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Org. Beh. Midterm
| Term | Definition |
|---|---|
| Anthropology | the study of societies to learn about human beings and their activities |
| Conceptual Skills | the mental ability to analyze and diagnose complex situations |
| Contingent Variables | situational factors or variables that moderate the relationship between two or more variables |
| Controlling | the monitoring, comparing, and potential correction |
| Corporate Social Responsibility | an organization's self-regulated actions to benefit society or the environment beyond what is required by law |
| Effectiveness | the degree to which an organization, team, or individual achieves desired goals or outcomes, focusing on "doing the right thing" |
| Efficiency | the ability to achieve goals with minimum resources, time, and effort, often referred to as "doing things right" |
| situations in which individuals are required to define right and wrong conduct | |
| Evidence-Based Management | basing managerial decisions on the best available scientific |
| Expatriate | a person who works outside their native country |
| Globalization | the process in which worldwide integration and interdependence is promoted across national borders |
| Inputs | are variables like personality, group structure, and organizational culture that lead to |
| Intuition | the ability to understand something immediately without the need for conscious reasoning, often used in decision-making based on experience and instinct |
| Job Performance | the total value of a workers’ contributions to an organization through their behaviors over a period of time |
| Leading | a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts |
| Manager | an individual who achieves goals through other people |
| Model | an abstraction of reality, a simplified representation of some real |
| 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 |
| Organizational citizenship behavior | discretionary behavior that contributes to the psychological and social environment of the workplace |
| Organizational Behavior | a field of study investigating the impact that individuals, groups, and structure have on behavior within organizations to apply such knowledge toward improving an organization’s effectiveness |
| Organizational Survival | the degree to which an organization can exist and grow over the long term |
| Organizing Outcomes | the results or impacts of how an organization structures its activities, processes, and resources, impacting performance, job satisfaction, and overall productivity |
| People Skills | the ability to work with, understand, and motivate other people, both individually and in groups |
| Planning | a process that includes defining goals, establishing strategy, and developing plans to coordinate activities |
| Positive Organizational Scholarship | an area of OB research that studies how organizations develop human strengths, foster vitality, build resilience, and unlock potential |
| Stress | a generally unpleasant perception and appraisal of stressors |
| Processes | actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes |
| Productivity | a function of both whether workers feel management cares about them and the social forces that cause group members to behave in certain ways |
| Psychology | the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals |
| Social psychology | an area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one another |
| Sociology | the study of people in relation to their social environment or culture |
| Systematic Study | looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence |
| Team performance | the effectiveness with which a group of individuals works together to achieve their objectives, often measured by factors such as collaboration, task completion, and cohesion |
| Technical skills | the ability to apply specialized knowledge or expertise |
| Unethical behavior | any actions that violate widely accepted moral norms. Conversely, ethical behaviors are any actions that meet or exceed widely accepted moral norms |
| Withdrawal behavior | the set of actions that employees take to separate themselves from the |
| Workforce diversity | the heterogeneous characteristics of organizations, work groups, and teams that recognize their workers vary in gender, age, race, ethnicity, sexual orientation, and other characteristics |
| Workforce inclusion | the act of creating and maintaining workplaces that support and leverage the diversity of their members |
| a change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate | |
| Appreciative inquiry | an approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance |
| Change | when things become different than the way they were |
| Change agents | people who act as catalysts and assume the responsibility for managing change activities |
| Core values | the primary or dominant values that are accepted throughout the organization |
| Dominant culture | a culture that expresses the core values that are shared by most of the organization’s members |
| Driving forces | forces that direct behavior away from the status quo |
| 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 |
| Ethical culture | 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 |
| Idea champions | individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented |
| Intergroup development | organizational development efforts to change the attitudes, stereotypes, and perceptions that groups have of each other |
| Material symbols | physical objects, or artifacts, that symbolize values, beliefs, or assumptions inherent in the organization’s culture |
| Metamorphosis stage | the stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization |
| Organizational climate | the shared perceptions that organizational members have about their organization and work environment; particularly, the policies, practices, and procedures that are in place |
| Organizational culture | the shared values, beliefs, and behaviors within an organization that shape the social and psychological environment, influencing how employees interact and work |
| Organizational development | a collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. |
| Paradox theory | the theory that the key paradox in management is that there is no final optimal status for an organization |
| Process consultation | a meeting in which a consultant assists a client in understanding process events with which they must deal and identifying processes that need improvement |
| Planned change | change activities that are proactive, intentional, and goal-oriented |
| Positive organizational culture | a culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth |
| Prearrival stage | the period of learning in the socialization process that occurs before a new employee joins the organization |
| Restraining forces | forces that hinder movement from the existing equilibrium |
| 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 |
| Socialization | a process that enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organization's culture |
| Strong culture | a culture in which the core values are intensely held and widely shared |
| Subcultures | mini cultures within an organization, typically defined by department designations or geographical separation |
| Sustainability | maintaining practices over a long period of time because the tools or structures that support them are not damaged by the processes |
| Team building | high interaction among team members to increase trust and openness |
| Worker | an individual who contributes to the accomplishment of work goals |
| Biographical characteristics | race/ethnicity, age, and gender identity/sexual orientation |
| Collectivism | extent to which a society emphasizes acting as a tight-knit collective |
| Common ingroup identity | the idea that bias can be reduced and inclusion can be fostered by transforming workers’ focus on what divides them to what unites them |
| Contact hypothesis | the idea that the more people from diverse backgrounds interact with one another, the more prejudice and discrimination between the groups will decrease over time |
| Cultural Intelligence | a worker’s ability to effectively function in culturally diverse settings and situations |
| Cultural tightness looseness | the degree to which there are clear, pervasive norms within societies, a clear understanding of sanction for violating those norms, and no tolerance for deviating from those norms |
| 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 |
| Discrimination | noting of a difference between things; often we refer to unfair discrimination, which means making judgements about individuals based on stereotypes regarding their demographic group |
| Diversity culture | the shared diversity values, prioritization of diversity, and belief that it should be fostered by members of an organization |
| Diversity climate | the shared perceptions of diversity-enhancing policies, practices, and procedures among members of an organization |
| Disparate impact | when employment practices have an unintentional discriminatory effect on a legally protected group of people |
| Disparate treatment | when employment practices have an intentional discriminatory effect on a legally protected group of people |
| Equity | striving to provide access to the same opportunities for all workers, recognizing that some people are afforded privileges while others are confronted with barriers |
| Fault lines | the perceived divisions that split groups into two or more subgroups based on individual differences such as gender, race, and age |
| 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 |
| Gender identity | a person's internal, deeply-felt sense of being male, female, a blend of both, or neither, which may or may not align with their biological sex at birth |
| Implicit bias | prejudice that may be hidden outside one’s conscious awareness |
| Inclusion | efforts to ensure all individuals, regardless of their backgrounds or identities, feel valued, respected, and able to fully participate in the organization or team |
| Individualism | a national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups |
| Intersectionality | the idea that identities interact to form different meanings and experiences |
| Long-term orientation | a national culture attribute that emphasizes the future, thrift, and persistence |
| 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 |
| Microaggressions | automatic, subtle, stunning exchanges between people that negatively impact those with minority or marginalized backgrounds |
| Power distance | the degree to which people in a country accept that power in institutions and organizations is distributed unequally |
| Prejudice | preconceived opinions or attitudes toward a person or group based on characteristics such as race, gender, or sexual orientation, other without factual basis |
| Sexual orientation | an individuals emotional, romantic, or sexual attraction to others, often categorized as heterosexual, homosexual, bisexual, etc. |
| Short-term orientation | a national culture attribute that emphasizes the past, honors traditions, and upholds their image |
| Social categorization | a process through which people make sense of others by constructing social categories, or groups sharing similar characteristics |
| Social dominance theory | the theory that prejudice and discrimination are based on a complex hierarchy, with one group dominating over another and the dominating group enjoying privilege not afforded to the subordinate group |
| Stereotyping | judging someone on the basis of our perception of the group to which that person belongs |
| Stereotype threat | the degree to which we agree internally with the generally negatively stereotyped perceptions of our groups |
| Stigma | attributes that cannot be readily seen, are concealable, and convey an identity that is devalued in certain social contexts |
| Surface-level diversity | differences in easily perceived characteristics, such as gender, race, ethnicity, or age, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes |
| System justification theory | the theory that group members often accept, rationalize, legitimate, or justify their experiences with inequality, prejudice, or discrimination |
| Tokenism | when management makes only a perfunctory effort to enhance representation to make it seem like the company values diversity |
| Uncertainty avoidance | extent to which a society seeks orderliness, structure, and laws to avoid ambiguity |
| Attitudes | evaluative statements–either favorable or unfavorable–about objects, people, or events |
| Affective Component | the emotional or feeling segment of an attitude |
| Behavioral Component | an intention to behave a certain way toward someone or something |
| Cognitive Component | |
| Cognitive Dissonance | any incompatibility between two or more attitudes or between behavior and attitudes |
| Counterproductive work behavior | actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent |
| Employee engagement | the level of enthusiasm, dedication, and involvement employees have in their work and their connection to their organization's goals and values |
| Exit | dissatisfaction expressed through behavior directed toward leaving the organization |
| Job involvement | the degree to which a person identifies with a job actively participates in it, and considers performance important to self-worth |
| Job satisfaction | a positive feeling about one’s job resulting from an evaluation of its characteristics |
| Loyalty | dissatisfaction expressed by passively waiting for condition to improve |
| Neglect | dissatisfaction expressed through allowing conditions to worsen |
| Organizational commitment | the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization |
| Organizational identification | the extent to which employees define themselves in terms of their membership in the organization and align their identity with the organization's goals |
| Perceived organizational support (POS) | the degree to which employees believe an organization values their contribution and cares about their well-being |
| Power distance | the degree to which people in a country accept that power in institution and organizations is distributed unequally |
| Psychological empowerment | employees belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their autonomy in their work |
| Voice | dissatisfaction expressed through active and constructive attempts to improve conditions |
| Affect | the emotional or feeling segment of an attitude reflected in the statement |
| Affect intensity | individual differences in the strength with which individuals experience their emotions |
| Affective events theory | a model suggesting that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors |
| Deep acting | trying to modify one’s true feelings based on display rules |
| Displayed emotions | emotions that are organizationally required and considered appropriate in a given job |
| Emotion regulation | the ability to manage and respond to emotional experiences appropriately, often influencing decision-making and workplace interactions |
| 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 intelligence | the ability to detect and to manage emotional cues and information |
| Emotional labor | a situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work |
| Emotions | intense, discrete, and short-lived feeling experiences that are often caused by a specific event |
| Felt emotions | an individual’s actual emotions |
| Illusory correlation | the tendency of people to associate two events when in reality there is no connection |
| Moods | longer-lasting emotional states that are less intense emotions but still affect individuals' thoughts, behavior, and interactions |
| Moral emotions | emotions that have moral implications |
| Negative affect | a mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end |
| Positive affect | a mood dimension that consists of specific positive emotions such as excitement, enthusiasm, and elation at the high end |
| Positivity offset | the tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on) |
| Surface acting | hiding one’s feelings and forgoing emotional expressions in response to display rules |
| Ability | an individual’s capacity to perform the various tasks in a job |
| Agreeableness | a personality dimension that describes someone who is good natured, cooperative, and trusting |
| Big five model | a personality model that proposes five basic dimensions encompass most of the differences in human personality |
| Conscientiousness | a personality dimension that describes someone who is responsible, dependable, persistent, and organized |
| Core self evaluation | believing in one’s inner worth and basic competence |
| Dark triad | a constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy |
| Emotional stability | a personality dimension that describes someone who is responsible, dependable, persistent, and organized |
| Extroversion | a personality dimension describing someone who is sociable, gregarious, and assertive |
| General mental ability | an overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions |
| Instrumental values | Preferable modes of behavior or means of achieving one’s terminal values |
| Intellectual abilities | the capacity to do mental activities–thinking, reasoning, and problem solving |
| Machiavellianism | the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means |
| Myers-Briggs type indicator | a personality test that taps four characteristic and classifies people into one of 16 personality types |
| Narcissism | the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement |
| Openness to experience | a personality trait characterized by curiosity, creativity, and a willingness to explore new ideas, experiences, and unconventional values |
| Personality | the sum of ways in which an individual reacts to and interacts with others |
| Personality traits | enduring characteristics that describe an individual’s behavior |
| 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 |
| Person Organization fit | a theory that people are attracted to and selected by organizations that match their values, and leave when there is no compatibility |
| Physical abilities | the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics |
| Proactive Personality | people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs |
| Psychopathy | the tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm |
| Self-Monitoring | a personality trait that measures an individual’s ability to adjust their behavior to external, situational factors |
| Situation strength theory | a theory indicating that the way personality translates into behavior depends on the strength of the situation |
| Terminal values | desirable end-states of existence; the goals a person would like to achieve during their lifetime |
| Trait activation theory | a theory that predicts that some situations, events, or interventions “activate” a trait more than others |
| Value system | a hierarchy based on a ranking of an individual’s values in terms of their intensity |
| Value | basic convictions that some actions and outcomes are more morally, socially, or personally preferable than others |
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