Fundamentals of Organizational Behavior 6e by DuBrin

From CNM Wiki
Jump to: navigation, search

Fundamentals of Organizational Behavior 6e by DuBrin is the 6th edition of the Fundamentals of Organizational Behavior textbook authored by Andrew J. DuBrin, Professor of Management, Emeritus College of Business, Rochester Institute of Technology, and published by Academic Media Solutions in 2019.

  • Active Listening. Listening for full meaning without making premature judgments or interpretations.
  • Administrative Management. A school of management thought concerned primarily with how organizations should be structured and managed.
  • Anti-Bias Training. A type of training that helps employees discover their unconscious biases that may adversely affect certain demographic groups.
  • Artificial Intelligence. The ability of a computer program or machine to think and learn in a manner that emulates human intelligence.
  • 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 process by which people ascribe causes to the behavior they perceive.
  • Avoidance. Motivation Rewarding by taking away an uncomfortable consequence.
  • Behavioral Approach to Leadership. An attempt to specify how the behavior of effective leaders differs from their less-effective counterparts.
  • Behavioral Approach to Management. The belief that specific attention to the workers' needs creates greater satisfaction and productivity.
  • Big Data. Enormous amounts of data that have the potential to be mined for information.
  • Blame. The tendency to place the responsibility for a negative outcome on a person, a thing, or the environment.
  • Bureaucracy. A rational, systematic, and precise form of organization in which rules, regulations, and techniques of control are precisely defined.
  • Burnout. A pattern of emotional, physical, and mental exhaustion in response to chronic job stressors.
  • Business Process Reengineering. The radical redesign of work to achieve substantial improvements in performance.
  • Casual Time Orientation. The perception of time as an unlimited and unending resource, leading to patience.
  • Centralization. The extent to which executives delegate authority to lower organizational units.
  • Charisma. The ability to lead others based on personal charm, magnetism, inspiration, and emotion.
  • Coaching (in relation to teams). A direct interaction with the team with the intention of improving team processes to enhance performance.
  • Coercive. Power Controlling others through fear or threat of punishment.
  • Cognitive Dissonance. The situation in which the pieces of knowledge, information, attitudes, or beliefs held by an individual are contradictory.
  • Cognitive Intelligence. The capacity to acquire and apply knowledge, including solving problems.
  • Cognitive Learning Theory. A theory emphasizing that learning takes place in a complicated manner involving much more than acquiring habits and small skills.
  • Cognitive Skills. Mental ability and knowledge.
  • Collectivism. A value emphasizing that the group and society receive top priority.
  • Complexity. The number of different job titles and units within an organization.
  • Concern for Others. An emphasis on personal relations and a concern for the welfare of others. Usually measured along a continuum, with materialism at the opposite end.
  • Conflict. The opposition of persons or forces giving rise to some tension.
  • Confrontation and Problem Solving. A method of identifying the true source of conflict and resolving it systematically.
  • Consideration. The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust.
  • Contingency Approach to Management. The viewpoint that there is no one best way to manage people or work but that the best way depends on certain situational factors.
  • Contingency Theory of Leadership. The position that the best style of leadership depends on factors relating to group members and the work setting.
  • Corporate Social Responsibility. The idea that firms have an obligation to society beyond their economic obligations to owners or stockholders and also beyond those prescribed by law or contract.
  • Creative Self-Efficacy. The belief that one can be creative in a work role.
  • Creativity. The process of developing good ideas that can be put into action.
  • Crew. A group of specialists each of whom has specific roles, performs brief events that are closely synchronized with each other, and repeats these events under different environmental conditions.
  • Crisis Leadership. The process of leading group members through a sudden and largely unanticipated, extremely negative, and emotionally upsetting circumstance.
  • Cross-Functional Team. A work group composed of workers with different specialties but from about the same organizational level, who come together to accomplish a task.
  • Crowdsourcing. The gathering of input or information relevant to a particular task by enlisting the services of many people either paid or unpaid, typically via the Internet.
  • Cultural Assumption. A form of stereotype in which we attribute attitudes and behaviors to members of a group, without verifying our information.
  • Cultural Intelligence (CQ). An outsider's ability to interpret someone's unfamiliar and ambiguous behavior in the same way that that person's compatriots would interpret the behavior.
  • Cultural Sensitivity. An awareness of and a willingness to investigate the reasons why people of another culture act as they do.
  • Cultural Training. Training that attempts to help workers understand people from other cultures.
  • Culture Shock. A group of physical and psychological symptoms that can develop when a person is abruptly placed in a foreign culture.
  • Decision. The act of choosing among two or more alternatives in order to solve a problem.
  • Decision Criteria. The standards of judgment used to evaluate alternatives.
  • Departmentalization. The process of subdividing work into departments.
  • Difficult Person. An individual who creates problems for others, yet has the skill and mental ability to do otherwise.
  • Diversity Training. Training that attempts to bring about workplace harmony by teaching people how to get along better with diverse work associates.
  • Double-Loop Learning. A change in behavior that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation.
  • Downsizing. The laying off of workers to reduce costs and increase efficiency.
  • E-Learning. A web-based form of computer-based training.
  • Emotion. A feeling such as anger, fear, joy, or surprise that underlies behavior.
  • Emotional Intelligence. Qualities such as understanding one's own feelings, empathy for others, and the regulation of emotion to enhance living.
  • Emotional Labor. The process of regulating both feelings and expressions to meet organizational goals.
  • Employee Engagement. High levels of personal investment in the work tasks performed on the job.
  • Empowerment. The process of sharing power with group members, thereby enhancing their feelings of self-efficacy.
  • Equity Theory. The theory that employee satisfaction and motivation depend on how fairly the employees believe that they are treated in comparison to peers.
  • Ethics. An individual's moral beliefs about what is right and wrong or good and bad.
  • Ethnocentrism. The assumption that the ways of one's own culture are the best ways of doing things.
  • Evidence-Based Management. Using research evidence to help make management decisions.
  • Expectancy. A person's subjective estimate of the probability that a given level of performance will occur.
  • Expectancy Theory. The theory that motivation results from deliberate choices to engage in activities in order to achieve worthwhile outcomes.
  • Experience of Flow. Being "in the zone"; total absorption in one's work and intense concentration.
  • Expert Power. The ability to influence others because of one's specialized knowledge, skills, or abilities.
  • Extinction. Weakening or decreasing the frequency of undesirable behavior by removing the reward for such behavior.
  • Feedback. Information about how well someone is doing in achieving goals. Also, messages sent back from the receiver to the sender of information.
  • Filtering. The coloring and altering of information to make it more acceptable to the receiver.
  • Flat Organization Structure. An organization structure with relatively few layers.
  • Formal Communication Channels. The official pathways for sending information inside and outside an organization.
  • Formal Group. A group deliberately formed by the organization to accomplish specific tasks and achieve goals.
  • Formal Organization Structure. An official statement of reporting relationships, rules, and regulations.
  • Formality. Attaching considerable importance to tradition, ceremony, social rules, and rank.
  • Formalization. The degree to which expectations regarding the methods of work are specified, committed to writing, and enforced.
  • Frame of Reference. A perspective and vantage point based on past experience.
  • Functional Departmentalization. The grouping of people according to their expertise.
  • Fundamental Attribution Error. The tendency to attribute behavior to internal causes when focusing on someone else's behavior.
  • G Factor (General Factor). A major component of intelligence that contributes to problem-solving ability.
  • Goal. What a person is trying to accomplish.
  • Grapevine. The major informal communication channel in organizations.
  • Grit. Perseverance and passion for long-term goals.
  • Group. A collection of people who interact with one another, work toward some common purpose, and perceive themselves as a group.
  • Group Cohesiveness. A situation that takes place when members work closely with each other, in a unified, cooperative manner.
  • Group Norms. The guidelines for acceptable and unacceptable behaviors that are informally agreed on by group members.
  • Group Polarization. A situation in which post-discussion attitudes tend to be more extreme than pre-discussion attitudes.
  • Groupthink. A deterioration of mental efficiency, reality testing, and moral judgment in the interest of group cohesiveness.
  • Hawthorne Effect. The tendency of people to behave differently when they receive attention because they respond to the demands of the situation.
  • Heuristics. Simplified strategies that become rules of thumb in decision making.
  • High-Context Culture. A culture that makes more extensive use of body language.
  • High-Performance Work System (HPWS). A system of HR practices designed to enhance employees' skills, engagement, and productivity in such a way that the workforce becomes a source of sustainable competitive advantage.
  • Horizontal Structure. The arrangement of work by teams that are responsible for accomplishing a process.
  • Human Relations Movement. An approach to dealing with workers based on the belief that there is an important link among managerial practices, morale, and productivity.
  • Implicit Leadership Theory. An explanation of leadership contending that group members develop prototypes specifying the traits and abilities that characterize an ideal business leader.
  • Individual Differences. Variations in how people respond to the same situation based on personal characteristics.
  • Individualism. A mental set in which people see themselves first as individuals and believe that their own interests take priority.
  • Informal Communication Channels. The unofficial network of channels that supplements the formal channels.
  • Informal Group. A group that emerges over time through the interaction of workers, typically to satisfy a social or recreational purpose.
  • Informal Learning. A planned learning that occurs in a setting without a formal classroom, lesson plan, instructor, or examination.
  • Informal Organization Structure. A set of unofficial working relationships that emerges to take care of the events and transactions not covered by the formal structure.
  • Informality. A casual attitude toward tradition, ceremony, social rules, and rank.
  • Information Overload (or Communication Overload). A situation that occurs when people are so overloaded with information that they cannot respond effectively to messages, resulting in stress.
  • Initiating Structure. The degree to which a leader establishes structure for group members.
  • Innovation. The process of creating new ideas and their implementation or commercialization.
  • Instrumentality. The individual's subjective estimate of the probability that performance will lead to certain outcomes.
  • Intellectual Capital. Knowledge that transforms raw materials and makes them more valuable; it is also a capital asset consisting of intellectual material.
  • Intrinsic Motivation. A person's beliefs about the extent to which an activity can satisfy his or her needs for competence and self-determination.
  • Intuition. An experience-based way of knowing or reasoning in which weighing and balancing evidence are done automatically.
  • Job Characteristics Model. A method of job design that focuses on the task and interpersonal demands of a job.
  • Job Crafting. The physical and mental changes workers make in the task or relationship aspects of their job.
  • Job Demands-Job Control Model. An explanation of job stress contending that workers experience the most stress when the demands of the job are high yet they have little control over the activity.
  • Job Enrichment. The process of making a job more motivational and satisfying by adding variety, responsibility, and managerial decision making.
  • Job Satisfaction. The amount of pleasure or contentment associated with a job.
  • Knowledge Management (KM). The systematic sharing of information to achieve advances in innovation, efficiency, and competitive advantage.
  • Large-Scale Organizational Change. The method used to accomplish a major change in the firm's strategy and culture.
  • Leader-Member Exchange Model (LMX Model). The model that recognizes that leaders develop unique working relationships with each group member.
  • Leader Political Support. Tactics of organizational politics and influence engaged in by leaders to provide followers with necessary resources to advance individual, group, or organizational objectives.
  • Leadership. The ability to inspire confidence and support among the people on whose competence and commitment performance depends.
  • Leadership Style. The relatively consistent pattern of behavior that characterizes a leader.
  • Learning. A relatively permanent change in behavior based on practice or experience.
  • Learning Organization. An organization that is skilled at creating, acquiring, and transferring knowledge and at modifying behavior to reflect new knowledge and insights.
  • Learning Style. A person's particular way of learning, reflecting the fact that people learn best in different ways.
  • Legitimate Power. Power based on one's formal position within the hierarchy of the organization.
  • Linguistic Style. A person's characteristic speaking pattern, involving the amount of directness used, pacing and pausing, word choice, and the use of jokes, figures of speech, questions, and apologies.
  • Locus of Control. The way in which people look at causation in their lives.
  • Long-Term Orientation. In describing national culture, taking a long-range perspective.
  • Low-Context Culture. A culture that makes less use of body language.
  • Machiavellianism. A tendency to manipulate others for personal gain.
  • Management by Walking Around. The process of managers intermingling freely with workers on the shop floor, in the office, and with customers.
  • Maslow's Hierarchy of Needs. A classical theory of motivation that arranges human needs into a pyramid-shaped model, with basic physiological needs at the bottom and self-actualization needs at the top.
  • Materialism. An emphasis on assertiveness and the acquisition of money and material objects; usually measured along a continuum, with concern for others at the opposite end.
  • Matrix Organization Structure. An organization consisting of a project structure superimposed on a functional structure.
  • Message. A purpose or an idea to be conveyed in a communication event.
  • Meta-Analysis. A quantitative or statistical review of the literature on a particular subject; an examination of a range of studies for the purpose of reaching a combined result or best estimate.
  • Metacommunicate. To communicate about your communication to help overcome barriers or resolve a problem.
  • Micromanagement. Supervising group members too closely and second-guessing their decisions.
  • Mindfulness. Concentrating on the present moment without making judgments about what is happening.
  • Mixed Signals. Communication breakdown resulting from the sending of different messages about the same topic to different audiences.
  • Modeling. Imitation; learning a skill by observing another person performing that skill.
  • Motivation. In a work setting, the process by which behavior is mobilized and sustained in the interest of achieving organizational goals.
  • Multicultural Organization. An organization that values cultural diversity and is willing to encourage and even capitalize on such diversity.
  • Multicultural Worker. A worker with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles, and to conduct business in a diverse, international environment. Also, an employee who has more than one cultural identity, thereby belonging to multiple worlds.
  • Need for Achievement. The desire to accomplish something difficult for its own sake.
  • Need for Affiliation. The desire to establish and maintain friendly and warm relationships with others.
  • Need for Power. The desire to control other people, to influence their behavior, and to be responsible for them.
  • Negative Lifestyle Factors. Behavior patterns predisposing a person to job stress, including poor exercise and eating habits and heavy consumption of caffeine, alcohol, tobacco, and other drugs.
  • Negotiating and Bargaining. Conferring with another person in order to resolve a problem.
  • Network Organization. A spherical structure that can rotate self-managing teams and other resources around a common knowledge base.
  • Network Structure (or Virtual Organization). A temporary association of otherwise independent firms linked by technology to share expenses, employee talents, and access to one another's markets.
  • New Age Workplace. Human-friendly spaces that accommodate both the digitalization of work and an emphasis on collaboration.
  • Noise. Anything that disrupts communication, including the attitude and emotions of the receiver.
  • Nominal Group Technique (NGT). An approach to developing creative alternatives that requires group members to generate alternative solutions independently.
  • Nomophobia. A form of anxiety stemming from having no access to a smartphone or the phone battery being dangerously low.
  • Nonverbal Communication. The transmission of messages by means other than words.
  • Offshoring. The practice of having work performed by a company in an overseas location.
  • Open-Door Policy. An understanding in which any employee can bring a gripe to the attention of upper-level management without checking with his or her immediate manager.
  • Operant Conditioning. Learning that takes place as a consequence of behavior.
  • Organization. A collection of people working together to achieve a common purpose (or simply a big group).
  • Organization Development (OD). Any strategy, method, or technique for making organizations more effective by bringing about constructive, planned change.
  • Organization Structure. The arrangement of people and tasks to accomplish organizational goals.
  • Organizational Behavior (OB). The study of human behavior in the workplace, of the interaction between people and the organization, and the organization itself.
  • Organizational Citizenship Behavior (OCB). Behaviors that express a willingness to work for the good of an organization even without the promise of a specific reward.
  • Organizational Culture. A system of shared values and beliefs that influence worker behavior.
  • Organizational Design. The process of creating a structure that best fits a purpose, strategy, and environment.
  • Organizational Effectiveness. The extent to which an organization is productive and satisfies the demands of its interested parties.
  • Organizational Politics. Informal approaches to gaining power through means other than merit or luck.
  • Outsource. The practice of having work performed by groups outside the organization.
  • Perception. The various ways in which people interpret things in the outside world and how they act on the basis of these interpretations.
  • Personality. The persistent and enduring behavior patterns of an individual that are expressed in a wide variety of situations.
  • Personality Clash. An antagonistic relationship between two people based on differences in personal attributes, preferences, interests, values, and styles.
  • Personalized Power. The use of power primarily for the sake of personal aggrandizement and gain.
  • Person-Role Conflict. A condition that occurs when the demands made by the organization or a manager clash with the basic values of the individual.
  • Political Skill. A combination of social astuteness with the capacity to adjust and adapt behavior to different situational demands.
  • Positive Organizational Behavior. The study and application of human resource strengths and psychological capacities that can be measured, developed, and managed for performance improvement.
  • Positive Reinforcement. The application of a pleasurable or valued consequence when a person exhibits the desired response.
  • Positive Reinforcement Program. The application of reinforcement theory for motivating people in work settings.
  • Power. The potential or ability to influence decisions and control resources.
  • Power Distance. The extent to which employees accept the idea that members of an organization have different levels of power.
  • Practical Intelligence. A type of intelligence required for adapting to an environment to suit an individual's needs.
  • Proactive Personality. A relatively stable tendency to effect environmental change.
  • Problem. A discrepancy between the ideal and the real.
  • Procrastinate. Delaying to take action without a valid reason.
  • Product/Service Departmentalization. The arrangement of departments according to the products or services they provide.
  • Project. A temporary group of specialists working together under one manager to accomplish a fixed objective.
  • Prosocial Motivation. The desire to expend effort to help others.
  • Psychological Safety. The belief that you will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
  • Punishment. The presentation of an undesirable consequence for a specific behavior.
  • Referent Power. The ability to influence others that stems from one's desirable traits and characteristics; it is the basis for charisma.
  • Reinforcement Theory. The contention that behavior is determined by its consequences.
  • Relationship Conflict. Conflict that focuses on personalized, individually oriented issues.
  • Relaxation Response. A general-purpose method of learning to relax by oneself, which includes making oneself quiet and comfortable.
  • Reshoring. The bringing of jobs back to a country that outsourced these jobs previously.
  • Resource Dependence Perspective. The need of the organization for a continuing flow of human resources, money, customers, technological inputs, and material to continue to function.
  • Reward Power. Controlling others through rewards or the promise of rewards.
  • Role Ambiguity. A condition in which the job holder receives confused or poorly defined role expectations.
  • Role Conflict. Having to choose between competing demands or expectations.
  • S Factors (Special Factors). Components of intelligence that contribute to problem-solving ability.
  • Scientific Management. The application of scientific methods to increase workers' productivity.
  • Self-Awareness. Understanding oneself and insightfully processing feedback about oneself to improve personal effectiveness.
  • Self-Determination Theory. The idea that people are active agents, rather than passive reactors to, environmental forces.
  • Self-Efficacy. The feeling of being an effective and competent person with respect to a task.
  • Self-Managed Work Team. A formally recognized group of employees responsible for an entire work process or segment that delivers a product or service to an internal or external customer.
  • Self-Serving Bias. An attribution error whereby people tend to attribute their achievements to good inner qualities, whereas they attribute their failures to adverse factors within the environment.
  • Semantics. The varying meanings people attach to words.
  • Servant Leader. A leader who serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.
  • Sexual Harassment. Unwanted sexually oriented behavior in the workplace that results in discomfort and/or interference with the job.
  • Shaping. Learning through the reinforcement or rewarding of small steps to build to the final or desired behavior.
  • Shared Team Leadership. A mutual influence process in which team members collaborate on decision making, share responsibility, and lead each other toward the attainment of goals.
  • Short-Term Orientation. In describing a national culture, a demand for immediate results.
  • Situational Control. The degree to which the leader can control and influence the outcomes of group effort.
  • Social Cognitive Theory. The explanation that observation, rather than trial and error and reward and punishment, is the key to learning.
  • Social Entrepreneurship. An environmental approach to social problems such as homelessness, contaminated drinking water, and extreme poverty.
  • Social Learning. The process of observing the behavior of others, recognizing its consequences, and altering behavior as a result.
  • Social Loafing. Freeloading, or shirking individual responsibility when placed in a group setting and removed from individual accountability.
  • Social Responsibility. The idea that firms have an obligation to society beyond their economic obligations to owners or stockholder and also beyond those prescribed by law or contract.
  • Socialization. The process of coming to understand the values, norms, and customs essential for adapting to an organization.
  • Socialized Power. The use of power to achieve constructive ends.
  • Span of Control. The number of workers reporting directly to a manager.
  • Stock Option. A financial incentive that gives employees the right to purchase a certain number of company shares at a specified price, generally the market price of the stock on the day the option is granted.
  • Stress. The mental and physical condition that results from a perceived threat that cannot be dealt with readily.
  • Stressor. Any force creating the stress reaction.
  • Subculture. A pocket in which the organizational culture differs from the dominant culture, as well as other pockets of subculture.
  • Superordinate Goals. Overarching goals that capture the imagination of people.
  • Task Conflict. Conflict that focuses on substantive, issue-related differences related to the work itself.
  • Team. A special type of group in which the members have complementary skills and are committed to a common purpose, a set of performance goals, and an approach to the task.
  • Team Efficacy. A team's belief that it can successfully perform a specific task.
  • Teamwork. A situation in which there is understanding and commitment to group goals on the part of all team members.
  • Telecommuting. An arrangement in which employees use computers to perform their regular work responsibilities at home or in a satellite office; working at home and sending output electronically to the office.
  • Territorial Games. Also known as "turf wars," behaviors that involve protecting and hoarding resources that give a person power, such as information, relationships, and decision-making authority.
  • Transformational Leader . One who helps organizations and people make positive changes in the way they conduct their activities.
  • Triple Bottom Line. The idea that organizations should prepare three different and separate bottom lines: the corporate bottom line; people, in terms of their well-being; and the planet, referring to environmental responsibility.
  • Two-Factor Theory of Work Motivation. Herzberg's theory contending that there are two different sets of job factors. One set can satisfy and motivate people (motivators or satisfiers); the other set can only prevent dissatisfaction (dissatisfiers or hygiene factors).
  • Uncertainty Avoidance. The extent to which people accept the unknown and tolerate risk and unconventional behavior.
  • Urgent Time Orientation. The perception of time as a scarce resource, therefore leading to impatience.
  • Valence. The value a person places on a particular outcome.
  • Value. The importance a person attaches to something that serves as a guide to action.
  • Value Judgment. An overall opinion of something based on a quick perception of its merit.
  • Virtual Team. A group that conducts almost all of its collaborative work via electronic communication rather than face-to-face meetings.
  • Wellness Program. A formal organization-sponsored activity to help employees stay well and avoid illness.
  • Whistle-Blower. An employee who discloses organizational wrongdoing to parties who can take action.
  • Win-Win. The belief that, after conflict has been resolved, both sides should gain something of value.
  • Work-Family Conflict. Conflict that ensues when the individual has to perform multiple roles: worker; spouse; and, often, parent.
Retrieved from "https://wiki.cnmcyber.com/w/index.php?title=Fundamentals_of_Organizational_Behavior_6e_by_DuBrin&oldid=69556"