Organizational Behaviour Course Text Book

666 GLINDEX

Deviant workplace behavior, Voluntary Double-loop learning, A process of in e-mail, 346
behavior that violates significant correcting errors by modifying the functions of, 102–103
organizational norms and, in so organization’s objectives, policies, and global implications of, 121
doing, threatens the well-being of standard routines, 594, 595 judging, 107
the organization or its members. in negotiation, 465, 468b
Also called antisocial behavior or Downsizing, 494–496 OB applications of, 115–121
workplace incivility, 32, 85–86, 119, Driving forces, Forces that direct behavior sources of, 103–108
283–284 See also Moods
away from the status quo, 585 Empathy, in negotiation, 468b
Dignity culture, 515b Drug testing, 549–550 Employee engagement, An individual’s
Direction, in motivation, 202 Dual career couples, 47b
Disability, individuals with, 48–49, 56 Due process, in performance involvement with, satisfaction with,
Discrimination, Noting of a difference and enthusiasm for the work he or she
evaluation, 562 does, 77–78
between things; often we refer to unfair Dynamic flexibility, 55e Employee involvement, A participative
discrimination which means making Dynamic strength, 55e process that uses the input of employees
judgments about individuals based on Dysfunctional conflict, Conflict that and is intended to increase employee
stereotypes regarding their demographic commitment to an organization’s
group, 42–43 hinders group performance, 448, success, 250–251
age, 46 449, 456–457 Employee-oriented leader, A leader who
forms of, 43e emphasizes interpersonal relations,
racial, ethnic, 48 E takes a personal interest in the needs
religious, 51–52 of employees, and accepts individual
sex, 46–47 Economy, 15–16 differences among members, 371–372
Discriminatory policies, 43e Effectiveness, The degree to which an Employee(s)
Displayed emotions, Emotions that are benefits for, 257–259, 495
organizationally required and organization meets the needs of its ethnic diversity of, 18
considered appropriate in a given job, clientele or customers, 28 involvement programs for, 250–252
108b, 109–110 downsizing and, 495 loyalty, 87b
Disseminator roles, 7, 7e in group decision-making, 291 organizational culture and, 523–525,
Distinctiveness of managers, 9 527–529
in attribution theory, 168 team, 312–322 outsourcing and, 500b
in social identity theory, 274 trust and, 390 participation and downsizing, 495
Distributive bargaining, Negotiation that Efficiency, The degree to which an recognition programs for, 259–261
seeks to divide up a fixed amount of organization can achieve its ends at a recruitment of diverse, 56–57
resources, 458–460 low cost, 28, 291 response to organizational politics,
Distributive justice, Perceived fairness of Effort-performance relationship, 223 429–430
the amount and allocation of rewards Electronic meeting, A meeting in which satisfaction, dissatisfaction of,
among individuals, 222, 223 members interact on computers, 205–207, 250
Disturbance handlers, 7 allowing for anonymity of comments satisfaction and communication, 360
Diversity, The extent to which members of a and aggregation of votes, 295–296 selection of, 116, 520
group are similar to, or different from, E-mail, 345–347 selection process for, 544–551
one another, 56–57, 288–290 Emotional contagion, The process by which socialization of, 520–523
cultural differences in, 54b peoples’ emotions are caused by the stress and, 607b
global implications of, 60 emotions of others, 118–119 training and development programs
group performance and, 58 Emotional dissonance, Inconsistencies for, 551–554
levels of, 42 between the emotions people feel and withdrawal behavior of, 26f, 75, 85
organizational culture and, 518 the emotions they project, 109 See also Attitudes; Human resource
programs, 58–59 Emotional intelligence (EI), The ability to management; Motivation; Work-
of team members, 317–318 detect and to manage emotional cues life balance
in U.S. workforce, 40–42 and information, 112–115, 116, 370 Employee stock ownership plan (ESOP),
See also Workplace diversity Emotional labor, A situation in which an A company-established benefits plan
Diversity management, The process and employee expresses organizationally in which employees acquire stock, often
programs by which managers make desired emotions during interpersonal at below-market prices, as part of their
everyone more aware of and sensitive transactions at work, 108–109 benefits, 257
to the needs and differences of others, Emotional stability, A personality dimension Enactive mastery, 216
56–57 that characterizes someone as calm, Encounter stage, The stage in the socialization
Divestiture socialization, 522e self-confident, secure (positive) versus process in which a new employee sees
Dominant culture, A culture that expresses nervous, depressed, and insecure what the organization is really like and
the core values that are shared by (negative), 136, 137 confronts the possibility that expectations
a majority of the organization’s Emotion regulation, 111 and reality may diverge, 521
members, 514, 515 Emotions, Intense feelings that are directed at
someone or something, 98–100
as barrier to communication, 353–354
in conflict process, 452
cultural differences in, 102

GLINDEX 667

Enhancement, 432e Expert power, Influence based on special Flexible benefits, A benefits plan that
Entrepreneur roles, 7, 142b skills or knowledge, 415 allows each employee to put together a
Environment, Institutions or forces outside benefits package individually tailored
Explanations, 222 to his or her own needs and situation,
an organization that potentially Explosive strength, 55e 257–258
affect the organization’s performance, Extent flexibility, 55e
499–500 Extraversion, A personality dimension Flexible spending plans, for benefits, 259
Equity theory, A theory that says that Flextime, Flexible work hours,
individuals compare their job inputs describing someone who is sociable,
and outcomes with those of others gregarious, and assertive, 136, 245–247, 248f
and then respond to eliminate any 137–138, 370 Forced comparison, Method of performance
inequities, 219–222 Extrinsic rewards and motivation,
Escalation of commitment, An increased 208–211 evaluation where an employee’s
commitment to a previous decision performance is made in explicit
in spite of negative information, F comparison to others (e.g., an employee
180, 181 may rank third out of 10 employees in
Essays, written, 558 Face culture, 515b her work unit), 559
Esteem, need for, 203 Facial expressions, 100 Formal channels, Communication channels
Ethical dilemmas and ethical choices, Failure, 24b established by an organization to
Situations in which individuals are Fairness, perception of, 58, 84, 222, transmit messages related to the
required to define right and wrong professional activities of members,
conduct, 22–23 416, 434 338, 339
in decision-making, 187–188 Favors, 432e Formal group, A designated work group
decision-making and, 185f Fear, as motivator, 228b defined by an organization’s structure,
of downsizing, 496 Feedback, The degree to which carrying out 272, 273
gossip as an, 345b Formalization, The degree to which
leadership and, 386–387 the work activities required by a job jobs within an organization are
motivation and, 209b results in the individual obtaining standardized, 486, 487, 515–516
rewards as, 258b direct and clear information Formal regulations, 186
workplace romances as, 423b about the effectiveness of his or her Formal small-group networks, 343
Ethics performance, 213, 241, 340–341, Forming stage, The first stage in group
emotions and, 103 562–563 development, characterized by much
failure and, 24b Felt conflict, Emotional involvement in a uncertainty, 275
global virtual teams and, 315b conflict that creates anxiety, tenseness, Functional conflict, Conflict that
during negotiation, 468b frustration, or hostility, 452, 453 supports the goals of the group
in organizational culture, 525–527 Felt emotions, An individual’s actual and improves its performance,
in political behavior, 434–435 emotions, 109, 110 447–448, 455–456
training in, 553 Femininity, A national culture attribute that Functions, of managers, 6
Ethnicity, 48 indicates little differentiation between Fundamental attribution error, The
E-training, 553, 554f male and female roles; a high rating tendency to underestimate the
Evidence-based management (EBM), indicates that women are treated as influence of external factors and
The basing of managerial decisions the equals of men in all aspects of the overestimate the influence of internal
on the best available scientific society, 151 factors when making judgments about
evidence, 11 Fiedler contingency model, The theory the behavior of others, 169
Exchange, as power tactic, 418 that effective groups depend on a
Exclusion, 43e proper match between a leader’s style G
Excuses, 432e of interacting with subordinates and
Exemplification, 432e the degree to which the situation gives Gainsharing, A formula-based group
Exercise, as emotion, mood source, 107 control and influence to the leader, incentive plan, 256, 257
Exit, Dissatisfaction expressed through 372–375
behavior directed toward leaving the Figurehead roles, 6, 7e Galatea effect, 217
organization, 82–84 Filtering, A sender’s manipulation of Gender
Expectancy theory, A theory that says that information so that it will be seen more
the strength of a tendency to act in a favorably by the receiver, 353 bullying differences by, 12
certain way depends on the strength Five-stage group-development model, as emotion, mood source, 107–108
of an expectation that the act will be The five distinct stages groups go influence on decision-making, 184
followed by a given outcome and on through: forming, storming, norming, in negotiation, 466
the attractiveness of that outcome to performing, and adjourning, stress and, 596b
the individual, 224–226 275–276 in the workforce, 46–47
Expectations, 173 Fixed pie, The belief that there is only a Gender identity, 51–52
Expertise, creativity and, 189 set amount of goods or services to be General mental ability (GMA), An
divvied up between the parties, 459
Fixed vs. variable socialization, 522e overall factor of intelligence, as
Flattery, 432e suggested by the positive correlations
Flexibility, physical, 55e among specific intellectual ability
dimensions, 53
Generation Nexters, 146, 155

668 GLINDEX

Generation Xers, 146 H and ensure that the idea is
Generation Yers, 146, 155 implemented, 593
Globalization, 16–17 Halo effect, The tendency to draw a general Identification-based trust, Trust based on a
Global Leadership and Organizational impression about an individual on the mutual understanding of each other’s
basis of a single characteristic, 171 intentions and appreciation of each
Behavior Effectiveness (GLOBE), other’s wants and desires, 395–396
153–154, 372, 385 Hawthorne studies, 280–281 Illusory correlation, The tendency of people
Goals Health issues, 564b to associate two events when in reality
achievement of, 204b Heredity, Factors determined at conception there is no connection, 104, 105
commitment to, 213 Imitation strategy, A strategy that seeks
subconscious, 214 one’s biological, physiological, and to move into new products or new
Goal-setting, implementation of, 214–219 inherent psychological makeup, 134 markets only after their viability has
Goal-setting theory, A theory that says Hierarchy of needs, Abraham Maslow’s already been proven, 497–498
that specific and difficult goals, with hierarchy of five needs—physiological, Impression management (IM), The
feedback, lead to higher performance, safety, social, esteem, and self- process by which individuals attempt
212–214 actualization—in which, as each need to control the impression others form of
Gossip, 344, 345b is substantially satisfied, the next need them, 430–434
Grapevine, An organization’s informal becomes dominant, 203–204 Incivility, 43e
communication network, 343–344 High-context cultures, Cultures that Individualism, A national culture attribute
Graphic rating scales, An evaluation method rely heavily on nonverbal and that describes the degree to which people
in which the evaluator rates performance subtle situational cues in prefer to act as individuals rather than
factors on an incremental scale, 559 communication, 357 as members of groups, 150, 151
Group cohesion, The extent to which Higher-order needs, Needs that are satisfied Individual ranking, An evaluation method
members of a group support and internally, such as social, esteem, and that rank-orders employees from best to
validate one another while at work, 28 self-actualization needs, 203, 204 worst, 559
Group development, stages of, Hindrance stressors, Stressors that keep you Inductive reasoning, 53e
274–276 from reaching your goals (for example, Influence and power tactics, 419
Group functioning, The quantity and red tape, office politics, confusion over Informal channels, Communication
quality of a work group’s output, 28 job responsibilities), 596, 597 channels that are created spontaneously
Group order ranking, An evaluation Hindsight bias, The tendency to believe and that emerge as responses to
method that places employees into falsely, after an outcome of an event is individual choices, 338, 339
a particular classification, such as actually known, that one would have Informal group, A group that is
quartiles, 559 accurately predicted that outcome, neither formally structured nor
Group performance, 58 181–182 organizationally determined, 272, 273
Group polarization, 294–295 Hispanic workers, 18 Informational roles, 7
Group(s), Two or more individuals, Historical precedents and decision- Information overload, A condition in
interacting and interdependent, making, 186–187 which information inflow exceeds
who have come together to achieve Hofstede’s framework, for assessing an individual’s processing capacity,
particular objectives, 272, 273, 343 culture, 150–153 349–350, 353
cohesiveness of, 314b Humane orientation, 154 Ingratiation, 418, 433
decision-making in, 290–296 Human resource management, 8 Ingroup bias, 292b
diversity in, 58, 290 selection process, 544–551 Ingroup favoritism, Perspective in which we
global implications of, 296–297 social media and, 567b see members of our ingroup as better
properties of, 278–290 training and development programs, than other people, and people not in
size, 286–287 551–554 our group as all the same, 273
stages of development of, 275–276 Human skills, The ability to work with, Initiating structure, The extent to which
temporary, 276 understand, and motivate other a leader is likely to define and
See also Teams people, both individually and in structure his or her role and those of
Groupshift, A change between a group’s groups, 8 subordinates in the search for goal
decision and an individual decision Hygiene factors, Factors—such as attainment, 371
that a member within the group company policy and administration, Injuries, safety at work, 119–120
would make; the shift can be toward supervision, and salary—that, when Innovation, A new idea applied to initiating
either conservatism or greater risk adequate in a job, placate workers. or improving a product, process, or
but it generally is toward a more When these factors are adequate, service, 20, 420b, 512, 591–593
extreme version of the group’s original people will not be dissatisfied, Innovation strategy, A strategy that
position, 292, 294–295 205–206 emphasizes the introduction of major
Groupthink, A phenomenon in which the new products and services, 497
norm for consensus overrides the I Input, Variables that lead to processes,
realistic appraisal of alternative 24–25
courses of action, 292–294 Idea champions, Individuals who take
an innovation and actively and
enthusiastically promote the idea,
build support, overcome resistance,

GLINDEX 669

Inspirational appeals, 418 task significance, autonomy, and in-groups and out-groups; subordinates
Instant messaging (IM), 347 feedback, 240–242 with in-group status will have higher
Institutionalization, A condition that occurs Job design, The way the elements in a job are performance ratings, less turnover, and
organized, 240 greater job satisfaction, 377–379
when an organization takes on a Job engagement, The investment of Leader–member relations, The degree
life of its own, apart from any of its an employee’s physical, cognitive, of confidence, trust, and respect
members, and acquires immortality, and emotional energies into job subordinates have in their leader,
517–518 performance, 211–212 373–374
Instrumental values, Preferable modes of Job enrichment, The vertical expansion Leader-participation model, A leadership
behavior or means of achieving one’s of jobs, which increases the degree theory that provides a set of rules
terminal values, 145 to which the worker controls the to determine the form and amount
Insults, 43e planning, execution, and evaluation of participative decision making in
Integrative bargaining, Negotiation that of the work, 244–245 different situations, 376–377
seeks one or more settlements that Job involvement, The degree to which a person Leadership, The ability to influence a group
can create a win-win solution, 459e, identifies with a job, actively participates toward the achievement of a vision or
460–462 in it, and considers performance set of goals, 368
Integrity, 389, 547–548 important to self-worth, 74, 78 as an attribution, 393
Intellectual abilities, The capacity to Job performance authentic, 386–387
do mental activities—thinking, conscientiousness and, 136–137 charismatic, 377–382
reasoning, and problem solving, core self-evaluation and, 139–140 contingency theories of, 372–379
52–55, 61, 185 defined, 555 creating effective, 396–397, 398b
Intelligence and self-efficacy, 217–218 individuals with disability and, 49–50 emotions, moods and, 117
Intelligence quotient (IQ) tests, 53 job satisfaction and, 84 ethics and, 386–387
Intensity, in motivation, 202 organizational structure and, 501–502 global implications of, 397
Intentions, Decisions to act in a given way, Job rotation, The periodic shifting of an leader-member exchange (LMX)
452–454 employee from one task to another, theory of, 377–379
Interacting groups, Typical groups in which 243–244 vs. management, 368
members interact with each other face Jobs mentoring and, 391–392
to face, 295–296 movement of, 17 neutralizers of, 394–395
Interactional justice, The perceived degree redesigning, 242–249 online, 395
to which an individual is treated with service, 18 path-goal theory of, 376
dignity, concern, and respect, 223 Job satisfaction, A positive feeling about power and, 413–414
Interactionist view of conflict, The belief that one’s job resulting from an evaluation situational leadership theory
conflict is not only a positive force in a of its characteristics, 74, 78–87 of, 376
group but also an absolute necessity for a age and, 45 style, 372–374
group to perform effectively, 447 attitudes and, 73 substitutes for, 394–395
Interest levels, 352 causes of, 81–82 in teams, 313–314
Intergroup development, OD efforts to cultural differences in, 79–80 trait theories of, 369–370
change the attitudes, stereotypes, and global implications of, 88 transformational, 382–385
perceptions that groups have of each impact on workplace, 82–86 Leadership roles, 6, 7e
other, 590–591 intelligence and, 55 Leading, A function that includes
Interpersonal roles, 6, 7e job performance and, 84 motivating employees, directing
Interpersonal skills, 4–5, 552 levels, 79–81 others, selecting the most effective
Interpretation and context, 167 measuring, 79 communication channels, and
Interviews, 173, 433, 548–549 profitability and, 86 resolving conflicts, 6
Intimidation, 43e promotion and, 79 Learning organization, An organization
Intrinsic task motivation, 190, 208–209 Job sharing, An arrangement that allows two that has developed the continuous
Intuition, A gut feeling not necessarily or more individuals to split a traditional capacity to adapt and change,
supported by research, 11–12, 177 40-hour-a-week job, 247–248 593–595
Intuitive decision making, An unconscious Justice. See Fairness, perception of Least preferred co-worker (LPC)
process created out of distilled questionnaire, An instrument
experience, 177 K that purports to measure whether
Investiture socialization, 522e a person is task or relationship
Knowledge-based pay, 256 oriented, 373
J Legitimacy, as power tactic, 418
L Legitimate power, The power a person
Japan, 130–132, 217f receives as a result of his or her
Job characteristics model (JCM), A Labor, low-cost, 17 position in the formal hierarchy
Language, 354, 356–357, 524–525 of an organization, 414, 415
model that proposes that any job can Leader–member exchange (LMX) theory,
be described in terms of five core job
dimensions: skill variety, task identity, A theory that supports leaders’ creation of

670 GLINDEX

Liaison roles, 6, 7e McClelland’s theory of needs, A theory equity theory/organizational justice
Life balance. See Work-life balance that states achievement, power, and and, 219–222
Literacy skills, 551 affiliation are three important needs
Long-term orientation, A national culture that help explain motivation, 207–208 fear as, 228b
global implications of, 228
attribute that emphasizes the future, Mechanistic model, A structure goal-setting theory and, 212–214
thrift, and persistence, 151 characterized by extensive hierarchy of needs theory and,
Low-context cultures, Cultures that rely departmentalization, high
heavily on words to convey meaning in formalization, a limited information 203–204
communication, 357 network, and centralization, 496–498 integrating contemporary theories of,
Lower-order needs, Needs that are satisfied
externally, such as physiological and Mediator, A neutral third party who 226–228
safety needs, 203–204 facilitates a negotiated solution by job characteristics model and, 240–242
Loyalty, Dissatisfaction expressed by passively using reasoning, persuasion, and McClelland’s theory of needs and,
waiting for conditions to improve, 82–84 suggestions for alternatives, 467–468
Lying, 355, 356b 207–208
Memory, 53e rewards and, 252–261
M Mental ability. See Intellectual abilities self-determination theory and,
Mental models, Team members’ knowledge
Machiavellianism, The degree to which an 208–209
individual is pragmatic, maintains and beliefs about how the work gets and social, physical context of work,
emotional distance, and believes that done by the team, 321–322
ends can justify means, 140 Mentor, A senior employee who sponsors and 249–250
supports a less-experienced employee, Theories X, Y and, 205
Managed conflict, 447, 449 called a protégé, 391–392 two-factor theory of, 204–208
Management Mergers, 518–519 Motivation-hygiene theory, 204–205
Merit-based pay plan, A pay plan based Motor reproduction processes, 219
changing structure of, 503 on performance appraisal ratings, Movement, A change process that transforms
vs. leadership, 368 254–255
organizational culture and, 520 Metamorphosis stage, The stage in the the organization from the status quo to
organizational politics and, 425e socialization process in which a new a desired end state, 584, 585
Management by objectives (MBO), A employee changes and adjusts to the Multiteam systems, Systems in which different
job, work group, and organization, teams need to coordinate their efforts to
program that encompasses specific 522, 523 produce a desired outcome, 314, 315
goals, participatively set, for an Millennials, 146–148, 155 Myers-Briggs Type Indicator (MBTI),
explicit time period, with feedback on Mockery, 43e A personality test that taps four
goal progress, 214–215 Model, An abstraction of reality. A simplified characteristics and classifies people into
Managers, An individual who achieves goals representation of some real-world 1 of 16 personality types, 135–136
through other people, 5 phenomenon, 23–25
activities of, 8–9 Modular plan, for benefits, 258 N
effective vs successful, 9 Monitor roles, 7
functional conflict and, 457–458 Moods, Feelings that tend to be less intense Narcissism, The tendency to be arrogant,
functions of, 6 than emotions and that lack a have a grandiose sense of self-
influence on moods, emotions, 120 contextual stimulus, 98–99, 100–102 importance, require excessive
interpersonal skills of, 4–5 employment and, 106f admiration, and have a sense of
learning organizations and, 593–595 global implications of, 121 entitlement, 140, 155
organizational behavior and, 30, 32 OB applications of, 115–121
organizational culture and, 525 sources of, 103–108 Need for achievement (nAch), The drive
sexual harassment and, 423–424 See also Emotions to excel, to achieve in relationship to
Masculinity, A national culture attribute Motivating potential score (MPS), a set of standards, and to strive to
that describes the extent to which the A predictive index that suggests succeed, 207
culture favors traditional masculine the motivating potential in a job,
work roles of achievement, power, 242, 243 Need for affiliation (nAff), The desire
and control. Societal values are Motivation, The processes that account for an for friendly and close interpersonal
characterized by assertiveness and individual’s intensity, direction, and relationships, 207
materialism, 150–151 persistence of effort toward attaining a
Material symbols, What conveys to employees goal, 202, 203 Need for power (nPow), The need to
who is important, the degree of alternative work arrangements, make others behave in a way in
egalitarianism top management 245–249 which they would not have behaved
desires, and the kinds of behavior that communication as form of, 337 otherwise, 207
are appropriate, 524, 525 creativity and task, 190
Matrix structure, An organization structure emotions, moods and, 117 Needs theory, hierarchy of, 202–203
that creates dual lines of authority employee involvement and, 252 Negative affect, A mood dimension
and combines functional and product employee recognition as, 261
departmentalization, 488–490 that consists of emotions such as
nervousness, stress, and anxiety
at the high end and relaxation,
tranquility, and poise at the low
end, 100–101
Neglect, Dissatisfaction expressed through
allowing conditions to worsen, 82–84
Negotiation, A process in which two or more
parties exchange goods or services and

GLINDEX 671

attempt to agree on the exchange rate organizations, for the purpose of workplace, composed of distributive,
for them, 117–118, 458, 459 applying such knowledge toward procedural, and interactional justice,
anger in, 118 improving an organization’s 222, 223
cross-cultural differences in, 462b effectiveness, 10 Organizational politics, 424–426, 429
global implications of, 469–470 applications for emotions and moods, Organizational structure, The way in
process of, 463–467 115–120 which job tasks are formally divided,
in sports, 471 Big Five Model and, 138e grouped, and coordinated, 480
third-party, 467–468 challenges, opportunities for, 15–23 designs of, 486–496
See also Conflict developing model of, 22–30 differences in, 496–501
Negotiator role, 7e, 8 disciplines of, 13–14 global, 489b
Netters, 146, 155 global implications of, 30, 32 global implications of, 502
Networking literature about, 31 as source of conflict, 450–451
as a managerial activity, 8 model, 25e Organizational survival, The degree to
as organizational challenge, 20–21 variables in, 14–15 which an organization is able to exist
social, 347–348, 359 Organizational change, 584–586 and grow over the long term, 29
Networks, formal communication, 343 action research process for, 587 Organizing, Determining what tasks are to be
Neutralizers, Attributes that make it creating a culture for, 591–595 done, who is to do them, how the tasks
impossible for leader behavior to make global implications of, 606 are to be grouped, who reports to whom,
any difference to follower outcomes, Kotter’s eight-step plan for, 586–587 and where decisions are to be made, 6, 9
394–395 Lewin’s three-step model for, 584–586 Other-inside/outside referent, 220–221
Nexters, 146, 155 See also Change Other-orientation, 142–143
Nominal group technique, A group Organizational citizenship behavior Outcomes, Key factors that are affected by
decision-making method in which (OCB). See Citizenship behavior some other variables
individual members meet face to face Organizational climate, The shared in conflict process, 455–458
to pool their judgments in a systematic perceptions organizational members in OB model, 25
but independent fashion, 295–296 have about their organization and in organizational culture, 513
Nonsanctioned leadership, 368 work environment, 516–518 in performance evaluation, 555–556
Norming stage, The third stage in group Organizational commitment, The degree Outsourcing, 500b
development, characterized by close to which an employee identifies with a Overconfidence bias, 177–178, 182–183
relationships and cohesiveness, 275 particular organization and its goals
Norms, Acceptable standards of behavior and wishes to maintain membership in P
within a group that are shared by the the organization, 74–75, 78
group’s members, 280, 281, 285–286 Organizational culture, A system of Participative management, A process in
Number aptitude, 53e shared meaning held by members that which subordinates share a significant
distinguishes the organization from degree of decision-making power with
O other organizations, 420, 427 their immediate superiors, 251
creating and sustaining, 519–523
Offers, in distributive bargaining, 460 defining, 512–514 Path–goal theory, A theory that states that
Offshoring, 500b ethical considerations for, 525–527 it is the leader’s job to assist followers
Off-the-job training, 553 face and dignity cultures in, 515b in attaining their goals and to provide
On-the-job training, 553 functions of, 516–519 the necessary direction and/or support
Openness to experience, A personality global implications of, 533 to ensure that leader–member exchange
as a liability, 517–518 (LMX) theory A theory that supports
dimension that characterizes someone positive environment for, 527 leaders’ creation of in-groups and out-
in terms of imagination, sensitivity, workplace spirituality and, 529–532 groups, 376, 377
and curiosity, 136, 137, 138, 370 Organizational demography, The degree to
Operant conditioning theory, 218 which members of a work unit share a Pay. See Compensation
Organic model, A structure that is flat, uses common demographic attribute, such Peer pressure, 294b
cross-hierarchical and cross-functional as age, sex, race, educational level, or People skills, improving, 19–20
teams, has low formalization, possesses length of service in an organization, Perceived conflict, Awareness by one or more
a comprehensive information network, and the impact of this attribute on
and relies on participative decision turnover, 318, 320 parties of the existence of conditions
making, 496–498 Organizational development (OD), that create opportunities for conflict to
Organization, A consciously coordinated A collection of planned change arise, 451–452
social unit, composed of two or more interventions, built on humanistic– Perceived organizational support (POS),
people, that functions on a relatively democratic values, that seeks to The degree to which employees
continuous basis to achieve a common improve organizational effectiveness believe an organization values their
goal or set of goals, 5 and employee well-being, 587–591 contribution and cares about their
Organizational behavior (OB), A field Organizational justice, An overall well-being, 76–77, 78
of study that investigates the impact perception of what is fair in the Perceivers, 167
that individuals, groups, and Perception, A process by which individuals
structure have on behavior within organize and interpret their sensory
impressions in order to give meaning to
their environment, 166–173, 190, 192

672 GLINDEX

Perceptual speed, 53e Person-organization fit, 516 leadership and, 413–414
Performance evaluation Persuasion, 351–352 personal, 415
Physical abilities, The capacity to do tasks that sexual harassment as, 420–424
decision-making and, 186 See also Political behavior
execution of, 556–558 demand stamina, dexterity, strength, and Power distance, A national culture
impression management and, 433 similar characteristics, 55–56
managerial considerations for, Physiological needs, 203 attribute that describes the extent
Piece-rate pay plan, A pay plan in to which a society accepts that power in
560–563 which workers are paid a fixed institutions and organizations
methods of, 558–560 sum for each unit of production is distributed unequally, 150,
perception in, 173 completed, 254 151, 420b
political behavior in, 427 Planned change, Change activities Power tactics, Ways in which individuals
purposes of, 554–558 that are intentional and goal translate power bases into specific
in teams, 314–315 oriented, 580, 581 actions, 418–420
Performance expectations, 173 Planning, A process that includes defining Prearrival stage, The period of learning in
Performance orientation, 154 goals, establishing strategy, and the socialization process that occurs
Performance-reward relationship, 223 developing plans to coordinate before a new employee joins the
Performance-simulation tests, 548 activities, 6 organization, 521
Performing stage, The fourth stage in group Political behavior, Activities that are not Pressure, as power tactic, 418
required as part of a person’s formal Privacy, in e-mail, 346–347
development, during which the group role in the organization but that Proactive personality, People who
is fully functional, 275 influence, or attempt to influence, identify opportunities, show initiative,
Persistence, in motivation, 202 the distribution of advantages take action, and persevere until
Personal appeals, 418 and disadvantages within the meaningful change occurs, 142, 143
Personal evaluation, global implications organization, 424–430 Problem, A discrepancy between the current
of, 566 in individuals, 426–427 state of affairs and some desired state,
Personality, Enduring characteristics in organizations, 424–425, 427, 428b 174, 175
that describe an individual’s Political skill, The ability to influence others Problem-solving skills, 552
behavior, 133 in such a way as to enhance one’s Problem-solving teams, Groups of 5 to
Big Five Model of, 136–139 objectives, 420, 421 12 employees from the same department
determinants of, 134–135 Position power, Influence derived from who meet for a few hours each week
as emotion, mood source, 103–104 one’s formal structural position in the to discuss ways of improving quality,
global implications of, 154 organization; includes power to hire, efficiency, and the work environment,
in a global workplace, 143b fire, discipline, promote, and 310, 311
Holland’s typology of, 148–149 give salary increases, 374, 375 Procedural justice, The perceived fairness
influence on decision-making, 184 Positive affect, A mood dimension that of the process used to determine the
Machiavellianism and, 140 consists of specific positive emotions, distribution of rewards, 222, 223
measuring, 133 100–101 Process conflict, Conflict over how work gets
narcissism and, 140 Positive organizational culture, A culture done, 448, 449
in negotiation, 464–465 that emphasizes building on employee Process consultation (PC), A meeting in
other-orientation, 142–143 strengths, rewards more than punishes, which a consultant assists a client
persuasion and, 352 and emphasizes individual vitality in understanding process events
proactive, 142 and growth, 527–529, 534b with which he or she must deal
risk taking, 141–142 Positive organizational scholarship, An and identifying processes that need
self-efficacy and, 217–218 area of OB research that concerns improvement, 589
shaping, in the workplace, 147b how organizations develop human Process control, 222
of team members, 316–317 strength, foster vitality and resilience, Processes, Actions that individuals, groups,
tests, 547 and unlock potential, 22 and organizations engage in as a
Personality–job fit theory, A theory Positivity offset, The tendency of most result of inputs and that lead to
that identifies six personality types individuals to experience a mildly certain outcomes, 25
and proposes that the fit between positive mood at zero input (when Production-oriented leader, A leader who
personality type and occupational nothing in particular is going on), 101 emphasizes technical or task aspects of
environment determines satisfaction Power, A capacity that A has to influence the job, 372, 373
and turnover, 148–150 the behavior of B so that B acts in Productivity, The combination of the
Personality-organization fit theory, 150 accordance with A’s wishes effectiveness and efficiency of an
Personality traits, 134f, 135 bases of, 414–416 organization, 28–29
Personalization, in conflict process, corruption and, 436 age and, 45
451–452 defined, 412–413 organizational commitment and, 73
Personal power, Influence derived from an fairness and, 416 trust and, 390
individual’s characteristics, 415 formal, 414 Profit-sharing plan, An organizationwide
Personal traits, in performance global implications of, 435 program that distributes compensation
evaluation, 556
Personal variables, as source of conflict, 451

GLINDEX 673

based on some established formula Relationship conflict, Conflict based on Rumination, 184
designed around a company’s interpersonal relationships, 448, 449 Rumors, 344
profitability, 256, 257
Promotion, 79 Religion, in the workplace, 50–51 S
See also Self-promotion Representative participation, A system
Psychological contract, An unwritten Safety, at work, 119–120, 203
agreement that sets out what in which workers participate in Scarcity and dependence, 417–418
management expects from an employee organizational decision making Schadenfreude, 120b
and vice versa, 278 through a small group of representative Security, of information, 350
Psychological empowerment, Employees’ employees, 251–252 Selective perception, The tendency to
belief in the degree to which they Resistance point, in negotiation, 459–460
affect their work environment, their Resource allocators, 7–8 selectively interpret what one sees
competence, the meaningfulness of Resources, for teams, 313 on the basis of one’s interests,
their job, and their perceived autonomy Resources, Things within an individual’s background, experience, and attitudes,
in their work, 74 control that can be used to resolve 170, 171, 353
Psychology, The science that seeks to demands, 596, 597 Self-actualization, The drive to become what
measure, explain, and sometimes Resources and dependence, 417 a person is capable of becoming, 203,
change the behavior of humans and Restraining forces, Forces that hinder 204, 205
other animals, 13e, 14 movement from the existing Self-concordance, The degree to which
Punctuated-equilibrium model, A set equilibrium, 585 peoples’ reasons for pursuing goals are
of phases that temporary groups go Retail Leadership Development (RLD) consistent with their interests and core
through that involves transitions Program, 59–60 values, 210
between inertia and activity, 276 Retention processes, 219 Self-determination theory, A theory of
Pygmalion effect, 217 Reward power, Compliance achieved based motivation that is concerned with
on the ability to distribute rewards that the beneficial effects of intrinsic
R others view as valuable, 414, 415 motivation and the harmful effects of
Rewards-personal goals relationship, 224 extrinsic motivation, 208–211
Race, 48 Reward systems, 186 Self-efficacy, An individual’s belief that he
Randomness error, The tendency of motivation and, 208–211, 252–253 or she is capable of performing a task,
organizational culture and, 527–528 215–218, 370
individuals to believe that they can political behavior and, 427–429 Self-fulfilling prophecy, A situation in
predict the outcome of random events, in teams, 314–315, 324 which a person inaccurately perceives
180, 181 Risk aversion, The tendency to prefer a sure a second person, and the resulting
Rational, Characterized by making consistent, gain of a moderate amount over a expectations cause the second person
value-maximizing choices within riskier outcome, even if the riskier to behave in ways consistent with the
specified constraints, 175 outcome might have a higher expected original perception, 173
Rational decision-making model, A payoff, 180–181 Self-inside/outside referents,
decision-making model that describes Risk taking, 141–142 220–221
how individuals should behave in in organizational culture, 512 Self-managed work teams, Groups
order to maximize some outcome, 175 trust and, 390 of 10 to 15 people who take on
Rational persuasion, 418 Rituals, Repetitive sequences of activities that responsibilities of their former
Recognition programs, 259–260 express and reinforce the key values supervisors, 310, 311
Recruitment, 56–57, 561b of the organization, which goals are Self-monitoring, A personality trait that
Red Coats (Delta), 174f most important, which people are measures an individual’s ability to
Reference groups, Important groups to important, and which are expendable, adjust his or her behavior to external,
which individuals belong or hope 524, 525 situational factors, 141
to belong and with whose norms Rokeach Value Survey (RVS), 145 Self-promotion, 432e, 433
individuals are likely to conform, 283 Role, A set of expected behavior patterns Self-serving bias, The tendency for
Referent power, Influence based on attributed to someone occupying a individuals to attribute their own
identification with a person who has given position in a social unit, 277 successes to internal factors and put
desirable resources or personal traits, 415 allocation of, in teams, 317 the blame for failures on external
Reflected best-self, 22 ambiguity and political behavior, 427 factors, 169
Reflexivity, A team characteristic of reflecting of managers, 6–7, 7e Sensitivity training, Training groups that
on and adjusting the master plan Role conflict, A situation in which an seek to change behavior through
when necessary, 321 individual is confronted by divergent unstructured group interaction,
Refreezing, Stabilizing a change role expectations, 278–279 588–589
intervention by balancing driving and Role expectations, How others believe Serial socialization, 522e
restraining forces, 584, 585 a person should act in a given Servant leadership, A leadership style
Reinforcement processes, 219 situation, 278 marked by going beyond the leader’s
Reinforcement theory, A theory that says Role perception, An individual’s view of own self-interest and instead focusing
that behavior is a function of its how he or she is supposed to act in a on opportunities to help followers grow
consequences, 218–219 given situation, 277 and develop, 387, 388b

674 GLINDEX

Sexual harassment, Any unwanted activity collectively than when working Substitutes, Attributes, such as experience
of a sexual nature that affects an individually, 287, 288f, 322 and training, that can replace the
individual’s employment and creates Social media, 566 need for a leader’s support or ability to
a hostile work environment, 43e, Social needs, 203 create structure, 394–395
46–47, 107, 421–424 Social networking, 347–348, 359, 581
Social psychology, An area of psychology Substitution and dependence, 418
Sexual orientation, 51–52 that blends concepts from psychology Surface acting, Hiding one’s inner feelings
Short-term orientation, A national culture and sociology and that focuses on the
influence of people on one another, and forgoing emotional expressions in
attribute that emphasizes the past 13e, 14 response to display rules, 110, 111
and present, respect for tradition, and Social trends and change, 579 Surface-level discrimination, 44–52, 290
fulfillment of social obligations, 151 Sociology, The study of people in relation to Surface-level diversity, Differences in
Silence, 354–355, 526b, 581 their social environment or culture, easily perceived characteristics, such
Similarity, in social identity theory, 13e, 14 as gender, race, ethnicity, age, or
273–274 Span of control, The number of disability, that do not necessarily
Simple structure, An organization structure subordinates a manager can efficiently reflect the ways people think or
characterized by a low degree of and effectively direct, 484–485, 501 feel but that may activate certain
departmentalization, wide spans of Spatial visualization, 53e stereotypes, 42
control, authority centralized in a Specialization, as source of conflict, 451 Survey feedback, The use of questionnaires
single person, and little formalization, Speed, of communication, 340–341 to identify discrepancies among
486–487 Spokesperson roles, 7 member perceptions, 589
Single-loop learning, A process of correcting Stability, in organizational culture, 513 Systematic study, Looking at relationships,
errors using past routines and present Stamina, 55e attempting to attribute causes and
policies, 594, 595 Static strength, 55e effects, and drawing conclusions based
Situational leadership theory (SLT), A Status, A socially defined position or rank on scientific evidence, 11–12
contingency theory that focuses on given to groups or group members by
followers’ readiness, 376, 377 others, 274, 285–286 T
Size Status characteristics theory, A theory
group, 451 that states that differences in status Target point, in negotiation, 459
of organizations, 498 characteristics create status hierarchies Targets, in perception, 167
of teams, 318 within groups, 285 Task conflict, Conflict over content and goals
Skill-based pay, A pay plan that sets pay Stereotyping, Judging someone on the basis of
levels on the basis of how many skills one’s perception of the group to which of the work, 448, 449
employees have or how many jobs they that person belongs, 42–43, 172–173 Task identity, The degree to which a job
can do, 256, 257 Stories, 523–524
Skills training, 551 Storming stage, The second stage in requires completion of a whole and
Skill variety, The degree to which a job group development, characterized by identifiable piece of work, 240, 241
requires a variety of different activities, intragroup conflict, 275 Task performance, The combination of
240, 241 Strength, physical, 55e effectiveness and efficiency at doing
Sleep, as emotion, mood source, 106 Stress, A dynamic condition in which an your core job tasks, performing the
Social activities individual is confronted with an duties and responsibilities that
communication in, 337 opportunity, a demand, or a resource contribute to the production of a good
as emotion, mood source, 105 related to what the individual desires or service or to administrative tasks,
Social anxiety, 355 and for which the outcome is perceived 26, 555
Social cognitive theory, 214 to be both uncertain and important, Task significance, The degree to which
Social identity theory, Perspective that 26, 595–600 a job has a substantial impact on
considers when and why individuals consequences of, 601–602 the lives or work of other people,
consider themselves members of groups, as emotion, mood source, 105 240, 241
272, 273 individual differences in, 599–600 Task structure, The degree to which job
Socialization, A process that adapts in OB model, 26 assignments are procedurized,
employees to the organization’s culture, sources of, 597–599 374, 375
520–523 Stress management, 602–606, 607b Tattoos, 51
Socialized charismatic leadership, A Strong culture, A culture in which the core Team building, High interaction among
leadership concept that states that values are intensely held and widely team members to increase trust
leaders convey values that are other shared, 514–515 and openness, 589–590
centered versus self centered and who Subcultures, Minicultures within an Team efficacy, 321
role-model ethical conduct, 387 organization, typically defined Teams
Social-learning theory, The view that we by department designations and anger and, 320b
can learn through both observation geographical separation, 514, 515 composition, 315–319
and direct experience, 214, 219 Substantive selection, 546–547 context influences on, 313–315
Social loafing, The tendency for individuals global, 291, 315b
to expend less effort when working global implications of, 325
member preferences in, 318–319
modeling on sports teams, 326
in organizational culture, 513

GLINDEX 675

processes, 319–322 the direction of established goals by opposite or converse mode of
size of, 318 clarifying role and task requirements, conduct or end-state of existence,
turning individuals into, 322–324 382, 383 144–145, 153f
when to use, 324–325 Transformational leaders, Leaders who generational, 145–148
See also Group(s) inspire followers to transcend their own global implications of, 154, 156
Technical skills, The ability to apply self-interests and who are capable of importance of, 144
having a profound and extraordinary international, 150–153
specialized knowledge or expertise, 8, effect on followers, 382 table of, 152e
551–552 Transgender employees, 52 terminal vs. instrumental, 144–145
Technology, The way in which an Trunk strength, 55e Value system, A hierarchy based on a
organization transfers its inputs into Trust, A positive expectation that another will ranking of an individual’s values in
outputs, 498 not act opportunistically, 387–390 terms of their intensity, 144
Telecommuting, Working from home at political behavior and, 427 Variable-pay program, A pay plan that
least two days a week on a computer in teams, 314 bases a portion of an employee’s
that is linked to the employer’s office, Trust propensity, 390 pay on some individual and/
248–249 Turnover, 27–28 or organizational measure of
Temporariness, as organizational age and, 45 performance, 253–254
challenge, 20 gender and, 46 Verbal comprehension, 53e
Tenure, 50 job satisfaction and, 85 Verbal persuasion, 217
Terminal values, Desirable end-states of organizational commitment and, 75 Vicarious modeling, 217
existence; the goals a person would race, ethnicity and, 48 Video conferencing, 348–349
like to achieve during his or her strong organizational structure Virtual offices, 248
lifetime, 145 and, 515 Virtual organization, A small, core
Test performance, 48 Twitter, A free blogging and networking organization that outsources major
Text messaging (TM), 347 service where users send and read business functions, 490–492
Theory X, The assumption that employees messages known as tweets, many of Virtual teams, Teams that use computer
dislike work, are lazy, dislike which concern OB issues, 348, 349 technology to tie together physically
responsibility, and must be coerced to Two-factor theory, A theory that relates dispersed members in order to achieve a
perform, 204, 205, 252 intrinsic factors to job satisfaction common goal, 312, 313
Theory Y, The assumption that employees like and associates extrinsic factors Vision, A long-term strategy for attaining a
work, are creative, seek responsibility, with dissatisfaction. Also called goal or goals, 380, 381
and can exercise self-direction, 204, motivation-hygiene theory, Vision statement, A formal articulation
205, 252 205–207, 252 of an organization’s vision or
Three-component model of creativity, mission, 381
The proposition that individual U Vocational Preference Inventory, 148
creativity requires expertise, creative Voice, Dissatisfaction expressed through
thinking skills, and intrinsic task Uncertainty avoidance, A national culture active and constructive attempts to
motivation, 189–190 attribute that describes the extent to improve conditions, 82–84
360-degree evaluations, 557 which a society feels threatened by Volatility, in organizational
Time, allocation of managers,’ 9e uncertain and ambiguous situations structure, 499
Time of day, as emotion, mood source, and tries to avoid them, 151
104, 105e W
Traditional management, 8 Uncertainty reduction, in social identity
Traditional view of conflict, The belief that theory, 274 Weather, as emotion, mood
all conflict is harmful and must be source, 104
avoided, 447 Unemployed, long-term, 561b
Training Unfreezing, Changing to overcome the Wellness programs, Organizationally
for leaders, 396 supported programs that focus on the
methods for, 553–554 pressures of both individual resistance employee’s total physical and mental
for teams, 324 and group conformity, 584 condition, 605
Training, programs, 551–554 United States, value characteristics
Training programs in, 153f Whistle-blowers, Individuals who report
effectiveness of, 554 Unity of command, The idea that a unethical practices by their employer
for evaluators, 562 subordinate should have only one to outsiders, 188
formal vs. informal, 553 superior to whom he or she is directly
Trait theories of leadership, Theories responsible, 484, 485 Withdrawal behavior, The set of actions
that consider personal qualities and Utilitarianism, A system in which decisions employee take to separate themselves
characteristics that differentiate leaders are made to provide the greatest good from the organization, 27
from nonleaders, 369–370 for the greatest number, 187
Transactional leaders, Leaders who Women, 46
guide or motivate their followers in V increase of, in U.S. labor force, 18
negotiation and, 467
Values, Basic convictions that a specific mode
of conduct or end-state of existence is Wonderlic Cognitive Ability Test,
personally or socially preferable to an 54–55

Work, context of, 249–250

676 GLINDEX

Workforce diversity, The concept that Workplace environment, 22 Work team, A group whose individual efforts
organizations are becoming more Workplace incivility, 43e, 283 result in performance that is greater
heterogeneous in terms of gender, age, Workplace spirituality, The recognition than the sum of the individual
race, ethnicity, sexual orientation, and inputs, 309
inclusion of other diverse groups, 17, that people have an inner life that
18, 40–42 nourishes and is nourished by World politics and change, 579, 584
meaningful work that takes place in Written tests, 547
Work group, A group that interacts the context of community, 529–532
primarily to share information and Work sample tests, Hands-on simulations X
to make decisions to help each group of part or all of the work that
member perform within his or her area applicants for routine jobs must Xers (Generation Xers), 146
of responsibility, 309 perform, 548
Work schedules, 46 Z
Work-life balance, 21–22 Works councils, 251
conflicts in, 563–566 Work specialization, The degree to which tasks Zimbardo’s prison experiment, 279–280
cultural differences in, 76b in an organization are subdivided into
stress and, 604 separate jobs, 480–482, 501

Workplace deviance, 85–86, 119