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276 Cards in this Set

  • Front
  • Back
Chapter 5 personality and values:
Define: personality
Enduring characteristics that describe an individual’s behavior.
Chapter 5 personality and values:
Define: heredity
Factors determined at conception; one’s biological, physiological, and inherent psychological makeup.
Chapter 5 personality and values:
Define: personality traits
Enduring characteristics that describe an individual’s behavior.
Chapter 5 personality and values:
Define: Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
Chapter 5 personality and values:
Define: MBTI traits that are used
Extraverted (E) versus Introverted (I). Extraverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.

• Sensing (S) versus Intuitive (N). Sensing types are practical and prefer routine and order. They focus on details. Intuitives rely on unconscious processes and look at the “big picture.”

• Thinking (T) versus Feeling (F). Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions

• Judging (J) versus Perceiving (P). Judging types want control and prefer their world to be ordered and structured. Perceiving types are flexible and spontaneous.
Chapter 5 personality and values:
Define: Big Five Model
A personality assessment model that taps five basic dimensions.
Chapter 5 personality and values:
Define: Big 5 Personality Model Traits
Extraversion. The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.

• Agreeableness. The agreeableness dimension refers to an individual’s propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and antagonistic
.
• Conscientiousness. The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.

• Emotional stability. The emotional stability dimension—often labeled by its converse, neuroticism—taps a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.

• Openness to experience. The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the category are conventional and find comfort in the familiar.
Chapter 5 personality and values:
Define: agreeableness
A personality dimension that describes someone who is good natured, cooperative, and trusting.
Chapter 5 personality and values:
Define: extraversion
A personality dimension describing someone who is sociable, gregarious, and assertive.
Chapter 5 personality and values:
Define: conscientiousness
A personality dimension that describes someone who is responsible, dependable, persistent, and organized.
Chapter 5 personality and values:
Define: emotional stability
A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).
Chapter 5 personality and values:
Define: openness to experience
A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.
Chapter 5 personality and values:
Define: core self-evaluation
Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.
Chapter 5 personality and values:
Define: Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Chapter 5 personality and values:
Define: narcissism
The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
Chapter 5 personality and values:
Define: self-monitoring
A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.
Chapter 5 personality and values:
Define: proactive personality
People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.
Chapter 5 personality and values:
Define: values
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
Chapter 5 personality and values:
Define: value system
A hierarchy based on a ranking of an individual’s values in terms of their intensity.
Chapter 5 personality and values:
Define: terminal values
Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.
Chapter 5 personality and values:
Define: instrumental values
Preferable modes of behavior or means of achieving one’s terminal values.
Chapter 5 personality and values:
Define: Rokeach Value Survey
It consists of two sets of values, each containing 18 individual value items. One set, called terminal values, refers to desirable end-states. These are the goals a person would like to achieve during his or her lifetime. The other set, called instrumental values, refers to preferable modes of behavior, or means of achieving the terminal values.
Chapter 5 personality and values:
Define: personality–job fit theory
A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Chapter 5 personality and values:
Define: personality–job fit theory traits
Realistic: Prefers physical activities that require skill, strength, and coordination

Investigative: Prefers activities that involve thinking, organizing, and understanding

Social: Prefers activities that involve helping and developing others

Conventional: Prefers rule-regulated, orderly, and unambiguous activities

Enterprising: Prefers verbal activities in which there are opportunities to influence others and attain power

Artistic: Prefers ambiguous and unsystematic activities that allow creative expression
Chapter 5 personality and values:
Define: International Values Traits
Power distance. Power distance describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally. A high rating on power distance means that large inequalities of power and wealth exist and are tolerated in the culture, as in a class or caste system that discourages upward mobility. A low power distance rating characterizes societies that stress equality and opportunity.

Individualism versus collectivism. Individualism is the degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights above all else. Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

Masculinity versus femininity. Hofstede’s construct of masculinity is the degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals. A high masculinity rating indicates the culture has separate roles for men and women, with men dominating the society. A high femininity rating means the culture sees little differentiation between male and female roles and treats women as the equals of men in all respects.

Uncertainty avoidance. The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance. In cultures that score high on uncertainty avoidance, people have an increased level of anxiety about uncertainty and ambiguity and use laws and controls to reduce uncertainty. People in cultures low on uncertainty avoidance are more accepting of ambiguity, are less rule oriented, take more risks, and more readily accept change.

Long-term versus short-term orientation. This newest addition to Hofstede’s typology measures a society’s devotion to traditional values. People in a culture with long-term orientation look to the future and value thrift, persistence, and tradition. In a short-term orientation, people value the here and now; they accept change more readily and don’t see commitments as impediments to change.
Chapter 5 personality and values:
Define: power distance
A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
Chapter 5 personality and values:
Define: individualism
A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.
Chapter 5 personality and values:
Define: collectivism
A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
Chapter 5 personality and values:
Define: masculinity
A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.
Chapter 5 personality and values:
Define: femininity
A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.
Chapter 5 personality and values:
Define: uncertainty avoidance
A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
Chapter 5 personality and values:
Define: long-term orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Chapter 5 personality and values:
Define: short-term orientation
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations.
Chapter 5 personality and values:
Define: Summary and implications for managers - big 5 model value - read
What value, if any, does the Big Five model provide to managers? From the early 1900s through the mid-1980s, researchers sought a link between personality and job performance. “The outcome of those 80-plus years of research was that personality and job performance were not meaningfully related across traits or situations.”87 However, the past 20 years have been more promising, largely due to the findings about the Big Five.

• Screening job candidates for high conscientiousness—as well as the other Big Five traits, depending on the criteria an organization finds most important—should pay dividends. Of course, managers still need to take situational factors into consideration.88
• Factors such as job demands, the degree of required interaction with others, and the organization’s culture are examples of situational variables that moderate the personality–job performance relationship.
• You need to evaluate the job, the work group, and the organization to determine the optimal personality fit.
• Other traits, such as core self-evaluation or narcissism, may be relevant in certain situations, too.
• Although the MBTI has been widely criticized, it may have a place in organizations. In training and development, it can help employees better understand themselves, help team members better understand each other, and open up communication in work groups and possibly reduce conflicts.
Chapter 5 personality and values:
Define: Summary and implications for managers - importance of values - read
Why is it important to know an individual’s values? Values often underlie and explain attitudes, behaviors, and perceptions. So knowledge of an individual’s value system can provide insight into what makes the person “tick.”

• Employees’ performance and satisfaction are likely to be higher if their values fit well with the organization. The person who places great importance on imagination, independence, and freedom is likely to be poorly matched with an organization that seeks conformity from its employees.
Chapter 6 Perception and Individual Decision Making:
Define: perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
Chapter 6 Perception and Individual Decision Making:
Define: attribution theory
An attempt to determine whether an individual’s behavior is internally or externally caused.
Chapter 6 Perception and Individual Decision Making:
Define: fundamental attribution error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
Chapter 6 Perception and Individual Decision Making:
Define: self-serving bias
The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.
Chapter 6 Perception and Individual Decision Making:
Define: selective perception
The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience, and attitudes.
Chapter 6 Perception and Individual Decision Making:
Define: halo effect
The tendency to draw a general impression about an individual on the basis of a single characteristic.
Chapter 6 Perception and Individual Decision Making:
Define: contrast effect
Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Chapter 6 Perception and Individual Decision Making:
Define: stereotyping
Judging someone on the basis of one’s perception of the group to which that person belongs.
Chapter 6 Perception and Individual Decision Making:
Define: self-fulfilling prophecy
A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.
Chapter 6 Perception and Individual Decision Making:
Define: decisions
Choices made from among two or more alternatives.
Chapter 6 Perception and Individual Decision Making:
Define: problem
A discrepancy between the current state of affairs and some desired state.
Chapter 6 Perception and Individual Decision Making:
Define: rational
Characterized by making consistent, value-maximizing choices within specified constraints.
Chapter 6 Perception and Individual Decision Making:
Define: rational decision-making model
A decision-making model that describes how individuals should behave in order to maximize some outcome.
Chapter 6 Perception and Individual Decision Making:
Define: rational decision-making model - steps
1. Define the problem.
2. Identify the decision criteria.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.
Chapter 6 Perception and Individual Decision Making:
Define: bounded rationality
A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity
Chapter 6 Perception and Individual Decision Making:
Define: intuitive decision making
An unconscious process created out of distilled experience.
Chapter 6 Perception and Individual Decision Making:
Define: anchoring bias
A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.
Chapter 6 Perception and Individual Decision Making:
Define: confirmation bias
The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
Chapter 6 Perception and Individual Decision Making:
Define: availability bias
The tendency for people to base their judgments on information that is readily available to them.
Chapter 6 Perception and Individual Decision Making:
Define: escalation of commitment
An increased commitment to a previous decision in spite of negative information.
Chapter 6 Perception and Individual Decision Making:
Define: randomness error
The tendency of individuals to believe that they can predict the outcome of random events.
Chapter 6 Perception and Individual Decision Making:
Define: risk aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.
Chapter 6 Perception and Individual Decision Making:
Define: hindsight bias
The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.
Chapter 6 Perception and Individual Decision Making:
Define: utilitarianism
A system in which decisions are made to provide the greatest good for the greatest number.
Chapter 6 Perception and Individual Decision Making:
Define: whistle-blowers
Individuals who report unethical practices by their employer to outsiders.
Chapter 6 Perception and Individual Decision Making:
Define: creativity
The ability to produce novel and useful ideas.
Chapter 6 Perception and Individual Decision Making:
Define: three-component model of creativity
The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation.
Chapter 6 Perception and Individual Decision Making:
Define: Summary and Implications for Managers - Perception - read
Perception Individuals base their behavior not on the way their external environment actually is but rather on what they see or believe it to be.

• Whether a manager successfully plans and organizes the work of employees and actually helps them to structure their work more efficiently and effectively is far less important than how employees perceive the manager’s efforts.
• Employees judge issues such as fair pay, performance appraisals, and working conditions in very individual ways. To influence productivity, we need to assess how workers perceive their jobs.
• Absenteeism, turnover, and job satisfaction are also reactions to an individual’s perceptions. Dissatisfaction with working conditions and the belief that an organization lacks promotion opportunities are judgments based on attempts to create meaning in the job.
• The employee’s conclusion that a job is good or bad is an interpretation. Managers must spend time understanding how each individual interprets reality and, when there is a significant difference between what someone sees and what exists, try to eliminate the distortions.
Chapter 6 Perception and Individual Decision Making:
Define: Summary and Implications for Managers - Individual Decision Making - read
Individuals think and reason before they act. This is why an understanding of how people make decisions can be helpful for explaining and predicting their behavior. In some decision situations, people follow the rational decision-making model. But few important decisions are simple or unambiguous enough for the rational model’s assumptions to apply. So we find individuals looking for solutions that satisfice rather than optimize, injecting biases and prejudices into the decision process, and relying on intuition.

What can managers do to improve their decision making? We offer four suggestions.

• Analyze the situation. Adjust your decision-making approach to the national culture you’re operating in and to the criteria your organization evaluates and rewards. If you’re in a country that doesn’t value rationality, don’t feel compelled to follow the rational decision-making model or to try to make your decisions appear rational. Similarly, organizations differ in the importance they place on risk, the use of groups, and the like. Adjust your decision approach to ensure it’s compatible with the organization’s culture.
• Second, be aware of biases. Then try to minimize their impact. Exhibit 6-4 offers some suggestions.
• Third, combine rational analysis with intuition. These are not conflicting approaches to decision making. By using both, you can actually improve your decision-making effectiveness. As you gain managerial experience, you should feel increasingly confident in imposing your intuitive processes on top of your rational analysis.
• Finally, try to enhance your creativity. Actively look for novel solutions to problems, attempt to see problems in new ways, and use analogies. Try to remove work and organizational barriers that might impede your creativity.
Chapter 7 Motivation Concepts:
Define: motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
Chapter 7 Motivation Concepts:
Define: hierarchy of needs
Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant.
Chapter 7 Motivation Concepts:
Define: lower-order needs
Needs that are satisfied externally, such as physiological and safety needs.
Chapter 7 Motivation Concepts:
Define: self-actualization
The drive to become what a person is capable of becoming.
Chapter 7 Motivation Concepts:
Define: Theory X
The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.
Chapter 7 Motivation Concepts:
Define: Theory Y
The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.
Chapter 7 Motivation Concepts:
Define: two-factor theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.
Chapter 7 Motivation Concepts:
Define: hygiene factors
Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.
Chapter 7 Motivation Concepts:
Define: McClelland’s theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
Chapter 7 Motivation Concepts:
Define: need for achievement (nAch)
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
Chapter 7 Motivation Concepts:
Define: Need for power (nPow)
is the need to make others behave in a way they would not have otherwise.
Chapter 7 Motivation Concepts:
Define: Need for affiliation (nAff)
The desire for friendly and close interpersonal relationships.
Chapter 7 Motivation Concepts:
Define: self-determination theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
Chapter 7 Motivation Concepts:
Define: cognitive evaluation theory
A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.
Chapter 7 Motivation Concepts:
Define: self-concordance
The degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values.
Chapter 7 Motivation Concepts:
Define: job engagement
The investment of an employee’s physical, cognitive, and emotional energies into job performance.
Chapter 7 Motivation Concepts:
Define: goal-setting theory
A theory that says that specific and difficult goals, with feedback, lead to higher performance.
Chapter 7 Motivation Concepts:
Define: management by objectives (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.
Chapter 7 Motivation Concepts:
Define: self-efficacy
An individual’s belief that he or she is capable of performing a task.
Chapter 7 Motivation Concepts:
Define: reinforcement theory
A theory that says that behavior is a function of its consequences.
Chapter 7 Motivation Concepts:
Define: behaviorism
A theory that argues that behavior follows stimuli in a relatively unthinking manner.
Chapter 7 Motivation Concepts:
Define: social-learning theory
The view that we can learn through both observation and direct experience.
Chapter 7 Motivation Concepts:
Define: equity theory
A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Chapter 7 Motivation Concepts:
Define: distributive justice
Perceived fairness of the amount and allocation of rewards among individuals.
Chapter 7 Motivation Concepts:
Define: organizational justice
An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice.
Chapter 7 Motivation Concepts:
Define: procedural justice
The perceived fairness of the process used to determine the distribution of rewards.
Chapter 7 Motivation Concepts:
Define: interactional justice
The perceived degree to which an individual is treated with dignity, concern, and respect.
Chapter 7 Motivation Concepts:
Define: expectancy theory
A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Chapter 7 Motivation Concepts:
Define: Summary and Implications for Managers - Read
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most established to determine their relevance in explaining turnover, productivity, and other outcomes and (2) assess the predictive power of each.105

• Need theories. Maslow’s hierarchy, McClelland’s needs, and the two-factor theory focus on needs. None has found widespread support, although McClelland’s is the strongest, particularly regarding the relationship between achievement and productivity. In general, need theories are not very valid explanations of motivation.
• Self-determination theory and cognitive evaluation theory. As research on the motivational effects of rewards has accumulated, it increasingly appears extrinsic rewards can undermine motivation if they are seen as coercive. They can increase motivation if they provide information about competence and relatedness.
• Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting goal-setting theory’s explanation of this dependent variable. The theory does not address absenteeism, turnover, or satisfaction, however.
• Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates. It does not offer much insight into employee satisfaction or the decision to quit.
• Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and turnover variables. However, its strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature.
• Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover. But it assumes employees have few constraints on decision making, such as bias or incomplete information, and this limits its applicability. Expectancy theory has some validity because, for many behaviors, people consider expected outcomes.
Chapter 9 Foundations of Group Behavior:
Define: group
Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.
Chapter 9 Foundations of Group Behavior:
Define: formal group
A designated work group defined by an organization’s structure.
Chapter 9 Foundations of Group Behavior:
Define: informal group
A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact.
Chapter 9 Foundations of Group Behavior:
Define: social identity theory
Perspective that considers when and why individuals consider themselves members of groups.
Chapter 9 Foundations of Group Behavior:
Define: ingroup favoritism
Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.
Chapter 9 Foundations of Group Behavior:
Define: five-stage group-development model
The five distinct stages groups go through: forming, storming, norming, performing, and adjourning.
Chapter 9 Foundations of Group Behavior:
Define: forming stage
The first stage in group development, characterized by much uncertainty.
Chapter 9 Foundations of Group Behavior:
Define: storming stage
The second stage in group development, characterized by intragroup conflict.
Chapter 9 Foundations of Group Behavior:
Define: norming stage
The third stage in group development, characterized by close relationships and cohesiveness.
Chapter 9 Foundations of Group Behavior:
Define: performing stage
The fourth stage in group development, during which the group is fully functional.
Chapter 9 Foundations of Group Behavior:
Define: adjourning stage
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance.
Chapter 9 Foundations of Group Behavior:
Define: punctuated-equilibrium model
A set of phases that temporary groups go through that involves transitions between inertia and activity.
Chapter 9 Foundations of Group Behavior:
Define: role
A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Chapter 9 Foundations of Group Behavior:
Define: role perception
An individual’s view of how he or she is supposed to act in a given situation.
Chapter 9 Foundations of Group Behavior:
Define: role expectations
How others believe a person should act in a given situation.
Chapter 9 Foundations of Group Behavior:
Define: psychological contract
An unwritten agreement that sets out what management expects from an employee and vice versa.
Chapter 9 Foundations of Group Behavior:
Define: role conflict
A situation in which an individual is confronted by divergent role expectations.
Chapter 9 Foundations of Group Behavior:
Define: norms
Acceptable standards of behavior within a group that are shared by the group’s members.
Chapter 9 Foundations of Group Behavior:
Define: conformity
The adjustment of one’s behavior to align with the norms of the group.
Chapter 9 Foundations of Group Behavior:
Define: deviant workplace behavior
Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.
Chapter 9 Foundations of Group Behavior:
Define: reference groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Chapter 9 Foundations of Group Behavior:
Define: status
A socially defined position or rank given to groups or group members by others.
Chapter 9 Foundations of Group Behavior:
Define: status characteristics theory
A theory that states that differences in status characteristics create status hierarchies within groups.
Chapter 9 Foundations of Group Behavior:
Define: social loafing
The tendency for individuals to expend less effort when working collectively than when working individually.
Chapter 9 Foundations of Group Behavior:
Define: cohesiveness
The degree to which group members are attracted to each other and are motivated to stay in the group.
Chapter 9 Foundations of Group Behavior:
Define: diversity
The extent to which members of a group are similar to, or different from, one another.
Chapter 9 Foundations of Group Behavior:
Define: groupthink
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.
Chapter 9 Foundations of Group Behavior:
Define: groupshift
A change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position.
Chapter 9 Foundations of Group Behavior:
Define: interacting groups
Typical groups in which members interact with each other face to face.
Chapter 9 Foundations of Group Behavior:
Define: brainstorming
An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.
Chapter 9 Foundations of Group Behavior:
Define: nominal group technique
A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.
Chapter 9 Foundations of Group Behavior:
Define: electronic meeting
A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
Chapter 9 Foundations of Group Behavior:
Define: Summary and Implications for Managers - Read
Several implications can be drawn from our discussion of groups. The next chapter will explore several of these in greater depth.

• Role perception and an employee’s performance evaluation are positively related.86 The degree of congruence between the employee’s and the boss’s perception of the employee’s job influences the degree to which the boss will judge that employee effective. An employee whose role perception fulfills the boss’s role expectations will receive a higher performance evaluation.
• Norms control behavior by establishing standards of right and wrong. The norms of a given group can help explain members’ behaviors for managers. When norms support high output, managers can expect markedly higher individual performance than when they aim to restrict output. Norms that support antisocial behavior increase the likelihood that individuals will engage in deviant workplace activities.
• Status inequities create frustration and can adversely influence productivity and willingness to remain with an organization. Incongruence is likely to reduce motivation and motivate a search for ways to bring about fairness (say, by taking another job). Because lower-status people tend to participate less in group discussions, groups with high status differences are likely to inhibit input from lower-status members and reduce their potential.
• The impact of size on a group’s performance depends on the type of task. Larger groups are more effective at fact-finding activities, smaller groups at action-taking tasks. Our knowledge of social loafing suggests that managers using larger groups should also provide measures of individual performance.
• Cohesiveness can influence a group’s level of productivity or not, depending on the group’s performance-related norms.
• Diversity appears to have a mixed impact on group performance, with some studies suggesting that diversity can help performance and others suggesting it can hurt it. It appears the situation makes a difference in whether positive or negative results predominate.
• High congruence between a boss’s and an employee’s perception of the employee’s job correlates strongly with high employee satisfaction.87 Role conflict is associated with job-induced tension and job dissatisfaction.88
• Most people prefer to communicate with others at their own status level or a higher one rather than with those below them.89 As a result, we should expect satisfaction to be greater among employees whose job minimizes interaction with individuals lower in status than themselves.
• The group size–satisfaction relationship is what we would intuitively expect: larger groups are associated with lower satisfaction.90 As size increases, opportunities for participation and social interaction decrease, as does the ability of members to identify with the group’s accomplishments. At the same time, having more members also prompts dissension, conflict, and the formation of subgroups, which all act to make the group a less pleasant entity of which to be a part.
Chapter 14 Conflict and Negotiation:
Define: conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Chapter 14 Conflict and Negotiation:
Define: traditional view of conflict
The belief that all conflict is harmful and must be avoided.
Chapter 14 Conflict and Negotiation:
Define: interactionist view of conflict
The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively.
Chapter 14 Conflict and Negotiation:
Define: functional conflict
Conflict that supports the goals of the group and improves its performance.
Chapter 14 Conflict and Negotiation:
Define: dysfunctional conflict
Conflict that hinders group performance.
Chapter 14 Conflict and Negotiation:
Define: task conflict
Conflict over content and goals of the work.
Chapter 14 Conflict and Negotiation:
Define: relationship conflict
Conflict based on interpersonal relationships.
Chapter 14 Conflict and Negotiation:
Define: process conflict
Conflict over how work gets done.
Chapter 14 Conflict and Negotiation:
Define: conflict process
A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.
Chapter 14 Conflict and Negotiation:
Define: perceived conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Chapter 14 Conflict and Negotiation:
Define: felt conflict
Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
Chapter 14 Conflict and Negotiation:
Define: intentions
Decisions to act in a given way.
Chapter 14 Conflict and Negotiation:
Define: competing
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
Chapter 14 Conflict and Negotiation:
Define: collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
Chapter 14 Conflict and Negotiation:
Define: avoiding
The desire to withdraw from or suppress a conflict.
Chapter 14 Conflict and Negotiation:
Define: accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Chapter 14 Conflict and Negotiation:
Define: compromising
A situation in which each party to a conflict is willing to give up something.
Chapter 14 Conflict and Negotiation:
Define: conflict management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
Chapter 14 Conflict and Negotiation:
Define: negotiation
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
Chapter 14 Conflict and Negotiation:
Define: distributive bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win–lose situation.
Chapter 14 Conflict and Negotiation:
Define: fixed pie
The belief that there is only a set amount of goods or services to be divvied up between the parties.
Chapter 14 Conflict and Negotiation:
Define: integrative bargaining
Negotiation that seeks one or more settlements that can create a win–win solution.
Chapter 14 Conflict and Negotiation:
Define: BATNA
The best alternative to a negotiated agreement; the least the individual should accept.
Chapter 14 Conflict and Negotiation:
Define: mediator
A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
Chapter 14 Conflict and Negotiation:
Define: arbitrator
A third party to a negotiation who has the authority to dictate an agreement.
Chapter 14 Conflict and Negotiation:
Define: conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent.
Chapter 14 Conflict and Negotiation:
Define: Summary and Implications for Managers - Read
While many people assume conflict lowers group and organizational performance, this assumption is frequently incorrect. Conflict can be either constructive or destructive to the functioning of a group or unit. As shown in Exhibit 14-8, levels of conflict can be either too high or too low to be constructive. Either extreme hinders performance. An optimal level is one that prevents stagnation, stimulates creativity, allows tensions to be released, and initiates the seeds of change without being disruptive or preventing coordination of activities.

What advice can we give managers faced with excessive conflict and the need to reduce it? Don’t assume one conflict-handling strategy will always be best! Select a strategy appropriate for the situation. Here are some guidelines:81

● Use competition when quick decisive action is needed (in emergencies), when issues are important, when unpopular actions need to be implemented (in cost cutting, enforcement of unpopular rules, discipline), when the issue is vital to the organization’s welfare and you know you’re right, and when others are taking advantage of noncompetitive behavior.
● Use collaboration to find an integrative solution when both sets of concerns are too important to be compromised, when your objective is to learn, when you want to merge insights from people with different perspectives or gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship.
● Use avoidance when an issue is trivial or symptomatic of other issues, when more important issues are pressing, when you perceive no chance of satisfying your concerns, when potential disruption outweighs the benefits of resolution, when people need to cool down and regain perspective, when gathering information supersedes immediate decision, and when others can resolve the conflict more effectively.
● Use accommodation when you find you’re wrong, when you need to learn or show reasonableness, when you should allow a better position to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, when you are outmatched and losing (to minimize loss), when harmony and stability are especially important, and when employees can develop by learning from mistakes.Use compromise when goals are important but not worth the effort of potential disruption of more assertive approaches, when opponents with equal power are committed to mutually exclusive goals, when you seek temporary settlements to complex issues, when you need expedient solutions under time pressure, and as a backup when collaboration or competition is unsuccessful.
● Distributive bargaining can resolve disputes, but it often reduces the satisfaction of one or more negotiators because it is confrontational and focused on the short term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all parties and build lasting relationships.
● Make sure you set aggressive negotiating goals and try to find creative ways to achieve the objectives of both parties, especially when you value the long-term relationship with the other party. That doesn’t mean sacrificing your self-interest; rather, it means trying to find creative solutions that give both parties what they really want.
Chapter 10 Understanding Work Teams:
Define: work group
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.
Chapter 10 Understanding Work Teams:
Define: work team
A group whose individual efforts result in performance that is greater than the sum of the individual inputs.
Chapter 10 Understanding Work Teams:
Define: problem-solving teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
Chapter 10 Understanding Work Teams:
Define: self-managed work teams
Groups of 10 to 15 people who take on responsibilities of their former supervisors.
Chapter 10 Understanding Work Teams:
Define: cross-functional teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
Chapter 10 Understanding Work Teams:
Define: virtual teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Chapter 10 Understanding Work Teams:
Define: multiteam systems
Systems in which different teams need to coordinate their efforts to produce a desired outcome.
Chapter 10 Understanding Work Teams:
Define: organizational demography
The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.
Chapter 10 Understanding Work Teams:
Define: reflexivity
A team characteristic of reflecting on and adjusting the master plan when necessary.
Chapter 10 Understanding Work Teams:
Define: Summary and Implications for Managers Read
Few trends have influenced jobs as much as the massive movement to introduce teams into the workplace. The shift from working alone to working on teams requires employees to cooperate with others, share information, confront differences, and sublimate personal interests for the greater good of the team.

● Effective teams have common characteristics. They have adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions. These teams have individuals with technical expertise as well as problem-solving, decision-making, and interpersonal skills and the right traits, especially conscientiousness and openness.
● Effective teams also tend to be small—with fewer than 10 people, preferably of diverse backgrounds. They have members who fill role demands and who prefer to be part of a group. And the work that members do provides freedom and autonomy, the opportunity to use different skills and talents, the ability to complete a whole and identifiable task or product, and work that has a substantial impact on others.
● Finally, effective teams have members who believe in the team’s capabilities and are committed to a common plan and purpose, an accurate shared mental model of what is to be accomplished, specific team goals, a manageable level of conflict, and a minimal degree of social loafing.
● Because individualistic organizations and societies attract and reward individual accomplishments, it can be difficult to create team players in these environments. To make the conversion, management should try to select individuals who have the interpersonal skills to be effective team players, provide training to develop teamwork skills, and reward individuals for cooperative efforts.
Chapter 16 Organizational Culture:
Define: organizational culture
A system of shared meaning held by members that distinguishes the organization from other organizations.
Chapter 16 Organizational Culture:
Define: organizational culture traits
1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.
4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation. The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing.
7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
Chapter 16 Organizational Culture:
Define: dominant culture
A culture that expresses the core values that are shared by a majority of the organization’s members.
Chapter 16 Organizational Culture:
Define: core values
The primary or dominant values that are accepted throughout the organization.
Chapter 16 Organizational Culture:
Define: subcultures
Minicultures within an organization, typically defined by department designations and geographical separation.
Chapter 16 Organizational Culture:
Define: strong culture
A culture in which the core values are intensely held and widely shared.
Chapter 16 Organizational Culture:
Define: organizational climate
The shared perceptions organizational members have about their organization and work environment.
Chapter 16 Organizational Culture:
Define: institutionalization
A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
Chapter 16 Organizational Culture:
Define: socialization
A process that adapts employees to the organization’s culture.
Chapter 16 Organizational Culture:
Define: prearrival stage
The period of learning in the socialization process that occurs before a new employee joins the organization.
Chapter 16 Organizational Culture:
Define: encounter stage
The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
Chapter 16 Organizational Culture:
Define: metamorphosis stage
The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
Chapter 16 Organizational Culture:
Define: rituals
Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
Chapter 16 Organizational Culture:
Define: material symbols
What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate.
Chapter 16 Organizational Culture:
Define: positive organizational culture
A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
Chapter 16 Organizational Culture:
Define: workplace spirituality
The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
Chapter 16 Organizational Culture:
Define: Characteristics of a Spiritual workplace
● Benevolence. Spiritual organizations value showing kindness toward others and promoting the happiness of employees and other organizational stakeholders.
● Strong sense of purpose. Spiritual organizations build their cultures around a meaningful purpose. Although profits may be important, they’re not the primary value of the organization.
● Trust and respect. Spiritual organizations are characterized by mutual trust, honesty, and openness. Employees are treated with esteem and value, consistent with the dignity of each individual.
● Open-mindedness. Spiritual organizations value flexible thinking and creativity among employees.
Chapter 16 Organizational Culture:
Define: Summary and Implications for Managers - Read
Exhibit 16-6 depicts organizational culture as an intervening variable. Employees form an overall subjective perception of the organization based on factors such as degree of risk tolerance, team emphasis, and support of people. This overall perception becomes, in effect, the organization’s culture or personality and affects employee performance and satisfaction, with stronger cultures having greater impact.

● Just as people’s personalities tend to be stable over time, so too do strong cultures. This makes a strong culture difficult for managers to change if it becomes mismatched to its environment. Changing an organization’s culture is a long and difficult process. Thus, at least in the short term, managers should treat their organization’s culture as relatively fixed.
● One of the most important managerial implications of organizational culture relates to selection decisions. Hiring individuals whose values don’t align with those of the organization is likely to yield employees who lack motivation and commitment and are dissatisfied with their jobs and the organization.70 Not surprisingly, “misfits” have considerably higher turnover rates.
● An employee’s performance also depends to a considerable degree on knowing what to do and not do. Understanding the right way to do a job indicates proper socialization.
● As a manager, you can shape the culture of your work environment, sometimes as much as it shapes you. All managers can especially do their part to create an ethical culture and to consider spirituality and its role in creating a positive organizational culture.
Chapter 12 Leadership:
Define: leadership
The ability to influence a group toward the achievement of a vision or set of goals.
Chapter 12 Leadership:
Define: trait theories of leadership
Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
Chapter 12 Leadership:
Define: behavioral theories of leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
Chapter 12 Leadership:
Define: initiating structure
The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
Chapter 12 Leadership:
Define: consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
Chapter 12 Leadership:
Define: employee-oriented leader
A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
Chapter 12 Leadership:
Define: production-oriented leader
A leader who emphasizes technical or task aspects of the job.
Chapter 12 Leadership:
Define: Fiedler contingency model
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
Chapter 12 Leadership:
Define: least preferred co-worker (LPC) questionnaire
An instrument that purports to measure whether a person is task or relationship oriented.
Chapter 12 Leadership:
Define: leader–member relations
The degree of confidence, trust, and respect subordinates have in their leader.
Chapter 12 Leadership:
Define: task structure
The degree to which job assignments are procedurized.
Chapter 12 Leadership:
Define: position power
Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Chapter 12 Leadership:
Define: situational leadership theory (SLT)
A contingency theory that focuses on followers’ readiness.
Chapter 12 Leadership:
Define: path–goal theory
A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
Chapter 12 Leadership:
Define: leader-participation model
A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
Chapter 12 Leadership:
Define: leader–member exchange (LMX) theory
A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
Chapter 12 Leadership:
Define: charismatic leadership theory
A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
Chapter 12 Leadership:
Define: Key characteristics of a charismatic leader
1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.
2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.
3. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.
4. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.
Chapter 12 Leadership:
Define: vision
A long-term strategy for attaining a goal or goals.
Chapter 12 Leadership:
Define: vision statement
A formal articulation of an organization’s vision or mission.
Chapter 12 Leadership:
Define: transactional leaders
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Chapter 12 Leadership:
Define: transformational leaders
Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
Chapter 12 Leadership:
Define: authentic leaders
Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
Chapter 12 Leadership:
Define: socialized charismatic leadership
A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct.
Chapter 12 Leadership:
Define: servant leadership
A leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop.
Chapter 12 Leadership:
Define: trust
A positive expectation that another will not act opportunistically.
Chapter 12 Leadership:
Define: mentor
A senior employee who sponsors and supports a less-experienced employee, called a protégé.
Chapter 12 Leadership:
Define: attribution theory of leadership
A leadership theory that says that leadership is merely an attribution that people make about other individuals.
Chapter 12 Leadership:
Define: substitutes
Attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure.
Chapter 12 Leadership:
Define: neutralizers
Attributes that make it impossible for leader behavior to make any difference to follower outcomes.
Chapter 12 Leadership:
Define: identification-based trust
Trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires.
Chapter 12 Leadership:
Define: Summary and Implications for Managers - Read
Leadership plays a central part in understanding group behavior, because it’s the leader who usually directs us toward our goals. Knowing what makes a good leader should thus be valuable in improving group performance.

● The early search for a set of universal leadership traits failed. However, recent efforts using the Big Five personality framework show strong and consistent relationships between leadership and extraversion, conscientiousness, and openness to experience.
● The behavioral approach’s major contribution was narrowing leadership into task-oriented (initiating structure) and people-oriented (consideration) styles. By considering the situation in which the leader operates, contingency theories promised to improve on the behavioral approach, but only LPC theory has fared well in leadership research.
● Research on charismatic and transformational leadership has made major contributions to our understanding of leadership effectiveness. Organizations want managers who can exhibit transformational leadership qualities and who have vision and the charisma to carry it out.
● Effective managers must develop trusting relationships with followers because, as organizations have become less stable and predictable, strong bonds of trust are replacing bureaucratic rules in defining expectations and relationships.
● Tests and interviews help identify people with leadership qualities. Managers should also consider investing in leadership training such as formal courses, workshops, rotating job responsibilities, coaching, and mentoring.
Chapter 1 What Is Organizational Behavior:
Define: manager
An individual who achieves goals through other people.
Chapter 1 What Is Organizational Behavior:
Define: organization
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
Chapter 1 What Is Organizational Behavior:
Define: planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
Chapter 1 What Is Organizational Behavior:
Define: organizing
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Chapter 1 What Is Organizational Behavior:
Define: leading
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
Chapter 1 What Is Organizational Behavior:
Define: controlling
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Chapter 1 What Is Organizational Behavior:
Define: technical skills
The ability to apply specialized knowledge or expertise.
Chapter 1 What Is Organizational Behavior:
Define: human skills
The ability to work with, understand, and motivate other people, both individually and in groups.
Chapter 1 What Is Organizational Behavior:
Define: conceptual skills
The mental ability to analyze and diagnose complex situations.
Chapter 1 What Is Organizational Behavior:
Define: organizational behavior (OB)
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness
Chapter 1 What Is Organizational Behavior:
Define: systematic study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
Chapter 1 What Is Organizational Behavior:
Define: evidence-based management (EBM)
The basing of managerial decisions on the best available scientific evidence.
Chapter 1 What Is Organizational Behavior:
Define: intuition
A gut feeling not necessarily supported by research.
Chapter 1 What Is Organizational Behavior:
Define: psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Chapter 1 What Is Organizational Behavior:
Define: social psychology
An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Chapter 1 What Is Organizational Behavior:
Define: sociology
The study of people in relation to their social environment or culture.
Chapter 1 What Is Organizational Behavior:
Define: anthropology
The study of societies to learn about human beings and their activities.
Chapter 1 What Is Organizational Behavior:
Define: contingency variables
Situational factors: variables that moderate the relationship between two or more variables.
Chapter 1 What Is Organizational Behavior:
Define: workforce diversity
The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups.
Chapter 1 What Is Organizational Behavior:
Define: positive organizational scholarship
An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential.
Chapter 1 What Is Organizational Behavior:
Define: ethical dilemmas and ethical choices
Situations in which individuals are required to define right and wrong conduct.
Chapter 1 What Is Organizational Behavior:
Define: model
An abstraction of reality. A simplified representation of some real-world phenomenon.
Chapter 1 What Is Organizational Behavior:
Define: input
Variables that lead to processes.
Chapter 1 What Is Organizational Behavior:
Define: processes
Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
Chapter 1 What Is Organizational Behavior:
Define: outcomes
Key factors that are affected by some other variables.
Chapter 1 What Is Organizational Behavior:
Define: task performance
The combination of effectiveness and efficiency at doing your core job tasks.
Chapter 1 What Is Organizational Behavior:
Define: citizenship behavior
Discretionary behavior that contributes to the psychological and social environment of the workplace.
Chapter 1 What Is Organizational Behavior:
Define: withdrawal behavior
The set of actions employee take to separate themselves from the organization.
Chapter 1 What Is Organizational Behavior:
Define: group cohesion
The extent to which members of a group support and validate one another while at work.
Chapter 1 What Is Organizational Behavior:
Define: group functioning
The quantity and quality of a work group’s output.
Chapter 1 What Is Organizational Behavior:
Define: productivity
The combination of the effectiveness and efficiency of an organization.
Chapter 1 What Is Organizational Behavior:
Define: effectiveness
The degree to which an organization meets the needs of its clientele or customers.
Chapter 1 What Is Organizational Behavior:
Define: efficiency
The degree to which an organization can achieve its ends at a low cost.
Chapter 1 What Is Organizational Behavior:
Define: organizational survival
The degree to which an organization is able to exist and grow over the long term.
Chapter 1 What Is Organizational Behavior:
Define: Summary and Implications for Managers - Read
Managers need to develop their interpersonal, or people, skills to be effective in their jobs. Organizational behavior (OB) investigates the impact that individuals, groups, and structure have on behavior within an organization, and it applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity; reduce absenteeism, turnover, and deviant workplace behavior; and increase organizational citizenship behavior and job satisfaction. Here are a few specific implications for managers:
● Some generalizations provide valid insights into human behavior, but many are erroneous. Organizational behavior uses systematic study to improve predictions of behavior over intuition alone.
● Because people are different, we need to look at OB in a contingency framework, using situational variables to explain cause-and-effect relationships.
● Organizational behavior offers specific insights to improve a manager’s people skills.
● It helps managers to see the value of workforce diversity and practices that may need to be changed in different countries.
● It can improve quality and employee productivity by showing managers how to empower their people, design and implement change programs, improve customer service, and help employees balance work–life conflicts.
● It can help managers cope in a world of temporariness and learn how to stimulate innovation.
● Finally, OB can guide managers in creating an ethically healthy work climate.
Chapter 13 Power and Politics:
Define: power
A capacity that A has to influence the behavior of B so that B acts in accordance with A ’s wishes.
Chapter 13 Power and Politics:
Define: dependence
B ’s relationship to A when A possesses something that B requires.
Chapter 13 Power and Politics:
Define: coercive power
A power base that is dependent on fear of the negative results from failing to comply.
Chapter 13 Power and Politics:
Define: reward power
Compliance achieved based on the ability to distribute rewards that others view as valuable.
Chapter 13 Power and Politics:
Define: legitimate power
The power a person receives as a result of his or her position in the formal hierarchy of an organization.
Chapter 13 Power and Politics:
Define: personal power
Influence derived from an individual’s characteristics.
Chapter 13 Power and Politics:
Define: expert power
Influence based on special skills or knowledge.
Chapter 13 Power and Politics:
Define: power tactics
Ways in which individuals translate power bases into specific actions.
Chapter 13 Power and Politics:
Define: referent power
Influence based on identification with a person who has desirable resources or personal traits.
Chapter 13 Power and Politics:
Define: Power Influence Tatics
● Legitimacy. Relying on your authority position or saying a request accords with organizational policies or rules.
● Rational persuasion. Presenting logical arguments and factual evidence to demonstrate a request is reasonable.
● Inspirational appeals. Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
● Consultation. Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.
● Exchange. Rewarding the target with benefits or favors in exchange for following a request.
● Personal appeals. Asking for compliance based on friendship or loyalty.
● Ingratiation. Using flattery, praise, or friendly behavior prior to making a request.
● Pressure. Using warnings, repeated demands, and threats.
● Coalitions. Enlisting the aid or support of others to persuade the target to agree.
Chapter 13 Power and Politics:
Define: political skill
The ability to influence others in such a way as to enhance one’s objectives.
Chapter 13 Power and Politics:
Define: sexual harassment
Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.
Chapter 13 Power and Politics:
Define: political behavior
Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.
Chapter 13 Power and Politics:
Define: defensive behaviors
Reactive and protective behaviors to avoid action, blame, or change.
Chapter 13 Power and Politics:
Define: impression management (IM)
The process by which individuals attempt to control the impression others form of them.
Chapter 13 Power and Politics:
Define: Summary and Implications for Managers - Read
If you want to get things done in a group or an organization, it helps to have power. Here are several suggestions for how to deal with power in your own work life:

● As a manager who wants to maximize your power, you will want to increase others’ dependence on you. You can, for instance, increase your power in relation to your boss by developing knowledge or a skill she needs and for which she perceives no ready substitute. But you will not be alone in attempting to build your power bases. Others, particularly employees and peers, will be seeking to increase your dependence on them, while you are trying to minimize it and increase their dependence on you. The result is a continual battle.
● Few employees relish being powerless in their job and organization. Try to avoid putting others in a position where they feel they have no power.
● People respond differently to the various power bases. Expert and referent power are derived from an individual’s personal qualities. In contrast, coercion, reward, and legitimate power are essentially organizationally derived. Competence especially appears to offer wide appeal, and its use as a power base results in high performance by group members. The message for managers seems to be “Develop and use your expert power base!”
● An effective manager accepts the political nature of organizations. By assessing behavior in a political framework, you can better predict the actions of others and use that information to formulate political strategies that will gain advantages for you and your work unit.
● Some people are significantly more politically astute than others, meaning that they are aware of the underlying politics and can manage impressions. Those who are good at playing politics can be expected to get higher performance evaluations and, hence, larger salary increases and more promotions than the politically naïve or inept. The politically astute are also likely to exhibit higher job satisfaction and be better able to neutralize job stressors.
● Employees who have poor political skills or are unwilling to play the politics game generally relate perceived organizational politics to lower job satisfaction and self-reported performance, increased anxiety, and higher turnover.
Chapter 17 Human Resource Policies and Practices:
Define: work sample tests
Hands-on simulations of part or all of the work that applicants for routine jobs must perform.
Chapter 17 Human Resource Policies and Practices:
Define: assessment centers
A set of performance-simulation tests designed to evaluate a candidate’s managerial potential.
Chapter 17 Human Resource Policies and Practices:
Define: task performance
The combination of effectiveness and efficiency at doing your core job tasks.
Chapter 17 Human Resource Policies and Practices:
Define: citizenship
Actions that contribute to the psychological environment of the organization, such as helping others when not required
Chapter 17 Human Resource Policies and Practices:
Define: counterproductivity
Actions that actively damage the organization, including stealing, behaving aggressively toward co-workers, or being late or absent
Chapter 17 Human Resource Policies and Practices:
Define: critical incidents
A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.
Chapter 17 Human Resource Policies and Practices:
Define: group order ranking
An evaluation method that places employees into a particular classification, such as quartiles.
Chapter 17 Human Resource Policies and Practices:
Define: behaviorally anchored rating scales (BARS)
Scales that combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits.
Chapter 17 Human Resource Policies and Practices:
Define: forced comparison
Method of performance evaluation where an employee’s performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in her work unit.
Chapter 17 Human Resource Policies and Practices:
Define: graphic rating scales
An evaluation method in which the evaluator rates performance factors on an incremental scale.
Chapter 17 Human Resource Policies and Practices:
Define: individual ranking
An evaluation method that rank-orders employees from best to worst.
Chapter 17 Human Resource Policies and Practices:
Define: Summary and Implications for Managers - Read
An organization’s human resource policies and practices create important forces that shape employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, and performance evaluation systems.

● If properly designed, an organization’s selection practices will identify competent candidates and accurately match them to the job and the organization. Although employee selection is far from a science, some organizations fail to design a selection system that can achieve the right person–job fit.
● The most obvious effect of training programs is direct improvement in the skills necessary to successfully complete the job. Increased ability thus improves potential, but whether that potential becomes realized is largely an issue of motivation.
● A second benefit of training is that it increases an employee’s self-efficacy—that is, a person’s expectation that he or she can successfully execute the behaviors required to produce an outcome (see Chapter 7). Employees with high self-efficacy have strong expectations about their abilities to perform in new situations. They’re confident and expect to be successful. Training, then, is a means to positively affect self-efficacy because employees may be more willing to undertake job tasks and exert a high level of effort.
● A major goal of performance evaluation is to assess an individual’s performance accurately as a basis for allocating rewards. If evaluation is inaccurate or emphasizes the wrong criteria, employees will be over- or underrewarded. As demonstrated in Chapter 7 in our discussion of equity theory, evaluations perceived as unfair can result in reduced effort, increases in absenteeism, or a search for alternative job opportunities.