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

From CNM Wiki
Jump to: navigation, search

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 networks link group members through a central control point.
  • Certain environments 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 leaders 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 channels 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.
  • Conglomerates are firms that own several different unrelated businesses.
  • Consideration is sensitive to people’s feelings.
  • Consultative decisions 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.
  • Countercultures are groups where the patterns of values and philosophies outwardly reject those of the larger organization or social system.
  • Counterproductive work behaviors 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 questions 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 networks 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 variables 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 rules govern the degree to which it is appropriate to display emotions.
  • Disruptive behaviors 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 traits 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.
  • Emotions 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 plans 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 needs 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 rewards 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 channels follow the official chain of command.
  • Formal teams 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 scales 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 needs are desires for continued personal growth and development.
  • Halo effect uses one attribute to develop an overall impression of a person or situation.
  • Heterogeneous teams 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 cultures 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 needs 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 teams 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 factors 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 variables are presumed causes that influence dependent variables.
  • Individual decisions or authority decisions, 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 channels do not follow the chain of command.
  • Informal groups 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 alliances 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 barriers 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 rewards 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 leaders 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 units 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 cultures. 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.
  • Managers 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 statements are written statements of organizational purpose.
  • Models 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 factors 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 decisions 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 systems 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 decisions 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 charts 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 behaviors 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 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.
  • Organizations 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 controls are controls that focus on desired targets and allow managers to use their own methods for reaching defined targets.
  • Output goals 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 traits 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 traits enduring characteristics describing an individual’s behavior.
  • Physical distractions 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 tools 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 controls are controls that attempt to specify the manner in which tasks are to be accomplished.
  • Process innovations 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 innovations introduce new goods or services to better meet customer needs.
  • Profit sharing rewards employees in some proportion to changes in organizational profits.
  • Programmed decisions 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 prototypes 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 needs 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 networks 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 environments provide probabilities regarding expected results for decision-making alternatives.
  • Risk management involves anticipating risks and factoring them into decision making.
  • Rites are standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members.
  • Rituals 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 decisions 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 emotions 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 teams 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 barriers 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 traits are surface-level traits that reflect the way a person appears to others when interacting in social settings.
  • Societal goals 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 questions expose a decision to public scrutiny and full transparency.
  • Staff units assist the line units by performing specialized services to the organization.
  • Stakeholders 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 differences 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 options 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.
  • Subcultures 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 principles 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 goals 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 decisions 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 perspectives 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 orientations are characterized by impatience, desire for achievement, and a more competitive nature than Type B.
  • Type B orientations are characterized by an easygoing and less competitive nature than Type A.
  • Uncertain environments 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 networks 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 teams 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.
Retrieved from "https://wiki.cnmcyber.com/w/index.php?title=Organizational_Behavior_11e_by_Schermerhorn,_Hunt,_Osborn,_Uhl-Bien&oldid=69514"