OB final

\
affective component 

The emotional or feeling segment of an attitude

\
\
ability

An individual's capacity to perform the various tasks in a job

\
accommodating

The willingness of one party in a conflict to place the opponent's interests above his or her own

\
affective events theory (AET) 

A model that suggests that work- place events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors

\
allostasis

Working to change behavior and attitudes to find stability

appreciative inquiry (AI)

An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance

attitudes

Evaluations employees make about objects, people, or events

attribution theory

An attempt to determine whether an individual's behavior is internally or externally caused

\
action research 

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate

\
affect intensity 

Individual differences in the strength with which individuals experience their emotions

attribution theory of leadership

A leadership theory that says that leadership is merely an attribution that people make about other individuals

authority

The rights inherent in a managerial position to give orders and to expect the orders to be obeyed

automatic processing

A relatively superficial consideration of evidence and information making use of heuristics

availability bias

The tendency for people to base their judgments on information that is readily available to them

BATNA

The best alternative to a negotiated agreement; the least the individual should accept

\

behavioral theories of leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders

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

behaviorism

A theory that argues that behavior follows stimuli in a relatively unthinking manner

\

Big Five Model

A personality assessment model that taps five basic dimensions

boundary spanning

When individuals form relationships outside their formally-assigned groups

bounded rationality

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity

change agents

Persons who act as catalysts and assume the responsibility for managing change activities

channel richness

The amount of information that can be transmitted during a communication episode

charismatic leadership theory

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

circular structure

An organizational structure in which execu- tives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers)

coercive power

A power base that is dependent on fear of the negative results from failing to comply

cognitive component

The opinion or belief segment of an attitude

cognitive dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes

cognitive evaluation theory

A version of self-determination theory which holds that allocating extrinsic rewards for behav- ior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

cohesiveness

The degree to which group members are attracted to each other and are motivated to stay in the group

communication apprehension

Undue tension and anxiety about oral communication, written communication, or both

\

conciliator

A trusted third party who provides an informal communication link between the negotiator and the opponent

confirmation bias

The tendency to seek out information that reaffirms past choices and to discount information that contra- dicts past judgments

conformity

The adjustment of one's behavior to align with the norms of the group

conscientiousness

A personality dimension that describes someone who is responsible, dependable, persistent, and organized

contingency variables

Situational factors: variables that moderate the relationship between two or more variables

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

controlled processing

A detailed consideration of evidence and information relying on facts, figures, and logic

core self-evaluation (CSE)

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

core values

The primary or dominant values that are accepted throughout the organization

corporate social responsibility (CSR)

An organization's self- regulated actions to benefit society or the environment beyond what is required by law

cost-minimization strategy

A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting

counterproductive work behavior (CWB)

Intentional employee behavior that is contrary to the interests of the organization, also termed deviant behavior in the workplace or employee withdrawal

critical incidents

A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively

cross-functional teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

Dark Triad

A constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy

deep-level diversity

Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

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; Referred to often in relation to counterproductive work behavior (CWB)

distributive bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

distributive justice

Perceived fairness of the amount and allocation of rewards among individuals

diversity management

The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

divisional structure

An organizational structure that groups employees into units by product, service, customer, or geographical market area

dominant culture

A culture that expresses the core values that are shared by a majority of the organization's members

driving forces

Forces that direct behavior away from the status quo (Lewin)

dyadic conflict

Conflict that occurs between two people

dysfunctional conflict

Conflict that hinders group performance

\

emotional contagion

The process by which peoples' emotions are caused by the emotions of others

\

emotional dissonance

Inconsistencies between the emotions people feel and the emotions they project

emotional labor

A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work

employee engagement

An individual's involvement with, satis- faction with, and enthusiasm for the work he or she does

employee involvement and participation (EIP)

A participative process that uses the input of employees and is intended to increase employee commitment to organizational success

employee stock ownership plan (ESOP)

A company-established benefits plan in which employees acquire stock, often at below- market prices, as part of their benefits

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

escalation of commitment

An increased commitment to a previous decision in spite of negative information

ethical work climate (EWC)

The shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members

evidence-based management (EBM)

The basing of managerial decisions on the best available scientific evidence

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

extraversion

A personality dimension describing someone who is sociable, gregarious, and assertive

Fiedler contingency model

The theory that effective groups depend on a proper match between a leader's style of interact- ing with subordinates and the degree to which the situation gives control and influence to the leader

formal channels

Communication channels established by an organization to transmit messages related to the professional activities of members

formal group

A designated work group defined by an organiza- tion's structure

full range of leadership model

A model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence

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

general mental ability (GMA)

An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

goal-setting theory

A theory that says that specific and difficult goals, with feedback, lead to higher performance

graphic rating scales

An evaluation method in which the evaluator rates performance factors on an incremental scale

group

Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives

group order ranking

An evaluation method that places employ- ees into a particular classification, such as quartiles

groupshift

A change between a group's decision and an indi- vidual 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

groupthink

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

halo effect

The tendency to draw a general impression about an individual on the basis of a single characteristic

heredity

Factors determined at conception; one's biological, physiological, and inherent psychological makeup

\

hindrance stressors

Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities)

identification-based trust

Trust based on a mutual understand- ing of each other's intentions and appreciation of each other's wants and desires

illusory correlation

The tendency of people to associate two events when in reality there is no connection

impression management (IM)

The process by which individu- als attempt to control the impression others form of them

individualism

A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups

informal group

A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact

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

integrative bargaining

Negotiation that seeks one or more settlements that can create a win-win solution

intergroup development

Organizational development (OD) efforts to change the attitudes, stereotypes, and perceptions that groups have of each other

job characteristics model (JCM)

A model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback

\
job engagement

The investment of an employee's physical, cognitive, and emotional energies into job performance

job involvement

The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

job rotation

The periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level

job satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics

leader-member exchange (LMX) theory

A theory that supports leaders' creation of ingroups and outgroups; subordinates with ingroup status will have higher performance ratings, less turn- over, and greater job satisfaction

leadership

The ability to influence a group toward the achieve- ment of a vision or set of goals

least preferred co-worker (LPC) questionnaire

An instrument that purports to measure whether a person is task or relation- ship oriented

legitimate power

The power a person receives as a result of his or her position in the formal hierarchy of an organization