Managing Organizational Behavior 2e by Baldwin, Bommer, Rubin

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Managing Organizational Behavior 2e by Baldwin, Bommer, Rubin is the 2nd edition of the Managing Organizational Behavior: What Great Managers Know and Do textbook authored by Timothy T. Baldwin, Indiana University, William H. Bommer, California State University, Fresno, and Robert S. Rubin, DePaul University, and published in 2013 by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., New York, NY.

  • ABC method. Prioritization method used to rank job tasks in terms of their importance and urgency.
  • Abilene Paradox. Paradox through which a particular situation forces a group of people to act in a way that is counter to their actual preferences. It represents the mismanagement of agreement.
  • Ability. A capacity to successfully perform job tasks.
  • Absolute subjective assessment. Involves comparing an employee's performance to that of a model or set performance standard.
  • Accommodation. Conflict style in which individuals neglect their own concerns to satisfy the concerns of others.
  • Active listening. Communication technique in which an individual confirms his/her understanding of content and feelings of the person speaking.
  • Activity-based goals. Describe solely the activities by which success will be determined.
  • Adhocracy. Cultural orientation that values flexibility and an external focus outside of the company.
  • Adjourning stage. Stage of group development that involves completing a task and disbanding the team.
  • Adverse impact. Legal term referring to normally unintentional discrimination caused by the use of certain types of selection tests.
  • Affective commitment. Attitude representing one's emotional attachment to the organization.
  • After action review. Technique used to learn from a group's successes and failures by thoroughly reviewing the process and outcomes of an exercise or project.
  • Altruism. Form of organizational citizenship behavior that has the effect of helping a specific other person with an organizationally relevant task or problem.
  • Analogies. A well-tested technique for improving creative problem solving by helping make the strange familiar or the familiar strange.
  • Anchoring and adjustment bias. Tendency to use a number or value as a starting point and then adjust future judgments based upon the initial value.
  • Appraisal support. Feedback that builds one's self-esteem.
  • Appreciative inquiry. An approach that seeks to identify the unique qualities and special strengths of an organization.
  • Articulating a vision. Behavior that allows the leader to identify new opportunities for his or her group and talk positively about what that means for them.
  • Artifacts. Organizational attributes that can be observed, felt, and heard as an individual enters a new culture.
  • Assertive communication. Clearly and respectfully expressing one's needs to others.
  • Assessment center. Method for assessing and developing managerial capabilities consisting of a series of behavioral exercises.
  • Attention. First component of Bandura's observational learning requiring one to focus personal resources on learning.
  • Attitudes. Appraisals or evaluations of people, objects, or events.
  • Attraction-selection-attrition framework (ASA framework). A framework for understanding how individuals and organizations are attracted to each other based on similar values and goals.
  • Authority. The rights inherent in a managerial position.
  • Autonomy. The decisional freedom to select how and when particular tasks are performed.
  • Availability bias. The tendency for people to base their judgments on information that is readily available or easy to bring to mind.
  • Avoidance. Conflict style in which individuals circumvent their own concerns or those of the other person.
  • Balanced scorecard. A method for tracking business results across a number of critical areas including financial, customer, internal process, and employee factors.
  • BATNA (best alternative to a negotiated agreement). The alternative a person will be left with if he or she cannot reach a negotiated agreement with another party.
  • Behavioral intentions. The motivation and thoughts that are immediate precursors of a person's actual behavior.
  • Behavioral interviews. Interview technique that requires candidates to recount actual instances from their past work or relevant experiences relative to the job at hand.
  • Behaviorally anchored rating scale (BARS). Performance evaluation technique that compares job behaviors with specific performance statements on a scale from poor to outstanding.
  • Benchmarking. Technique used to compare one organization's practices with another, usually successful organization's practices.
  • Best alternative to a negotiated agreement. See BATNA.
  • Big E evidence. Generalizable knowledge regarding cause-and-effect connections derived from scientific methods.
  • Big Five. The five basic dimensions of personality, which include extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Also known as "Five Factor Model."
  • Black or white fallacy. The tendency to assume that a solution to a problem is limited to two distinct possibilities.
  • Boomers. Born between the mid-1940s and early 1960s, Baby Boomers were named as a result of a large increase in the birth rate during this time period -- some 4.3 million births per year at the trend's peak.
  • Bounded rationality. Limiting decision making to simplified solutions that do not represent the full complexity of the problem.
  • Brainwriting. Technique used to generate solutions to a problem which allows participants time to generate ideas on their own, record them, and then share with the group.
  • Burnout. A syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment that employees may experience after prolonged stress.
  • Career orientation. A preference for a specific type of occupation and work context.
  • Categorical imperative. Kant's central ideal that each person should act on only those principles that she or he would identify as universal laws to be applied to everyone.
  • Change agent. An individual who possesses knowledge and power to guide and facilitate an organizational change effort.
  • Choking. Slang term used to describe the observed performance decrements under pressure circumstances.
  • Civic virtue. Form of organizational citizenship behavior that includes responsible participation in the political life of the organization.
  • Clan. Cultural orientation that values flexibility and an internal focus of the organization.
  • Coercive power. Power base that draws upon an individual's ability to control the distribution of undesirable outcomes.
  • Cognitive ability. The capacity to learn and process cognitive information such as reading comprehension, mathematical patterns, and spatial patterns.
  • Collaboration. Conflict style in which individuals work to find an alternative that meets all parties' concerns.
  • Collectivism. Country cultural characteristic that places value on group harmony, cohesiveness, and consensus.
  • Competition. Conflict style in which individuals pursue their own concerns relatively aggressively, often at the expense of other people's concerns.
  • Competitive team rewards. Situation in which a team is rewarded based upon each individual's contribution and each member's reward varies according to his individual performance.
  • Compromise. Conflict style in which individuals pursue a mutually acceptable solution that partially satisfies everyone involved.
  • Conceptual competencies. Managerial work role requirements that are associated with cognitive processes.
  • Confirmation bias. Tendency to seek information that verifies past or current beliefs while ignoring information that contradicts past or current beliefs.
  • Conflict. The process in which one party perceives that its interests are being opposed or negatively affected by another party.
  • Conformity. Loyal adherence by individuals or group members to group or societal norms.
  • Conscientiousness. Form of organizational citizenship behavior that includes going well beyond the organization's role requirements, in the areas of attendance, taking breaks, and obeying organizational policies.
  • Conservation of resources theory (COR theory). Theory that stress results from three possible threats to personal resources: (1) the threat of losing a personal resource; (2) the actual net loss of a personal resource; or (3) the lack of resource gain following investment of other personal resources.
  • Consultative coaching. Approach to employee development that helps an employee develop or solve problems by exploring alternatives and challenging the employee's thinking through asking questions.
  • Contextual performance. Employee behaviors that contribute to the overall effectiveness of the organization but are not formally required or considered part of an employee's core job tasks.
  • Contingent punishment. Leader behavior that administers a negative outcome to a subordinate based upon the performance of the subordinate.
  • Contingent reward behavior. Leader behavior that provides a positive outcome to a subordinate based upon the performance of the subordinate.
  • Continuance commitment. Attitude representing a decision to remain with an organization because the costs of leaving outweigh the benefits of remaining.
  • Contracting. A process in which a change agent establishes a relationship with key stakeholders and agrees to the process for change.
  • Control. The amount of personal discretion and autonomy the person has in doing a job.
  • Convergent thinking. Group problem solving which is oriented toward deriving the single best answer to a clearly defined question.
  • Cooperative team rewards. Situation in which a team is rewarded as a group for its successful performance, and each member receives exactly the same reward.
  • Core job dimensions. The key characteristics of any job: skill variety, task identity, task significance, autonomy, and feedback.
  • Courtesy. Form of organizational citizenship behavior that includes touching base with those parties whose work would be affected by one's decisions or commitments.
  • Cultural audit. A tool to evaluate a company's values and practices to ensure they are aligned with their corporate strategy.
  • Efficiency. Amount of resources dedicated to attaining results.
  • 80/20 rule. This principle states that for many phenomena, 80% of the consequences stem from 20% of the causes.
  • Emoticons. An evolving set of symbols for expressing emotions in e-mail communications.
  • Emotional exhaustion. Emotional component of burnout that results in feeling psychologically "drained" or "used up" by the job.
  • Emotional intelligence. The ability to accurately detect and manage emotional information in oneself and others.
  • Emotional labor. The process of regulating both feelings and expressions for the benefit of organizational goals.
  • Emotional support. Support offered via sympathy, listening, and caring for others.
  • Employee socialization. The process of helping employees quickly adjust to and reinforce the central values the organization espouses.
  • Equality rule. Process by which resources and rewards are distributed so that each employee gets the same outcome regardless of contributions.
  • Equifinality. A condition in which different initial conditions lead to similar effects.
  • Equity. Calculation by employees as to whether their efforts and outcomes are commensurate with others' efforts and outcomes.
  • Equity rule. Process by which resources and rewards are distributed to employees with respect to their abilities or contributions.
  • Equity sensitivity. Those high in equity sensitivity are more outcome-oriented and want more than others for the same level of inputs. Those low in equity sensitivity pay more attention to their inputs and are less sensitive to equity issues.
  • Equity theory. Refers to an individual's perceptions of the fairness of outcomes he/she receives on the job.
  • ERG theory. Motivational need theory based upon three primary needs: existence, relatedness, and growth.
  • Escalation of commitment. The phenomenon where people increase their investment in a decision despite new evidence suggesting that the decision was probably wrong. Such investment may include money (known informally as "throwing good money after bad"), time, or other resources.
  • Ethical commitment. Level of dedication or desire to do what is right even in the face of potentially harmful personal repercussions.
  • Ethical competency. Skillful consideration of ethics in each stage of the problem-solving process.
  • Ethical consciousness. The ability to understand the ramifications of choosing less ethical courses of action.
  • Ethics. The principles, norms, and standards of conduct governing an individual or group.
  • Ethos. Greek term used to describe the acceptance of a communicator's arguments on the basis of the communicator's perceived competence, ethics, or professional character.
  • Daily hassles. Frequent minor annoyances or events that contribute to an individual's overall stress level.
  • Daily uplifts. Frequent unexpected positive events which can reduce an individual's overall stress level.
  • Deductive argument. Based on a structure which moves from the general assertion to the specific evidence supporting the assertion.
  • Deep acting. Coping strategy for emotional labor whereby employees actually try to feel a certain way that is consistent with the emotions that are supposed to be expressed.
  • Deep-level diversity. Differences among people reflected in underlying attitudes, beliefs, knowledge, skills, and values.
  • Demands. Physical, intellectual, and emotional requirements of a job.
  • Deontological. Category of ethical theory that determines the ethics of an act by looking to the process of the decision (the means).
  • Departmentation. The grouping of resources (including people and technology) into work units.
  • Dependence. The power attributed to one individual in a relationship when he/she possesses something that another individual desires.
  • Depersonalization. Emotional component of burnout that results in feeling cynical, psychologically detached, and indifferent to one's work.
  • Devil's advocate. A person who advocates an opposing or unpopular cause to expose it to a thorough examination.
  • Diffusion of responsibility. A condition whereby team members feel their personal responsibility is limited because others will step up and act.
  • Disparate treatment. Legal term referring to intentional discrimination caused by the selection preferences or practices of a manager or organization.
  • Distributive justice. Perceived fairness of a particular outcome.
  • Divergent thinking. Involves producing multiple or alternative answers from available information. It requires making unexpected combinations, recognizing links among remotely associated issues, and transforming information into unexpected forms.
  • Diversity distance. A measure of the cultural heterogeneity of the people in a group.
  • Doctor-patient consulting model. Approach to consulting whereby the consultant provides both the diagnosis of a problem and the recommended treatment.
  • Downsizing. Terminating large numbers of employees to recapture losses or gain some form of competitive advantage.
  • Effectiveness. The quality of the results an employee achieves.
  • Eustress. Positive, desirable form of stress.
  • Evidence-based management (EBM). Process of translating principles based on the best available scientific evidence into organizational practices and making decisions through the conscientious, explicit, and judicious use of such evidence.
  • Expectancy. The understanding of what performance is desired and the belief that effort will lead to a desired level of performance.
  • Expectancy theory. The level of an individual's motivation depends on the strength of his/her expectation that work behavior will be valued by others and followed by an outcome that is attractive to the individual.
  • Expert coaching. Approach to employee development that helps an employee develop or solve problems by dispensing advice, instructing, or prescribing recommendations.
  • Expert power. Power base that draws upon an individual's special skills or knowledge.
  • Extinction. The gradual disappearance of a behavior that occurs after the termination of any reinforcement of such behavior.
  • Extraversion. A personality dimension that characterizes people who tend to be outgoing, talkative, sociable, and assertive.
  • Extrinsic outcomes. Outcomes obtained from sources external to the individual, including pay and benefits.
  • Face validity. The degree to which a selection method or test is perceived to measure what it intends to measure.
  • Fairness. When used in a selection context, fairness refers to the degree to which a selection method avoids adverse impact (discrimination).
  • Family interference with work (FIW). Experienced when in fulfilling a family role, a work role is neglected.
  • Feasibility. When used in a selection context, feasibility refers to the degree to which a selection method can reasonably be employed in different situations, and its overall cost.
  • Feedback. Degree to which individuals receive knowledge of their results from the job itself.
  • Feminine orientation. Country cultural characteristic that places value on quality of life, warm and personal relationships, and service and care for the weak.
  • Filter. Selectively listening to some content from a communicator and not to others.
  • Five S's. A simple, five-step process that can guide an individual preparing a persuasive presentation. The five S's are strategy, structure, support, style, and supplement.
  • Force field analysis. Lewin's model of systemwide change that helps change agents diagnose the forces that drive and restrain proposed organizational change.
  • Forced distribution. Evaluation technique that assesses employees based on predetermined evaluation categories and forces employees into these categories to form a desired and fixed distribution.
  • Forming stage. In this stage of group development, a primary concern is the initial entry of members into a group. Individuals ask questions as they begin to identify with other group members and with the group itself.
  • Fostering the acceptance of group goals. Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal.
  • Four frames model. An approach to change suggesting that four frames exist in organizations of every kind: structural, human resource, political, and symbolic. The four frames can be respectively likened to factories, families, jungles, and theaters or temples.
  • Full range of leadership. An approach to leadership using transactional leader behaviors to establish a good relationship and then utilizing transformational leader behaviors to get "performance beyond expectations."
  • Fundamental attribution error. The tendency of a decision maker to underestimate or largely ignore external factors and overestimate internal factors.
  • Gap analysis. Tool used to evaluate the relationship between an organization's current practices and its desired future practices.
  • Generation X. Members of Generation X (known as Xers) were born during the mid-1960s through about 1980.
  • Graphic rating scale. Performance evaluation technique in which managers rate a particular employee behavior on a predetermined graduated scale.
  • Groupthink. A pattern of faulty decision making that occurs in groups where members seek agreement at the expense of decision quality.
  • Growth need strength. The need to want to grow or develop in one's job.
  • Half-truths. Practices or concepts that may be true some of the time under some circumstances.
  • Hasty generalization fallacy. Tendency to draw an inappropriate general conclusion from a single specific case.
  • Hearing. The physical reality of receiving sounds; it is a passive act that happens even when we are asleep.
  • Height of an organization. The number of hierarchical levels in an organization.
  • Hierarchy. Culture that places value on stability and control with an internal focus.
  • High-performance expectations. Leader behavior that communicates expectations for excellence, quality, and high performance on the part of followers.
  • High-performance work practices. Management practices associated with sustained performance that exceeds that of its competitors.
  • Histogram. A graphic bar-chart display of data (on the X axis) tracked against some important standard (on the Y axis).
  • Hygiene factors. Factors in the work environment that lead to dissatisfaction in one's job.
  • Hypothetical. A theoretical suggestion or comment that lets you explore creative possibilities with less pressure and helps both parties think through issues they may have not previously considered.
  • Identifiability. A strategy for reducing social loafing by making member contribution to a task explicit.
  • Individualism. Country cultural characteristic that places value on individual achievement, freedom, and competition.
  • Inductive argument. Based on a structure which moves from specific evidence to a general assertion supported by the evidence.
  • Influence. The use of power to affect others.
  • Influence tactic. Behavior that attempts to alter another individual's attitude or behavior.
  • Information richness. The potential information-carrying capacity of a communication channel, and the extent to which it facilitates developing a common understanding between people.
  • Informational support. Support offered in the form of expertise to solve a problem.
  • Innocent bystander effect. When a person sees others are present, he or she will be more likely not to get involved, assuming that others will take care of the problem. This is the effect caused by a diffusion of responsibility.
  • Inquiry skills. Skills used to surface others' assumptions by asking questions about a problem.
  • Instrumental support. Support that is tangible and practical in nature and a direct means of helping someone.
  • Instrumentality. An individual's subjective belief about the likelihood that performing a behavior will result in a particular outcome.
  • Integrity. The adherence to an ethical code or standard.
  • Integrity tests. Tests designed to predict applicant deviant behaviors on the job.
  • Intellectual stimulation. Leader behavior that challenges followers to reexamine assumptions about their work and rethink how it can be performed.
  • Interactional justice. Perceived fairness of interpersonal treatment and informational adequacy.
  • Interpersonal competencies. Managerial work role requirements that are associated with interacting, influencing, and leading others.
  • Intrinsic outcomes. Outcomes that stem from sources internal to the individual, including a sense of accomplishment and satisfaction.
  • Introversion. A personality dimension that characterizes people who tend to be quiet and solitary.
  • Intuition. A sense of something not evident or deducible; an impression or gut feeling.
  • Involuntary turnover. Separation that is initiated by an organization.
  • Jargon. Technical language and acronyms as well as recognized words with specialized meaning in specific organizations or groups.
  • Job analysis. The process of collecting information about the tasks, knowledge, skills, and abilities required for a job.
  • Job characteristics model (JCM). Description of the potential motivation level inherent in various jobs.
  • Job performance. Degree to which the enactment of one's work role contributes to a group or organization achieving its desired outcomes.
  • Job satisfaction. Appraisal of how one feels about all aspects of a particular job.
  • Kotter's change model. An eight-step framework that is a useful way to think about the critical elements necessary to create successful change interventions. (Increase urgency, create a guiding coalition, get the vision right, communicate for buy-in, empower action, create short-term wins, consolidate gains and don't let up, anchor change in your culture.)
  • Ladder of inference. A common mental pathway in which people observe events or information and ultimately form misguided beliefs based upon their perception of the events or information.
  • Lag measures. Provide information about performance that has already occurred; most financial measures are lag measures.
  • Lead measures. Do not guarantee future profitability, but these measures are used to predict success in the future.
  • Leader-member exchange (LMX). Refers to the quality of the relationship between a manager and his or her subordinate.
  • Leadership. The ability to influence people to set aside their personal concerns and support a larger agenda.
  • Leadership emergence. The perception of leadership accorded to individuals, usually in group settings where no formal leader has been appointed.
  • Legitimate power. Power base that relies on a position in the formal hierarchy of an organization.
  • Listening. An active process that means a conscious effort to hear and understand. To listen, we must not only hear but also pay attention, understand, and assimilate.
  • Little e evidence. Context-specific knowledge based on local data collection efforts to inform a specific decision.
  • Locus of control. Extent to which we believe we control our own environments and lives.
  • Logos. Greek term for logical arguments presented by a speaker, including facts, figures, and other forms of persuasion.
  • Long-term orientation (LTO). Derives from values that include saving and persistence in achieving goals.
  • Market. Culture that places value on control and stability, with a focus outside of the organization.
  • Masculine orientation. Cultural orientation that values assertiveness, performance, success, and competition, and is results-oriented.
  • Maslow's hierarchy of needs. Depiction of five basic needs that motivate behavior arranged in a hierarchy from lower order (physiological) to highest order (self-actualization).
  • Mental models. The broad worldviews that people rely on to guide their perceptions and behaviors.
  • Mentor. A more experienced person who provides assistance and guidance as part of a long-term relationship .
  • Mentoring. An intense, long-term relationship between a more experienced individual (mentor) and a less experienced individual (protégé).
  • Millennials. Born in the early 1980s through the turn of the century, Millennials are the first generation to be truly surrounded by technology and a media-driven world.
  • Mixed-motive situation. Situation in which an individual is motivated to both compete and cooperate.
  • Model of transitions. A change model that depicts individuals experiencing three stages of transition while undergoing change: endings, neutral zones, and beginnings.
  • Modeling. Learning by imitating the behavior of others.
  • Moral imagination. Ability to cognitively remove oneself from a problem and see the possible ethical problems present, imagine other possibilities and alternatives, and evaluate new possibilities.
  • Moral intensity. The degree to which an issue demands the application of ethical principles.
  • Motivating force. In expectancy theory, the total drive toward action that a person experiences. Consists of the multiplicative product of expectancy, instrumentality, and valence. Generally represented by the formula MF 5 E 3 I 3 V.
  • Motivation. Psychological factors that determine the direction of an individual's behavior, effort, and persistence.
  • Motivation factors. Factors in the work environment that lead to satisfaction in one's job.
  • Motivation potential score (MPS). Predictive index suggesting the motivating potential in a job, derived from the job characteristics model.
  • Multisource feedback. Feedback provided by many sources other than one's self, such as from a boss, co-worker, customer, or subordinate.
  • Need for achievement. Degree to which an individual has a desire to achieve, in relation to a set of standards and will to succeed.
  • Need for affiliation. Degree to which an individual has a desire for friendly and close interpersonal relationships.
  • Need for power. Degree to which an individual has a desire to influence or control other people.
  • Need rule. Process by which resources and rewards are distributed to an employee or employees who need them most.
  • Negative reinforcement. Eliminating an undesirable outcome when an individual performs a desired behavior.
  • Normative commitment. Attitude representing the degree to which an employee desires to stay with the organization out of feelings of obligation.
  • Norming stage. The point at which the group begins to come together as a coordinated unit.
  • Norms. The informal rules and expectations that groups establish to regulate the behavior of their members.
  • Objective assessment. Evaluation technique based on results or impartial performance outcomes that are easily identifiable, representing employee output that is visible and/or countable.
  • Operant conditioning. The process of learning that links desired consequences to desired behaviors.
  • Organization culture. A shared way of being, acting, and interpreting life in the company.
  • Organizational behavior (OB). Social science that attempts to describe, explain, and predict human behavior in an organizational context.
  • Organizational behavior modification. An application of reinforcement theory to increasing an individual's motivation and performance.
  • Organizational citizenship behavior (OCB). Discretionary behaviors beneficial to the organization but that are not explicitly recognized by the formal reward system.
  • Organizational commitment. Extent to which an employee identifies with his organization and desires to remain a member of the organization.
  • Organizational cynicism. A feeling of distrust toward an organization. Usually associated with prior misdeeds by the organization whereby the trust of the employees has been undermined.
  • Organizational development. A systemwide strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges.
  • Organizational structure. The work roles and authority relationships in an organization.
  • Outcome-based goals. Describe the specific results by which success will be determined.
  • Overconfidence bias. Tendency to be overly optimistic or confident in one's decisions.
  • PADIL. Acronym to describe the five key steps in the problem-solving process: problem, alternatives, decide, implement, and learn.
  • Pair of hands consulting model. Approach to consulting whereby the consultant is given the diagnoses and solution to a problem and is hired to implement the solution.
  • Pareto efficient. Represents an outcome in which no other possible agreement results in both parties being better off.
  • Pathos. Greek term for appeals that rely on emotion to persuade.
  • Performance management cycle (PMC). The key steps involved in managing employee performance: selecting, assessing, and managing performance.
  • Performance tests. Employment tests designed specifically to measure hands-on skills that are highly predictive of future job performance.
  • Performing stage. The emergence of a mature, organized, and well-functioning team.
  • Personality. Set of characteristics possessed by an individual that may have unique influence on one's cognition, motivation, and/or behavior.
  • Personality assessments. Category of tests used to gauge various aspects of an individual's personality (see personality).
  • Personality preferences. Choices we make, mostly unconsciously, to navigate the world.
  • Person-organization fit. The extent to which a person's values, personality, and work needs are aligned with an organization's culture.
  • Platinum rule. Variant of the golden rule: treat others how they wish to be treated.
  • Political skills. Skills associated with the effective influence of others to act in ways that enhance one's personal and/or organizational objectives.
  • Positive reinforcement. Providing a desirable outcome for an individual who performs a desired behavior.
  • Positive self-talk. A self-management tool intended to create a frame of mind that energizes your self-confidence and gets you beyond self-defeating and negative feelings that can accompany learning difficult tasks.
  • Power. The capacity of a person, team, or organization to influence others.
  • Power bases. The sources of power an individual may rely upon for influence including, but not limited to, reward, legitimate, referent, expert, and coercive power.
  • Power distance. The worldview that values economic and social differences in wealth, status, and well-being as natural and normal.
  • Procedural justice. Perceived fairness of a particular process.
  • Process consultation consulting model. Approach to consulting whereby the consultant serves as a facilitator of the problem-solving process.
  • Professionalism. A level of behavior that is consistent with the current standards and practices of individuals in organizations.
  • Progressive discipline. Process of using increasingly stringent measures when an employee fails to correct a problem after being given a reasonable opportunity to do so.
  • Protégé. A junior, less experienced person in an organization that forms a relationship with a mentor.
  • Providing an appropriate model. Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader or the organization espouses.
  • Providing individualized support. Behavior that indicates the leader respects followers and is concerned about their personal feelings and needs.
  • Prudence. The practical wisdom to make the right choice at the right time.
  • Psychological hardiness. The ability to remain psychologically stable and healthy in the face of significant stress.
  • Psychological reactance. Phenomenon that when a person's choice is limited or threatened, the need to retain freedom makes the person want that option more than if the choice had not been limited or threatened in the first place.
  • Psychological states. The personal states experienced by an individual that are employed in the job characteristics model.
  • Punishment. Providing an undesirable outcome for an individual who performs an undesired behavior.
  • Pygmalion effect. Based on the premise that we form expectations of others and then communicate those expectations through our behavior, and as a result people tend to respond to our behavior by adjusting their behavior to match our expectations. This is also called a self-fulfilling prophecy.
  • Ranking. A relative standards evaluation technique involving a simple listing of employees from best to worst.
  • Realistic job preview (RJP). Presentation to applicant regarding both the positive and negative aspects of a job.
  • Reciprocal determinism. In Bandura's social learning theory any new behavior is the result of three main factors -- the person, the environment, and the behavior -- and they all influence each other.
  • Reduced personal accomplishment. Feeling that one's work doesn't really matter.
  • Referent power. Power base that relies on the possession by an individual of desirable resources or personal traits.
  • Reframing. To explore organizational issues through multiple lenses or frames and to use those frames to uncover new opportunities and options in confusing or ambiguous situations.
  • Reinforcement theory. Set of principles based on the notion that behavior is a function of its consequences.
  • Relationship conflict. Conflict that arises from incompatible or strained personal interactions.
  • Relative subjective assessment. Performance evaluation technique that compares an employee's performance against another employee's performance.
  • Representative bias. Tendency to classify something or someone according to how similar it is to a typical case or to previous situations in the past.
  • Reproduction. Component of Bandura's observational learning requiring one to practice or rehearse observed behavior.
  • Reversing the problem. In problem solving, this refers to the process of turning a problem around to try to come up with creative solutions. An example would be rather than looking at why some people are getting ill, look at why most people are staying healthy.
  • Reward. A thing given in recognition of service, effort, or achievement.
  • Reward power. Power base that relies on the ability to distribute rewards that others view as valuable.
  • Ringelmann effect. Describes the situation in which some people do not work as hard in groups as they do individually.
  • Risky shift. Phenomenon that groups tend to make riskier decisions than the average of each group member's risk propensity would suggest.
  • Role ambiguity. Uncertainty about what the organization expects from an employee in terms of the central job requirements.
  • Role clarity. The degree to which employees understand their job requirements.
  • Role conflict. An employee's recognition that the demands of the job are incompatible or contradictory.
  • Role theory. Perspective that individuals create their own unique role in accomplishing work requirements.
  • Satisficing. Settling for the first alternative that meets some minimum level of acceptability.
  • Self-efficacy. Individual's assessment of how well one can execute courses of action required to deal with prospective situations.
  • Self-limiting behavior. Behavior in which a team member chooses to limit his or her involvement in the team's work.
  • Self-management. The ability to manage one's own, behavior, cognitions, emotions, and impulses.
  • Self-observation. The ability to determine when, why, and under what conditions an individual should engage in certain behaviors.
  • Self-serving bias. Tendency of an individual to attribute favorable outcomes to his/her internal factors and failures to his/her external factors.
  • Short-term orientation (STO). Reflects values such as a concern for happiness or stability and living for the present.
  • Situational interview. Interview technique that requires candidates indicate how they would respond to various hypothetical job scenarios.
  • Skill variety. Range in number of skills used to complete the job tasks.
  • Small wins. Small but meaningful milestones in order to build self-confidence in completing a large task.
  • SMART goals. Effective goals whose key characteristics are represented by the acronym SMART: specific, measurable, attainable, relevant, and time-bound.
  • Social conformity. Involves social pressures to conform to the perceived wishes of the group.
  • Social contracting. A strategy for trying to actively reduce loafing by addressing the issue before it happens. Before a goal gets set, a task assigned, or work divided, the team might discuss and agree upon the consequences for members who do not pull their own weight.
  • Social facilitation. The process of individual motivation and performance being enhanced by the presence of others.
  • Social influence. The ability to influence others without formal authority.
  • Social influence weapons. Set of influence tactics described by Cialdini which include friendship/liking, commitment and consistency, scarcity, reciprocity, social proof, and appeals to authority.
  • Social learning theory. Perspective that people learn the best through direct observation and experience.
  • Social loafing. A situation in which people exert less effort when working in groups than when working alone.
  • Social network. An extended group of people with similar concerns who rely on each other for advice and support and share resources that benefit those involved.
  • Span of control. The number of people that report directly to a single manager.
  • Sportsmanship. Form of organizational citizenship behavior that includes an individual's willingness to tolerate less-thanideal situations by not filing petty grievances or complaining about minor issues.
  • Stakeholders. Shareholders, customers, suppliers, governments, and any other groups with a vested interest in the organization or problem.
  • Storming stage. This is a period of high emotion and tension among the members while the group is still in its relatively early stages of development. Hostility and infighting between members may occur, and the group typically experiences some changes.
  • Strains. Physical and psychological outcomes of stress.
  • Stress. An individual's response to a situation that is perceived as challenging or threatening to the person's well-being.
  • Strong culture. A culture where there is relatively little variance in the way people think and behave within the organization.
  • Strong ties. Direct personal connections between people.
  • Structured interview. Interview technique in which interviewers ask the same set of predetermined questions to all job applicants.
  • Subdivision. The process of breaking things, such as problems, products, or services, into their smallest component parts or attributes.
  • Subjective assessment. Performance evaluation methods that involve human judgments of performance.
  • Suboptimization. The pursuit of goals that ignores other important objectives (not formally covered by goals) and that may do things outside the spirit of the goals, even unethical behavior, to achieve the goals.
  • Superordinate goal. A common objective that transcends individuals' needs and can serve as a unifying purpose.
  • Surface acting. Coping strategy for emotional labor whereby employees actively manage observable expressions.
  • Surface-level diversity. Differences among people that are easily seen and generally verifiable via a quick assessment of physical characteristics, including gender, age, race, and national origin/ethnicity.
  • Swiss Cheese Method. Refers to poking small holes in important projects. In this way, work is being accomplished toward the larger objective and progress is being made.
  • System. A perceived whole whose elements hang together because they continually affect each other over time and operate toward a common purpose.
  • Systemic structure. A pattern of interrelationships among the system components that sustains behavior.
  • Task conflict. Conflict that arises from disagreements of ideas or project content.
  • Task identity. Degree to which the job requires completion of a whole or identifiable piece of work.
  • Task performance. Performance outcomes related to the core substantive or technical tasks that are essential to any job.
  • Task significance. Degree to which the job has a direct effect on the work or lives of other people.
  • Team. A group of two or more people who have a high degree of interaction and interdependence and are mutually accountable for achieving common objectives.
  • Technical/administrative competencies. Managerial work role requirements that are associated with the traditional functions of business.
  • Teleological. Category of ethical theory that determines the ethics of an act by looking to the probable outcome or consequences of the decision (the ends).
  • Topgrading. See Forced distribution.
  • Traditionalists. Born between 1922 and 1943, the Traditionalists entered the workforce in the mid-1940s and 1950s. Often referred to as "the greatest generation" because of their survival and ingenuity during the years of the Depression and World War II, these workers tend to embrace strong work-ethic values.
  • Transactional leadership. Leadership behaviors based on exchange that motivate followers to achieve by rewarding them for good performance and reprimanding them for poor performance.
  • Transactional theory. Theory which suggests that the negative effects of stress on a person are a function of the interaction between the person and his or her environment.
  • Transformational leadership. Leadership behaviors based on appealing to higher-level needs that motivate followers to achieve beyond expectations by inspiring them to transcend personal interests.
  • Type A behavior. Individuals who experience a chronic struggle to obtain an unlimited number of things from their environment in the shortest period of time and, if necessary, against the opposing effects of other things or persons in this same environment.
  • Uncertainty avoidance. Country cultural characteristic that places little value in risk taking.
  • Underlying assumptions. Phenomena that remain unexplained when insiders are asked about the values of the organizational culture.
  • Unfreeze-change-refreeze model. Unfreezing is the first part of the change process whereby the change agent produces disequilibrium between the driving and restraining forces. Change refers to when the change intervention is started and ongoing. Refreezing is the latter part of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors.
  • Universalism. Ethical theory that directs us to make decisions based upon the consideration of whether the decision would be acceptable if everyone in every situation made the same decision.
  • Unstructured interview. Interview technique in which the interviewer and applicant have an unscripted conversation.
  • Utilitarianism. Ethical theory that directs us to make decisions based upon the greatest "good" for the greatest number.
  • Valence. The value an individual places on received outcomes.
  • Validity. The statistical relationship between a predictor and criterion.
  • Value system. An individual's values arranged in a hierarchy of preferences.
  • Values. In cultural terms, these are espoused goals, ideals, norms, standards, and moral principles, and are usually the level that is measured through survey questionnaires
  • Virtual teams. Teams with members who do not meet in face-to-face settings and are typically geographically dispersed.
  • Virtue ethics. Ethical theory that directs us to make decisions based upon an individual's core principles or motivations.
  • Voluntary turnover. Separation that is initiated by an employee.
  • Weak culture. A culture where there is a great deal of variance in the way people think and behave within the organization.
  • Weak ties. Indirect personal connections between people. An example would be a "friend of a friend."
  • Whistle-blowing. The act of exposing unethical or illegal activities to the public.
  • Win-lose negotiation. Negotiation approach in which an individual seeks to win the negotiation, thereby causing the other party to lose.
  • Win-win negotiation. Negotiation approach in which an individual works to seek a mutually acceptable solution to the conflict.
  • Withdrawal behaviors. Set of behaviors involving avoiding or leaving the work situation altogether.
  • Work-family conflict. A form of inter-role conflict in which the role pressures from the work and family domains are mutually incompatible in some respect.
  • Work interference with family (WIF). Occurs when in fulfilling their work roles, people are unable to fulfill their family roles in the way that they want.
  • Work sample. Employment test whereby an applicant performs an actual component of the job for which he/she has applied.
  • Zero-sum game. Describes a situation in which a person's gain or loss is exactly balanced by the losses or gains of the other people. It is so named because when the total gains of the people are added up, and the total losses are subtracted, they will sum to zero.
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