPower]]) is the desire to control others and influence their behavior.
*[[Negative reinforcement]] strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence.
*[[Negotiation]] is the process of making joint decisions when the parties involved have different preferences.
*[[Network development]] involves developing and managing the connections among individuals both inside and outside the unit or firm.
*[[Noise]] is anything that interferes with the effectiveness of communication.
*[[Nominal group technique]] involves structured rules for generating and prioritizing ideas.
*[[Nonprogrammed decision]]s are created to deal specifically with a problem at hand.
*[[Nonverbal communication]] occurs through facial expressions, body motions, eye contact, and other physical gestures.
*[[Norms]] are rules or standards for the behavior of group members.
*[[Observable culture]] is the way things are done in an organization.
*[[Open system]]s transform human and material resource inputs into finished goods and services.
*[[Operant conditioning]] is the control of behavior by manipulating its consequences.
*[[Operations technology]] is the combination of resources, knowledge, and techniques that creates a product or service output for an organization.
*[[Optimism]] is the expectation of positive outcomes.
*[[Optimizing decision]]s give the absolute best solution to a problem.
*[[Organic type]] or [[professional bureaucracy]] emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures.
*[[Organization chart]]s are diagrams that depict the formal structures of organizations.
*[[Organizational behavior]] is the study of individuals and groups in organizations.
*[[Organizational behavior modification]] is the use of extrinsic rewards to systematically reinforce desirable work behavior and discourage undesirable behavior.
*[[Organizational citizenship behavior]]s are the extras people do to go the extra mile in their work.
*[[Organizational commitment]] is the loyalty of an individual to the organization.
*[[Organizational cultural lag]] is a condition where dominant cultural patterns are inconsistent with new emerging innovations.
*[[Organizational culture]] is a shared set of beliefs and values within an organization.
*[[Organizational design]] is the process of choosing and implementing a structural configuration for an organization.
*[[Organizational governance]] is the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization.
*[[Organizational justice]] is an issue of how fair and equitable people view workplace practices.
*[[Organizational learning]] is the process of acquiring knowledge and using information to adapt to changing circumstances.
*[[Organizational learning]] is the process of knowledge acquisition, information distribution, information interpretation, and organizational retention.
*[[Organizational myth]] is a commonly held cause-effect relationship or assertion that cannot be supported empirically.
*[[Organizational culture|Organizational]] or [[corporate culture]] is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members.
*[[Organizational politics]] is the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non-sanctioned means and the art of creative compromise among competing interests.
*[[Organization]]s are collections of people working together to achieve a common purpose.
*[[Organizing]] divides up tasks and arranges resources to accomplish them.
*[[Out-group]] occurs when one does not feel part of a group and experiences discomfort and low belongingness.
*[[Output control]]s are controls that focus on desired targets and allow managers to use their own methods for reaching defined targets.
*[[Output goal]]s are the goals that define the type of business an organization is in.
*[[Output measures]] of performance assess achievements in terms of actual work results.
*[[Paired comparison]] in performance appraisal compares each person with every other.
*[[Parochialism]] assumes the ways of your culture are the only ways of doing things.
*[[Participative leadership]] focuses on consulting with subordinates and seeking and taking their suggestions into account before making decisions.
*[[Path-goal view of leadership]] assumes that a leader’s key function is to adjust his or her behaviors to complement situational contingencies.
*[[Patterning of attention]] involves isolating and communicating what information is important and what is given attention from a potentially endless stream of events, actions, and outcome.
*[[Perception]] is the process through which people receive and interpret information from the environment.
*[[Performance gap]] is a discrepancy between the desired and the actual conditions.
*[[Performance-contingent pay]] is that you earn more when you produce more and earn less when you produce less.
*[[Personal conception trait]]s represent individuals’ major beliefs and personal orientation concerning a range of issues concerning social and physical setting.
*[[Personal wellness]] involves the pursuit of one’s job and career goals with the support of a personal health promotion program.
*[[Personality]] is the overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others.
*[[Personality trait]]s enduring characteristics describing an individual’s behavior.
*[[Physical distraction]]s include interruptions from noises, visitors, etc., that interfere with communication.
*[[Planned change]] is a response to someone’s perception of a performance gap—a discrepancy between the desired and actual state of affairs.
*[[Planned change strategies]] consist of force–coercion, rational persuasion, and shared power.
*[[Planning]] sets objectives and identifies the actions needed to achieve them.
*[[Political savvy]] is knowing how to negotiate, persuade, and deal with people regarding goals they will accept.
*[[Positive reinforcement]] strengthens a behavior by making a desirable consequence contingent on its occurrence.
*[[Power distance]] is a culture’s acceptance of the status and power differences among its members.
*[[Power]] is the ability to get someone else to do something you want done or the ability to make things happen or get things done the way you want.
*[[Power-oriented behavior]] is action directed primarily at developing or using relationships in which other people are willing to defer to one’s wishes.
*[[Presence-aware tool]]s are software that allow a user to view others’ real-time availability status and readiness to communicate.
*[[Proactive personality]] is the disposition that identifies whether or not individuals act to influence their environments.
*[[Problem-focused coping]] mechanisms manage the problem that is causing the distress.
*[[Problem-solving style]] reflects the way a person gathers and evaluates information when solving problems and making decisions.
*[[Problem-solving team]] is set up to deal with a specific problem or opportunity.
*[[Procedural justice]] is the degree to which rules are always properly followed to implement policies.
*[[Process control]]s are controls that attempt to specify the manner in which tasks are to be accomplished.
*[[Process innovation]]s introduce into operations new and better ways of doing things.
*[[Process power]] is the control over methods of production and analysis.
*[[Process theories]] examine the thought processes that motivate individual behavior.
*[[Product innovation]]s introduce new goods or services to better meet customer needs.
*[[Profit sharing]] rewards employees in some proportion to changes in organizational profits.
*[[Programmed decision]]s simply implement solutions that have already been determined by past experience as appropriate for the problem at hand.
*[[Projection]] assigns personal attributes to other individuals.
*[[Proxemics]] involves the use of space as people interact.
*[[Psychological contract]] is an unwritten set of expectations about a person’s exchange of inducements and contributions with an organization.
*[[Punishment]] discourages a behavior by making an unpleasant consequence contingent on its occurrence.
*[[Quality circle]] team meets regularly to address quality issues.
*[[Ranking]] in performance appraisal orders each person from best to worst.
*[[Rational persuasion]] is the ability to control another’s behavior because, through the individual’s efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it.
*[[Rational persuasion strategy]] uses facts, special knowledge, and rational argument to create change.
*[[Receiver]] is the individual or group of individuals to whom a message is directed.
*[[Recognition-based leadership prototype]]s base leadership effectiveness on how well a person fits characteristics the evaluator thinks describe a good or effective leader.
*[[Referent power]] is the ability to control another’s behavior because of the individual’s desire to identify with the power source.
*[[Refreezing]] is the stage in which changes are reinforced and stabilized.
*[[Reinforcement]] is the delivery of a consequence as a result of behavior.
*[[Relatedness need]]s are desires for satisfying interpersonal relationships.
*[[Relationship management]] is the ability to establish rapport with others to build good relationships.
*[[Reliability]] means a performance measure gives consistent results.
*[[Representative power]] is the formal right conferred by the firm to speak for and to a potentially important group.
*[[Representativeness heuristic]] bases a decision on similarities between the situation at hand and stereotypes of similar occurrences.
*[[Resilience]] is the ability to bounce back from failure and keep forging ahead.
*[[Resistance to change]] is any attitude or behavior that indicates unwillingness to make or support a desired change.
*[[Restricted communication network]]s link subgroups that disagree with one another’s positions.
*[[Reward power]] is the extent to which a manager can use extrinsic and intrinsic rewards to control other people.
*[[Risk environment]]s provide probabilities regarding expected results for decision-making alternatives.
*[[Risk management]] involves anticipating risks and factoring them into decision making.
*[[Rite]]s are standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members.
*[[Ritual]]s are systems of rites.
*[[Role ambiguity]] occurs when someone is uncertain about what is expected of him or her.
*[[Role conflict]] occurs when someone is unable to respond to role expectations that conflict with one another.
*[[Role]] is a set of expectations for a team member or person in a job.
*[[Role negotiation]] is a process for discussing and agreeing upon what team members expect of one another.
*[[Role overload]] occurs when too much work is expected of the individual.
*[[Role underload]] occurs when too little work is expected of the individual.
*[[Romance of leadership]] is where people attribute romantic, almost magical, qualities to leadership.
*[[Rule of conformity]] is the greater the cohesiveness the greater the conformity of members to team norms.
*[[Saga]] is an embellished heroic account of the story of the founding of an organization.
*[[Satisficing decision]]s choose the first alternative that appears to give an acceptable or satisfactory resolution of the problem.
*[[Scanning]] is looking outside the firm and bringing back useful solutions to problems.
*[[Schemas]] are cognitive frameworks that represent organized knowledge developed through experience about people, objects, or events.
*[[Scientific management]] used systematic study of job components to develop practices to increase people’s efficiency at work.
*[[Selective listening]] individuals block out information or only hear things that match preconceived notions.
*[[Selective perception]] is the tendency to define problems from one’s own point of view.
*[[Self-awareness]] is the ability to understand our emotions and their impact on us and others.
*[[Self-awareness]] means being aware of one’s own behaviors, preferences, styles, biases, personalities, etc.
*[[Self-concept]] is the view individuals have of themselves as physical, social, spiritual, or moral beings.
*[[Self-conscious emotion]]s arise from internal sources, and social emotions derive from external sources.
*[[Self-efficacy]] is a person’s belief that he or she can perform adequately in a situation.
*[[Self-efficacy]] is a person’s belief that she or he is capable of performing a task.
*[[Self-efficacy]] is an individual’s belief about the likelihood of successfully completing a specific task.
*[[Self-esteem]] is a belief about one’s own worth based on an overall self-evaluation.
*[[Self-fulfilling prophecy]] is creating or finding in a situation that which you expected to find in the first place.
*[[Self-management]] is the ability to think before acting and control disruptive impulses.
*[[Self-managing team]]s are empowered to make decisions to manage themselves in day-to-day work.
*[[Self-monitoring]] is a person’s ability to adjust his or her behavior to external situational (environmental) factors.
*[[Self-serving bias]] underestimates internal factors and overestimates external factors as influences on someone’s behavior.
*[[Semantic barrier]]s involve a poor choice or use of words and mixed messages.
*[[Sender]] is a person or group trying to communicate with someone else.
*[[Shaping]] is positive reinforcement of successive approximations to the desired behavior.
*[[Shared leadership]] is a dynamic, interactive influence process through which individuals in teams lead one another.
*[[Shared-power strategy]] uses participatory methods and emphasizes common values to create change.
*[[Simple design]] is a configuration involving one or two ways of specializing individuals and units.
*[[Situational control]] is the extent to which leaders can determine what their groups are going to do and what the outcomes of their actions are going to be.
*[[Situational leadership model]] focuses on the situational contingency of maturity or “readiness” of followers.
*[[Skill]] is an ability to turn knowledge into effective action.
*[[Skill-based pay]] rewards people for acquiring and developing job-relevant skills.
*[[Social awareness]] is the ability to empathize and understand the emotions of others.
*[[Social capital]] is a [[capacity]] to get things done due to relationships with other people.
*[[Social facilitation]] is the tendency for one’s behavior to be influenced by the presence of others in a group.
*[[Social identity theory]] is a theory developed to understand the psychological basis of discrimination.
*[[Social learning theory]] describes how learning occurs through interactions among people, behavior, and environment.
*[[Social loafing]] occurs when people work less hard in groups than they would individually.
*[[Social network analysis]] identifies the informal structures and their embedded social relationships that are active in an organization.
*[[Social trait]]s are surface-level traits that reflect the way a person appears to others when interacting in social settings.
*[[Societal goal]]s reflect the intended contributions of an organization to the broader society.
*[[Span of control]] refers to the number of individuals reporting to a supervisor.
*[[Specific environment]] is the set of owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive.
*[[Spotlight question]]s expose a decision to public scrutiny and full transparency.
*[[Staff unit]]s assist the line units by performing specialized services to the organization.
*[[Stakeholder]]s are people and groups with an interest or “stake” in the performance of the organization.
*[[Standardization]] is the degree to which the range of actions in a job or series of jobs is limited.
*[[Status congruence]] involves consistency between a person’s status within and outside a group.
*[[Status difference]]s are differences between persons of higher and lower ranks.
*[[Stereotype]] assigns attributes commonly associated with a group to an individual.
*[[Stereotyping]] occurs when people make a generalization, usually exaggerated or oversimplified (and potentially offensive) that is used to describe or distinguish a group.
*[[Stigma]] is a phenomenon whereby an individual is rejected as a result of an attribute that is deeply discredited by his/her society, is rejected as a result of the attribute.
*[[Stock option]]s give the right to purchase shares at a fixed price in the future.
*[[Strategic leadership]] is leadership of a quasi independent unit, department, or organization.
*[[Strategy]] guides organizations to operate in ways that outperform competitors.
*[[Strategy]] positions the organization in the competitive environment and implements actions to compete successfully.
*[[Stress]] is tension from extraordinary demands, constraints, or opportunities.
*[[Subculture]]s are groups who exhibit unique patterns of values and philosophies not consistent with the dominant culture of the larger organization or social system.
*[[Substantive conflict]] involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.
*[[Substitutes for leadership]] make a leader’s influence either unnecessary or redundant in that they replace a leader’s influence.
*[[Supportive communication principle]]s are a set of tools focused on joint problem solving.
*[[Supportive leadership]] focuses on subordinate needs, well-being, and promotion of a friendly work climate.
*[[Synergy]] is the creation of a whole greater than the sum of its parts.
*[[Systematic thinking]] approaches problems in a rational and analytical fashion.
*[[Systems goal]]s are concerned with conditions within the organization that are expected to increase its survival potential.
*[[Task activities]] directly contribute to the performance of important tasks.
*[[Task performance]] is the quantity and quality of work produced.
*[[Team]] is a group of people holding themselves collectively accountable for using complimentary skills to achieve a common purpose.
*[[Team-building]] is a collaborative way to gather and analyze data to improve teamwork.
*[[Team decision]]s are made by all members of the team.
*[[Teamwork]] occurs when team members live up to their collective accountability for goal accomplishment.
*[[Technical skill]] is an ability to perform specialized tasks.
*[[Telecommuting]] is work done at home or from a remote location using computers and advanced telecommunications.
*[[Terminal values]] reflect a person’s preferences concerning the “ends” to be achieved.
*[[Title VII of the Civil Rights Act of 1964]] protects individuals against employment discrimination on the basis of race and color, national origin, sex, and religion.
*[[Trait perspective]]s assume that traits play a central role in differentiating between leaders and nonleaders or in predicting leader or organizational outcomes.
*[[Transactional leadership]] involves leaderfollower exchanges necessary for achieving routine performance agreed upon between leaders and followers.
*[[Transformational change]] radically shifts the fundamental character of an organization.
*[[Transformational leadership]] occurs when leaders broaden and elevate followers’ interests and stir followers to look beyond their own interests to the good of others.
*[[Two-factor theory]] identifies job context as the source of job dissatisfaction and job content as the source of job satisfaction.
*[[Type A orientation]]s are characterized by impatience, desire for achievement, and a more competitive nature than Type B.
*[[Type B orientation]]s are characterized by an easygoing and less competitive nature than Type A.
*[[Uncertain environment]]s provide no information to predict expected results for decision-making alternatives.
*[[Uncertainty avoidance]] is the cultural tendency to be uncomfortable with uncertainty and risk in everyday life.
*[[Unfreezing]] is the stage at which a situation is prepared for change.
*[[Universal design]] is the practice of designing products, buildings, public spaces, and programs to be usable by the greatest number of people.
*[[Unplanned change]] occurs spontaneously or randomly.
*[[Upward communication]] is the flow of messages from lower to higher organizational levels.
*[[Valence]] is the value to the individual of various work outcomes.
*[[Validity]] means a performance measure addresses job-relevant dimensions.
*[[Value chain]] is a sequence of activities that creates valued goods and services for customers.
*[[Value congruence]] occurs when individuals express positive feelings upon encountering others who exhibit values similar to their own.
*[[Values]] are broad preferences concerning appropriate courses of action or outcomes.
*[[Vertical specialization]] is a hierarchical division of labor that distributes formal authority.
*[[Virtual communication network]]s link team members through electronic communication.
*[[Virtual organization]] is an ever-shifting constellation of firms, with a lead corporation, that pool skills, resources, and experiences to thrive jointly.
*[[Virtual team]]s work together through computer mediation.
*[[Work sharing]] is when employees agree to work fewer hours to avoid layoffs.
*[[Workforce diversity]] describes how people differ on attributes such as age, race, ethnicity, gender, physical ability, and sexual orientation.
*[[Workforce diversity]] is a mix of people within a workforce who are considered to be, in some way, different from those in the prevailing constituency.
*[[Zone of indifference]] is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment.

[[Category: Reference Books]]