Key Concepts from Organizational Behavior Lecture

A collection of key vocabulary terms and definitions related to organizational behavior, diversity, motivation, communication, and leadership.

Organizational Behavior

The study of how organizations affect and are affected by individuals and groups.

Diversity

The presence of differences within a given setting, including race, gender, age, sexual orientation, and more.

Inclusion

The practice of creating environments in which any individual or group can be and feel welcomed, respected, supported, and valued.

Surface Level Diversity

Differences in easily perceived characteristics, such as race, gender, and age.

Deep Level Diversity

Differences in values, beliefs, and personality.

Personality

An individual's characteristic patterns of thought, emotion, and behavior.

Nature vs. Nurture Debate

A discussion regarding the relative contributions of genetic inheritance (nature) and environmental factors (nurture) to human development.

Machiavellianism

A personality trait characterized by manipulation and exploitation of others, a cynical disregard for morality, and a focus on self-interest.

Self-Serving Bias

The tendency to attribute positive outcomes to one's own actions and negative outcomes to external factors.

Fundamental Attribution Error

The tendency to over-emphasize personal traits and underestimate situational factors when analyzing others' behaviors.

Emotional Contagion

The phenomenon where one person's emotions and related behaviors directly trigger similar emotions and behaviors in others.

Surface Acting

The process of faking emotions to comply with display rules in a professional setting.

Stress

A state of mental or emotional strain or tension resulting from challenging circumstances.

Challenge Stressors

Stressors that can lead to positive outcomes and personal growth.

Hindrance Stressors

Stressors that can hinder personal growth and reduce job performance.

Eustress

Positive stress that can motivate individuals and promote growth.

Distress

Negative stress that can cause anxiety and hinder performance.

Motivation

The process that initiates, guides, and maintains goal-oriented behaviors.

Groupthink

A psychological phenomenon that occurs within a group of people, in which the desire for harmony or conformity results in irrational or dysfunctional decision-making.

Social Loafing

The tendency for individuals to put forth less effort when they are part of a group.

Psychological Safety

A belief that one will not be penalized or humiliated for speaking up with ideas, questions, or mistakes.

Complete Rationality

The assumption that decision-makers have access to all relevant information and can process it perfectly.

Bounded Rationality

The concept that cognitive limitations restrict the rationality of decision-making.

Programmed Decision

Decisions that can be made by following established guidelines or rules.

Creativity

The ability to generate new ideas or innovate.

Channel Richness

The degree to which a communication channel is capable of carrying information.

High Context Culture

Cultures that rely heavily on implicit communication and non-verbal cues.

Low Context Culture

Cultures that rely on explicit verbal communication.

Task Conflict

Disagreements among group members about the content of the tasks being performed.

Relationship Conflict

Personal conflicts between individuals that stem from interpersonal factors.

Process Conflict

Disputes over the way in which tasks should be accomplished.

Intrinsic Conflict

Internal conflicts regarding one's own values or beliefs.

Extrinsic Conflict

Conflicts caused by external factors such as environmental pressures or opposing interests.

Leadership Styles

Different approaches leaders use to motivate and direct teams, including laissez-faire, transactional, transformational, visionary, and empowering.

Legitimate Power

Power that comes from an individual's role or position in an organization.

Reward Power

Power that comes from the ability to provide rewards to others.

Coercive Power

Power that comes from the ability to punish or sanction others.

Expert Power

Power that comes from having specialized knowledge or skills.

Referent Power

Power that comes from being admired or respected.

Espoused vs. Enacted Culture

The difference between what is said to be valued by an organization versus what is actually practiced.

Artifacts in Culture

Visible and tangible elements of culture such as stories, rituals, and symbols.

Organizational Culture

A system of shared assumptions, values, and beliefs that governs how people behave in organizations.

External Forces

Factors outside an organization that can affect its operations.

Internal Forces

Factors within an organization that can influence its processes and effectiveness.

Intrapreneurship

The act of behaving like an entrepreneur while working within a large organization.

Organizational Restructuring

The process of reorganizing the structure or operations of an organization.