Glossary
- Page ID
- 61050
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| (Eg. "Genetic, Hereditary, DNA ...") | (Eg. "Relating to genes or heredity") |  |
The infamous double helix | https://bio.libretexts.org/ | CC-BY-SA; Delmar Larsen |
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Word(s) |
Definition |
Image | Caption | Link | Source |
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| Sample Word 1 | Sample Definition 1 | ||||
| 360 assessment | An evaluation tool that collects feedback from manager, peers, direct reports, and customers. | ||||
| 9-box | A matrix tool used to evaluate an organization’s talent pool based on performance and potential factors. | ||||
| ability | The knowledge, skills, and receptiveness to learning that an individual brings to a task or job. | ||||
| abundance-based change | Leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work. | ||||
| access discrimination | A catchall term that describes when people are denied employment opportunities because of their identity group or personal characteristics such as gender, race, or age. | ||||
| access-and-legitimacy perspective | Focuses on the benefits that a diverse workforce can bring to a business that wishes to operate within a diverse set of markets or with culturally diverse clients. | ||||
| adaptation | Technique of working with or around differences | ||||
| Adhocracy culture | Creates an environment of innovating, visioning the future, accepting of managing change, and risk taking, rule-breaking, experimentation, entrepreneurship, and uncertainty. | ||||
| Administrative orbiting | An ineffective strategy for resolving conflict. | ||||
| Affect | Dealing with a person’s feelings toward the person or object. | ||||
| Affective conflict | Seen in situations where two individuals simply don’t get along with each other. | ||||
| age discrimination | Treating an employee or applicant less favorably due to their age. | ||||
| Age Discrimination in Employment Act | Forbids discrimination against individuals who are age 40 and above, including offensive or derogatory remarks that create a hostile work environment. | ||||
| ADEA | Forbids discrimination against individuals who are age 40 and above, including offensive or derogatory remarks that create a hostile work environment. | ||||
| Alienation | The experience of being isolated from a group or an activity to which one should belong, or in which one should be involved. | ||||
| ADA | Prohibits discrimination in employment, public services, public accommodations, and telecommunications against people with disabilities. | ||||
| Americans with Disabilities Act | Prohibits discrimination in employment, public services, public accommodations, and telecommunications against people with disabilities. | ||||
| angel investors | Individual investors or groups of experienced investors who provide venture financing from their own funds. | ||||
| anxiety | A feeling of inability to deal with anticipated harm. | ||||
| appreciative conversations | Intense, positively framed discussions that help people to develop common ground as they work together to cocreate a positive vision of an ideal future for their organization. | ||||
| Appreciative Inquiry model | A model specifically designed as an abundance-based, bottom-up, positive approach. | ||||
| Assertiveness | Can range from assertive to unassertive on one continuum. | ||||
| Assessment center | Consists of a series of standardized evaluations of behavior based on multiple inputs. | ||||
| Attitude | A predisposition to respond in a favorable or unfavorable way to objects or persons in one’s environment. | ||||
| Attribution biases | Covers both the fundamental attribution error and the self-serving bias. | ||||
| Attribution theory | Concerns the process by which an individual interprets events as being caused by a particular part of a relatively stable environment. | ||||
| Authoritarianism | Refers to an individual’s orientation toward authority. | ||||
| Authority | Represents the right to seek compliance by others. | ||||
| Avoidance learning | Refers to seeking to avoid an unpleasant condition or outcome by following a desired behavior. | ||||
| avoidance learning | Occurs when people learn to behave in a certain way to avoid encountering an undesired or unpleasant consequence. | ||||
| Bases of power | The five bases of power are referent, expert, legitimate, reward, and coercive power. | ||||
| Basic incongruity thesis | Consists of three parts: what individuals want from organizations, what organizations want from individuals, and how these two potentially conflicting sets of desires are harmonized. | ||||
| BATNA | An acronym popularised by Roger Fisher and William Ury which stands for ‘Best Alternative to a Negotiated Agreement’. BATNA answers the question: ‘What would you do if you weren’t able to agree a deal with your negotiation counterparty?’ Your BATNA is the alternative action you’ll take should your proposed agreement fail to materialize. | ||||
| Behavior modification | The use of operant conditioning principles to shape human behavior to conform to desired standards defined by superiors. | ||||
| Behavioral conflict | Exists when one person or group does something that is unacceptable to others. | ||||
| Behavioral criteria | Defining what constitutes acceptable behavior in terms that employees can understand in objective, measurable terms. | ||||
| Behavioral dilemmas | The process of getting people to substitute what have been called low-probability behaviors for high-probability behaviors. | ||||
| Behavioral justification | The need to ensure that one’s behaviors are consistent with their attitudes toward the event. | ||||
| Behavioral observation scale | Identifies observable behaviors as they relate to performance and is less demanding of the evaluator. | ||||
| Behavioral self-management | The use of operant conditioning principles to shape your own behavior to conform to desired standards defined by superiors. | ||||
| Behaviorally anchored rating scale | A system that requires considerable work prior to evaluation but, if the work is carefully done, can lead to highly accurate ratings with high inter-rater reliability. | ||||
| Body language | The manner in which people express their inner feelings subconsciously through physical actions such as sitting up straight versus being relaxed or looking people straight in the eye versus looking away from people. | ||||
| boundaries | Lines that make the limits of an area; team boundaries separate the team from its external stakeholders | ||||
| boundary conditions | Define the degree of discretion that is available to employees for self-directed action. | ||||
| Bounded rationality | The concept that when we make decisions, we cannot be fully rational because we don’t have all the possible information or the cognitive processing ability to make fully informed, completely rational decisions. | ||||
| Brainstorming | A process of generating as many ideas or alternatives as possible, often in groups. | ||||
| Bureaucratic gamesmanship | A situation where the organizations own policies and procedures provide ammunition for power plays. | ||||
| bureaucratic model | Max Weber’s model that states that organizations will find efficiencies when they divide the duties of labor, allow people to specialize, and create structure for coordinating their differentiated efforts within a hierarchy of responsibility. | ||||
| burnout | A general feeling of exhaustion that can develop when a person simultaneously experiences too much pressure to perform and too few sources of satisfaction. | ||||
| business model | Rationale of how an organization creates, delivers, and captures value. | ||||
| business model canvas | A tool to describe and assess a business model, encompassing nine components: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. | ||||
| Central tendency error | The failure to recognize either very good or very poor performers. | ||||
| centralization | The concentration of control of an activity or organization under a single authority. | ||||
| change agents | People in the organization who view themselves as agents who have discretion to act. | ||||
| change management | The process of designing and implementing change. | ||||
| Character assassination | An ineffective resolution technique where the person with a conflict attempts to discredit and distance an individual from the others in the group. | ||||
| charisma | A special personal magnetic charm or appeal that arouses loyalty and enthusiasm in a leader-follower relationship. | ||||
| charismatic leader | A person who possesses legitimate power that arises from “exceptional sanctity, heroism, or exemplary character.” | ||||
| Clan culture | Focuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching. | ||||
| Classical conditioning | The process whereby a stimulus-response bond is developed between a conditioned stimulus and a conditioned response through the repeated linking of a conditioned stimulus with an unconditioned stimulus. | ||||
| Coalition | A situation where one unit can effectively increase its power by forming an alliance with other groups that share similar interests. | ||||
| Coercive power | Involves forcing someone to comply with one’s wishes. | ||||
| cognitive complexity | The ability to view situations from more than one cultural framework | ||||
| Cognitive conflict | Can result when one person or group holds ideas or opinions that are inconsistent with those of others. | ||||
| Cognitive consistency | The need for behavioral justification to ensure that a person’s behaviors are consistent with their attitudes toward an event. | ||||
| Cognitive dissonance | Finding one’s self acting in a fashion that is inconsistent with their attitudes and experiencing tension and attempting to reduce this tension and return to a state of cognitive consistency. | ||||
| cognitive diversity | Differences between team members regarding characteristics such as expertise, experiences, and perspectives. | ||||
| cognitive diversity hypothesis | Multiple perspectives stemming from the cultural differences between group or organizational members result in creative problem-solving and innovation. | ||||
| collaboration | The action of working with someone to produce or create something | ||||
| Command group | A group that is permanent. | ||||
| command-and-control | The way in which people report to one another or connect to coordinate their efforts in accomplishing the work of the organization. | ||||
| communicator | The individual, group, or organization that needs or wants to share information with another individual, group, or organization. | ||||
| Competencies | A set of defined behaviors that an organization might utilize to define standards for success. | ||||
| Competing Values Framework | Developed by Kim Cameron and Robert Quinn this model is used for diagnosing an organization’s cultural effectiveness and examining its fit with its environment. | ||||
| CAS | A model that views organizations as constantly developing and adapting to their environment, much like a living organism. | ||||
| Complex Adaptive Systems | A model that views organizations as constantly developing and adapting to their environment, much like a living organism. | ||||
| Complex-Stable environments | Environments that have a large number of external elements, and elements are dissimilar and where elements remain the same or change slowly. | ||||
| Complex-Unstable environments | Environments that have a large number of external elements, and elements are dissimilar and where elements change frequently and unpredictably | ||||
| Conditioned response | The process of conditioning through the repeated linking of a conditioned stimulus with an unconditioned stimulus. | ||||
| Confirmation bias | The tendency to pay attention to information that confirms our existing beliefs and to ignore or discount information that conflicts with our existing beliefs. | ||||
| Conflict | The four types of conflict are goal conflict, cognitive conflict, affective conflict, and behavioral conflict. | ||||
| consideration | A “relationship-oriented” leader behavior that is supportive, friendly, and focused on personal needs and interpersonal relationships. | ||||
| Constructive confrontation | A conflict that leads to a positive result. | ||||
| content motivation theories | Theories that focus on what motivates people. | ||||
| contingency theory of leadership | A theory advanced by Dr. Fred E. Fiedler that suggests that different leadership styles are effective as a function of the favorableness of the leadership situation least preferred. | ||||
| Continuous reinforcement | Rewards desired behavior every time it occurs. | ||||
| conventional mindset | Leaders assume that most people are inclined to resist change and therefore need to be managed in a way that encourages them to accept change. | ||||
| Cooperativeness | The extent to which someone is interested in helping satisfy the opponent’s concerns. | ||||
| Corporate culture | Defines how motivating employees’ beliefs, behaviors, relationships, and ways they work creates a culture that is based on the values the organization believes in. | ||||
| corporate entrepreneurship | The creation of new products, processes, and ventures within large organizations. | ||||
| Counterpower | Focuses on the extent to which person B has other sources of power to buffer the effects of person A’s power. | ||||
| covert discrimination (interpersonal) | An interpersonal form of discrimination that manifests in ways that are not visible or readily identifiable. | ||||
| Creativity | The generation of new or original ideas. | ||||
| Critical incident technique | A technique where supervisors record incidents, or examples, of each subordinate’s behavior that led to either unusual success or unusual failure on some aspect of the job. | ||||
| Critical thinking | A disciplined process of evaluating the quality of information, especially by identifying logical fallacies in arguments. | ||||
| crowdfunding | Process of raising new venture funds from a large “crowd” audience, typically virtually from the Internet. | ||||
| cultural intelligence | A skill that enables individuals to function effectively in cross-cultural environments | ||||
| Culture | The collective programming of the mind that distinguishes the members of one human group from another; the interactive aggregate of common characteristics that influences a human group’s response to its environment. | ||||
| culture change | Involves reshaping and reimagining the core identity of the organization. | ||||
| debt capital | Borrowed money that must be repaid at some agreed-upon future date. | ||||
| Decision-making | The action or process of thinking through possible options and selecting one. | ||||
| decoding | Interpreting and understanding and making sense of a message. | ||||
| Decoupling | Involves separating two groups—physically or administratively—in such a way that the required tasks of the organization are fulfilled while the interaction between the two groups is minimized. | ||||
| deep-level diversity | Diversity in characteristics that are nonobservable such as attitudes, values, and beliefs, such as religion. | ||||
| deficit-based change | Leaders assume that employees will change if they know they will otherwise face negative consequences. | ||||
| Dependability | Individuals who are seen as self-reliant, responsible, and consistent, are viewed as dependable. | ||||
| design thinking | Processes used by designers and entrepreneurs to find the solution to complex issues, navigate new or uncertain environments, and create a new product for the world. | ||||
| designated leader | The person placed in the leadership position by forces outside the group. | ||||
| Devil’s advocate | A group member who intentionally takes on the role of being critical of the group’s ideas in order to discourage groupthink and encourage deep thought and discussion about issues prior to making decisions. | ||||
| differentiation | The process of organizing employees into groups that focus on specific functions in the organization. | ||||
| direction | What a person is motivated to achieve. | ||||
| disability discrimination | Occurs when an employee or applicant is treated unfavorably due to their physical or mental disability. | ||||
| discrimination-and-fairness perspective | A culturally diverse workforce is a moral duty that must be maintained in order to create a just and fair society. | ||||
| Dispositional approach | Argues that attitudes represent relatively stable predispositions to respond to people or situations around them. | ||||
| Distributive bargaining | Where the goals of one party are in fundamental and direct conflict with those of the other party. Resources are fixed and limited, and each party wants to maximize its share of these resources. | ||||
| Distributive justice | Where employees receive (at least a portion of) their rewards as a function of their level of contribution to the organization. | ||||
| disturbances | Can cause tension amongst employees, but can also be positive and a catalyst for change. | ||||
| diversified mentoring relationships | Relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. | ||||
| diversity | Identity-based differences among and between people that affect their lives as applicants, employees, and customers. | ||||
| Divisional structure | An organizational structure characterized by functional departments grouped under a division head. | ||||
| Dogmatism | Refers to a particular cognitive style that is characterized by closed-mindedness and inflexibility. | ||||
| Domain | The purpose of the organization from which its strategies, organizational capabilities, resources, and management systems are mobilized to support the enterprise’s purpose. | ||||
| Drive | An internal state of disequilibrium; it is a felt need. It is generally believed that drive increases with the strength of deprivation. | ||||
| Due process nonaction | The strategy of wearing down a dissatisfied employee while at the same time claiming that resolution procedures are open and available. This technique has been used repeatedly in conflicts involving race and sex discrimination. | ||||
| effort-performance expectancy | E1, the perceived probability that effort will lead to performance (or E ? P). | ||||
| emergent leader | The person who becomes a group’s leader by virtue of processes and dynamics internal to the group. | ||||
| emergent or bottom-up approach | Organizations exist as socially constructed systems in which people are constantly making sense of and enacting an organizational reality as they interact with others in a system. | ||||
| Emotional intelligence | The ability to understand and manage emotions in oneself and in others. | ||||
| emotional intelligence | The capability of individuals to recognize their own emotions and others’ emotions | ||||
| Employee life cycle | The various stages of engagement of an employee—attraction, recruitment, onboarding, development, retention, separation. | ||||
| Employer-employee relationship | The employment relationship; the legal link between employers and employees that exists when a person performs work or services under specific conditions in return for payment. | ||||
| encoding | Translating a message into symbols or language that a receiver can understand. | ||||
| entrepreneurs | Individuals who recognize and pursue opportunities, take on risk, and convert these opportunities into value-added ventures that can survive in a competitive marketplace. | ||||
| entrepreneurship | The process of designing, launching, and running a new business. | ||||
| Equal Employment Opportunity Commission | An organization that enforces laws and issues guidelines for employment-related treatment according to Title VII of the Civil Rights Act of 1964. | ||||
| Equal Pay Act of 1963 | An amendment to the Fair Labor Standards Act of 1938. | ||||
| equity capital | Owner’s investment in the company; does not have a specific date for repayment. | ||||
| equity theory | States that human motivation is affected by the outcomes people receive for their inputs, compared to the outcomes and inputs of other people. | ||||
| ERG theory | Compresses Maslow’s five need categories into three: existence, relatedness, and growth. | ||||
| Escalation of commitment | The tendency of decision makers to remain committed to poor decision, even when doing so leads to increasingly negative outcomes. | ||||
| established business owners | Individuals who are still active in a business that is more than three and a half years old. | ||||
| Ethics | Moral principles that govern a person's behavior or the conducting of an activity. | ||||
| Ethics | Values that help us determine appropriate standards of behavior and place limits on our behavior both inside and outside the organization. | ||||
| Eustress | Beneficial stress. | ||||
| Evidence-based decision-making | A process of collecting the best available evidence prior to making a decision. | ||||
| Executive managers | Generally, a team of individuals at the highest level of management of an organization. | ||||
| exit | Technique of last resort—removal of a team member | ||||
| expectancy theory | Posits that people will exert high effort levels to perform at high levels so that they can obtain valued outcomes. | ||||
| Expert power | Occurs when person A gains power because A has knowledge or expertise relevant to person B. | ||||
| Extinction | The principle that suggests that undesired behavior will decline as a result of a lack of positive reinforcement. | ||||
| extinction | Occurs when a consequence or lack of a consequence makes it less likely that a behavior will be repeated in the future. | ||||
| extrinsic motivation | Occurs when a person performs a given behavior to acquire something that will satisfy a lower-order need. | ||||
| extrinsic outcomes | Are awarded or given by other people (like a supervisor). | ||||
| Extrinsic rewards | Rewards that are external to the work itself. | ||||
| Extroversion | Refers to people who direct more of their attention to other people, objects, and events. | ||||
| FMLA | Provides new parents, including adoptive and foster parents, with 12 weeks of unpaid leave (or paid leave only if earned by the employee) to care for the new child and requires that nursing mothers have the right to express milk on workplace premises. | ||||
| Family and Medical Leave Act | Provides new parents, including adoptive and foster parents, with 12 weeks of unpaid leave (or paid leave only if earned by the employee) to care for the new child and requires that nursing mothers have the right to express milk on workplace premises. | ||||
| family entrepreneurship | A business is owned and managed by multiple family members, usually for more than one generation. | ||||
| figurehead role | A necessary role for a manager who wants to inspire people within the organization to feel connected to each other and to the institution, to support the policies and decisions made on behalf of the organization, and to work harder for the good of the institution. | ||||
| first mover | Introducing a new product or service category first can potentially define an innovation’s characteristics in the minds of buyers, gaining valuable name recognition and brand loyalty. | ||||
| First-line management | The level of management directly managing nonmanagerial employees. | ||||
| flat organization | A horizontal organizational structure in which many individuals across the whole system are empowered to make organizational decisions. | ||||
| Flexible benefits system | A rewards program where employees are allowed some discretion in the determination of their own packages and can make trade-offs, within certain limits. | ||||
| Formal group | Work units that are prescribed by the organization. | ||||
| formal leader | That individual who is recognized by those outside the group as the official leader of the group. | ||||
| formal organization | A fixed set of rules of organizational procedures and structures. | ||||
| formalization | The process of making a status formal for the practice of formal acceptance. | ||||
| Forming | The first stage of team development—the positive and polite stage | ||||
| Friendship group | Friendship groups tend to be long lasting. | ||||
| Frustration | May be caused by a wide variety of factors, including disagreement over performance goals, failure to get a promotion or pay raise, a fight over scarce economic resources, new rules or policies, and so forth. | ||||
| frustration | Refers to a psychological reaction to an obstruction or impediment to goal-oriented behavior. | ||||
| Functional structure | The earliest and most used organizational designs. | ||||
| Fundamental attribution error | The tendency to underestimate the effects of external or situational causes of behavior and to overestimate the effects of internal or personal causes. | ||||
| Gain sharing | An incentive plan in which employees or customers receive benefits directly as a result of cost-saving measures that they initiate or participate in. | ||||
| general adaptation syndrome | Consists of three stages: the first stage, alarm; the second stage of resistance; and the third stage, exhaustion. | ||||
| Geographic structure | An Organizational option aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves. | ||||
| glass ceiling | An invisible barrier based on the prejudicial beliefs of organizational decision makers that prevents women from moving beyond certain levels within a company. | ||||
| goal commitment | The degree to which people dedicate themselves to achieving a goal. | ||||
| Goal conflict | Can occur when one person or group desires a different outcome than others do. This is simply a clash over whose goals are going to be pursued. | ||||
| goal theory | States that people will perform better if they have difficult, specific, accepted performance goals or objectives. | ||||
| Government and political environment forces | The global economy and changing political actions increase uncertainty for businesses, while creating opportunities for some industries and instability in others. | ||||
| Graphic rating scale | A performance appraisal technique where the supervisor or rater is typically presented with a printed or online form that contains both the employee’s name and several evaluation dimensions (quantity of work, quality of work, knowledge of job, attendance). The rater is then asked to rate the employee by assigning a number or rating on each of the dimensions. | ||||
| great man theory of leadership | The belief that some people are born to be leaders and others are not. | ||||
| ground rules | Basic rules or principles of conduct that govern a situation or endeavor | ||||
| Group | An organized system of two or more individuals who are interrelated so that the system performs some function, has a standard set of role relationships among its members, and has a set of norms that regulate the function of the group and each of its members. | ||||
| Group cohesiveness | The extent to which individual members of a group are motivated to remain in the group. | ||||
| group-level change | Centers on the relationships between people and focuses on helping people to work more effectively together. | ||||
| Groupthink | The tendency of a group to reach agreement very quickly and without substantive discussion. | ||||
| Habit | The experienced bond or connection between stimulus and response. | ||||
| Halo effect | The influence of positive arbitrary biases. | ||||
| harassment | Any unwelcome conduct that is based on characteristics such as age, race, national origin, disability, gender, or pregnancy status. | ||||
| hardiness | Represents a collection of personality characteristics that involve one’s ability to perceptually or behaviorally transform negative stressors into positive challenges. | ||||
| head, body, and heart | Techniques for becoming more adept in cross-cultural skills—learning about cultures (head), physical manifestations of culture (body), and emotional commitment to new culture (heart) | ||||
| health promotion programs | Represent a combination of diagnostic, educational, and behavior modification activities that are aimed at attaining and preserving good health. | ||||
| hedonism | Assumes that people are motivated to satisfy mainly their own needs (seek pleasure, avoid pain). | ||||
| Heuristics | Mental shortcuts that allow a decision maker to reach a good decision quickly. They are strategies that develop based on prior experience. | ||||
| hidden diversity | Differences in traits that are deep-level and may be concealed or revealed at discretion by individuals who possess them. | ||||
| Hierarchy culture | Emphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, careful decision making. | ||||
| highly structured interviews | Interviews that are be structured objectively to remove bias from the selection process. | ||||
| high-technology entrepreneurship | Ventures in the information, communication, and technology space; typically have high growth expectations. | ||||
| Horizontal organizational structures | A “flatter” organizational structure often found in matrix organizations where individuals relish the breath and development that their team offers. | ||||
| Human capital | The skills, knowledge, and experience of an individual or group, and that value to an organization. | ||||
| Human resource management | The management of people within organizations, focusing on the touchpoints of the employee life cycle. | ||||
| Human resources compliance | The HR role to ensure adherence to laws and regulations that govern the employment relationship. | ||||
| hygienes | Factors in the work environment that are based on the basic human need to “avoid pain.” | ||||
| identity group | A collective of individuals who share the same demographic characteristics such as race, sex, or age. | ||||
| inclusion | The degree to which employees are accepted and treated fairly by their organization. | ||||
| incremental change | Small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization. | ||||
| individual-level change | Focuses on how to help employees to improve some active aspect of their performance or the knowledge they need to continue to contribute to the organization in an effective manner. | ||||
| Industrial competitiveness | The ability to provide products and services more effectively and efficiently than competitors. | ||||
| Informal group | Groups that evolve naturally out of individual and collective self-interest among the members of an organization and are not the result of deliberate organizational design. | ||||
| informal leader | That individual whom members of the group acknowledge as their leader. | ||||
| informal organization | The connecting social structure in organizations that denotes the evolving network of interactions among its employees, unrelated to the firm's formal authority structure. | ||||
| Information flow | To be successful, groups need the appropriate amount of information. | ||||
| initiating structure | A “task-oriented” leader behavior that is focused on goal attainment, organizing and scheduling work, solving problems, and maintaining work processes. | ||||
| input | Any personal qualities that a person views as having value and that are relevant to the organization. | ||||
| instincts | Our natural, fundamental needs, basic to our survival. | ||||
| Instrumental values | Represent those values concerning the way we approach end-states and whether individuals believe in ambition, cleanliness, honesty, or obedience. | ||||
| integration-and-learning perspective | Posits that the different life experiences, skills, and perspectives that members of diverse cultural identity groups possess can be a valuable resource in the context of work groups. | ||||
| Integrative bargaining | A negotiation strategy in which parties collaborate to find a "win-win" solution to their dispute. This strategy focuses on developing mutually beneficial agreements based on the interests of the disputants. | ||||
| intensity | (1) The degree to which people try to achieve their targets; (2) the forcefulness that enhances the likelihood that a stimulus will be selected for perceptual processing. | ||||
| intentionality | The degree to which the change is intentionally designed or purposefully implemented. | ||||
| interaction attentiveness/ interaction involvement | A measure of how the receiver of a message is paying close attention and is alert or observant. | ||||
| Interaction process analysis | A technique that records who says what to whom, and through using it illustrates that smaller groups typically exhibit greater tension, agreement, and opinion seeking, whereas larger groups show more tension release and giving of suggestions and information. | ||||
| Interest group | A network that forms due to mutual interests such as working women or minority managers. | ||||
| Intergroup conflict | Usually involves disagreements between two opposing forces over goals or the sharing of resources. | ||||
| Internal dimensions of organizations | How an organization’s culture affects and influences its strategy. | ||||
| Interorganizational conflict | Disputes between two companies in the same industry, two companies in different industries or economic sectors, or two or more countries. | ||||
| Interpersonal conflict | Where two individuals disagree on some matter. | ||||
| Intrapersonal conflict | A conflict within one person. | ||||
| Intrinsic motivation | The desire to do a task because you enjoy it. | ||||
| intrinsic outcomes | Are awarded or given by people to themselves (such as a sense of achievement). | ||||
| Intrinsic rewards | Rewards that are external to the work itself. | ||||
| Introversion | Refers to people who focus their energies inwardly and have a greater sensitivity to abstract feelings. | ||||
| invisible social identities | Membership in an identity group based on hidden diversity traits such as sexual orientation or a nonobservable disability that may be concealed or revealed. | ||||
| Job involvement | Refers to the extent to which a person is interested in and committed to assigned tasks. | ||||
| Job satisfaction | A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience. | ||||
| Jurisdictional ambiguities | Situations where it is unclear exactly where responsibility for something lies. | ||||
| justification-suppression model | Explains under what conditions individuals act on their prejudices. | ||||
| knowledge economy | The information society, using knowledge to generate tangible and intangible values | ||||
| Kotter’s change model | An overall framework for designing a long-term change process. | ||||
| latent needs | Cannot be inferred from a person’s behavior at a given time, yet the person may still possess those needs. | ||||
| Law of effect | States that of several responses made to the same situation, those that are accompanied or closely followed by satisfaction (reinforcement) will be more likely to occur; those that are accompanied or closely followed by discomfort (punishment) will be less likely to occur. | ||||
| Leadership | The ability of one individual to elicit responses from another person that go beyond required or mechanical compliance. | ||||
| Least-preferred coworker (LPC) | The person with whom the leader least likes to work. | ||||
| Legitimate power | Exists when person B submits to person A because B feels that A has a right to exert power in a certain domain. | ||||
| Leniency error | Fails to distinguish adequately between good and bad performers and instead relegates almost everyone to the same or related categories. | ||||
| level of organization | The breadth of the systems that need to be changed within an organization. | ||||
| Lewin’s change model | Explains a very basic process that accompanies most organizational changes. | ||||
| lifestyle entrepreneurship | Creating a venture to suit a personal lifestyle and not for the sole purpose of making profits. | ||||
| Linking role | A position or unit within the organization that is charged with overseeing and coordinating the activities of two or more groups. | ||||
| Locus of control | Refers to the tendency among individuals to attribute the events affecting their lives either to their own actions or to external forces; it is a measure of how much you think you control your own destiny. | ||||
| Long-range planning | A process of setting goals that outlines the path for the company's future. | ||||
| Lump-sum pay increase | A technique that allows employees to decide how (that is, in what amounts) they wish to receive their pay raises for the coming year. | ||||
| Macro-organizational behavior | Macro-organizational behavioral research steps back and looks at an organization as a whole. | ||||
| managed change | How leaders in an organization intentionally shape shifts that occur in the organization when market conditions shift, supply sources change, or adaptations are introduced in the processes for accomplishing work over time. | ||||
| Management | The process of planning, organizing, directing, and controlling the activities of employees in combination with other resources to accomplish organizational objectives. | ||||
| Management by objectives | Closely related to the goal-setting theory of motivation. | ||||
| managerial intervention | Technique of making decisions by management and without team involvement | ||||
| managing diversity | Ways in which organizations seek to ensure that members of diverse groups are valued and treated fairly within organizations. | ||||
| manifest needs | Are needs motivating a person at a given time. | ||||
| manifest needs theory | Assumes that human behavior is driven by the desire to satisfy needs. | ||||
| Market culture | Focuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, competing and getting things done. | ||||
| Matrix structure | An organizational structure close in approach to organic systems that attempt to respond to environmental uncertainty, complexity, and instability. | ||||
| McKinsey 7-S model | A popular depiction of internal organizational dimensions. | ||||
| mechanistic bureaucratic structure | Describes organizations characterized by (1) centralized authority, (2) formalized procedures and practices, and (3) specialized functions. They are usually resistant to change. | ||||
| Mechanistic organizational structures | Best suited for environments that range from stable and simple to low-moderate uncertainty and have a formal “pyramid’ structure. | ||||
| Mental abilities | An individual’s intellectual capabilities and are closely linked to how a person makes decisions and processes information. Included here are such factors as verbal comprehension, inductive reasoning, and memory. | ||||
| Merit matrix | A calculation table that provides a framework for merit increases based on performance levels. | ||||
| Micro-organizational behavior | Micro-organizational behavioral studies focus on individual and group dynamics within an organization. | ||||
| Middle management | The managers in an organization at a level just below that of senior executives. | ||||
| mining | To delve in to extract something of value; a technique for generating discussion instead of burying it | ||||
| model minority myth | A stereotype that portrays Asian men and women as obedient and successful and is often used to justify socioeconomic disparities between other racial minority groups. | ||||
| motivation | A force within or outside of the body that energizes, directs, and sustains human behavior. Within the body, examples might be needs, personal values, and goals, while an incentive might be seen as a force outside of the body. The word stems from its Latin root movere, which means “to move.” | ||||
| motivators | Relate to the jobs that people perform and people’s ability to feel a sense of achievement as a result of performing them. | ||||
| motive | A source of motivation; the need that a person is attempting to satisfy. | ||||
| nascent entrepreneurs | Individuals who have set up a business they will own or co-own that is less than three months old and has not yet generated wages or salaries for the owners. | ||||
| national origin discrimination | Treating someone unfavorably because of their country of origin, accent, ethnicity, or appearance. | ||||
| Natural disaster and human induced environmental problems | Events such as high-impact hurricanes, extreme temperatures and the rise in CO2 emissions as well as ‘man-made’ environmental disasters such as water and food crises; biodiversity loss and ecosystem collapse; large-scale involuntary migration are a force that affects organizations. | ||||
| need | A human condition that becomes energized when people feel deficient in some respect. | ||||
| need for achievement | The need to excel at tasks, especially tasks that are difficult. | ||||
| need for affiliation | The need to establish and maintain warm and friendly relationships with other people. | ||||
| need for power | The need to control things, especially other people; reflects a motivation to influence and be responsible for other people. | ||||
| negative reinforcement | Occurs when a behavior causes something undesirable to be removed, increasing the likelihood of the behavior reoccurring. | ||||
| Negotiation | The process by which individuals or groups attempt to realize their goals by bargaining with another party who has at least some control over goal attainment. | ||||
| Networked-team structure | A form of the horizontal organization. | ||||
| new business owners | Former nascent entrepreneurs who are actively involved in a business for more than three months but less than three and a half years. | ||||
| noise | Anything that interferes with the communication process. | ||||
| Nonprogrammed decisions | Decisions that are novel and not based on well-defined or known criteria. | ||||
| nonreinforcement | Occurs when no consequence follows a worker’s behavior. | ||||
| Normative power | Rests on the beliefs of the members in the right of the organization to govern their behavior. | ||||
| Norming | The third stage of team development—when team resolves its differences and begins making progress | ||||
| Norms | These regulate the function of the group and each of its members. | ||||
| OD consultant | Someone who has expertise in change management processes. | ||||
| Operant conditioning | Measures the effects of reinforcements, or rewards, on desired behaviors. | ||||
| operant conditioning theory | Posits that people learn to behave in a particular fashion as a result of the consequences that followed their past behaviors. | ||||
| organic bureaucratic structure | Used in organizations that face unstable and dynamic environments and need to quickly adapt to change. | ||||
| Organic organizational structures | The opposite of a functional organizational form that works best in unstable, complex changing environments. | ||||
| organization development (OD) | Techniques and methods that managers can use to increase the adaptability of their organization. | ||||
| Organization theory | The study of organization designs and organization structures, relationship of organizations with their external environment, and the behavior of managers and workers within organizations. | ||||
| Organizational behavior | The study of the actions and attitudes of individuals and groups toward one another and toward the organization as a whole. | ||||
| Organizational change | The movement that organizations take as they move from one state to a future state. | ||||
| Organizational commitment | Represents the relative strength of an individual’s identification with and involvement in an organization. | ||||
| Organizational design | A formal methodology that identifies dysfunctional aspects of workflow, procedures, structures and systems, and then realigns them to fit current business goals and develops plans to implement change. | ||||
| organizational development (OD) | Specialized field that focuses on how to design and manage change. | ||||
| Organizational processes | The activities that establish the business goals of the organization and develop processes, product and resource assets that when used will help to achieve business goals. | ||||
| Organizational structures | A broad term that covers both mechanistic and organic organizational structures. | ||||
| organization-level change | A change that affects an entire organizational system or several of its units. | ||||
| outcome | Anything a person perceives as getting back from an organization in exchange for the person’s inputs. | ||||
| overreward inequity | Occurs when people perceive their outcome/input ratio to be greater than that of their referent other. | ||||
| paradox | A self-contradictory statement or situation | ||||
| Partial reinforcement | Rewards desired behavior at specific intervals, not every time desired behavior is exhibited. | ||||
| Participative pay decisions | Involving employees in pay raise decisions. | ||||
| participatory management | Includes employees in deliberations about key business decisions. | ||||
| passing | The decision to not disclose one’s invisible social identity. | ||||
| path-goal theory of leadership | A theory that posits that leadership is path- and goal-oriented, suggesting that different leadership styles are effective as a function of the task confronting the group. | ||||
| Pay-for-performance model | The process and structure for tying individual performance levels to rewards levels | ||||
| Perception | The process by which one screens, selects, organizes, and interprets stimuli to give them meaning. | ||||
| Perceptual defense | A defense that perceives emotionally disturbing or threatening stimuli as having a higher recognition threshold than neutral stimuli. Such stimuli are likely to elicit substitute perceptions that are radically altered so as to prevent recognition of the presented stimuli that arouse emotional reactions even though the stimuli are not recognized. | ||||
| Perceptual organization | When meaning has been attached to an object, individuals are in a position to determine an appropriate response or reaction to it. | ||||
| Perceptual selectivity | Refers to the process by which individuals select objects in the environment for attention. | ||||
| Performance appraisals | A system that provides a means of systematically evaluating employees across various performance dimensions to ensure that organizations are getting what they pay for. | ||||
| Performance audit | Aims to identify discrepancies between what management sees as desired or acceptable behavior and actual behavior. | ||||
| performance environment | Refers to those factors that impact employees’ performance but are essentially out of their control. | ||||
| Performance management | The process by which an organization ensures that its overall goals are being met by evaluating the performance of individuals within that organization. | ||||
| performance-outcome expectancy | E2, the perceived relationship between performance and outcomes (or P ? O). | ||||
| Performing | The fourth stage of team development—when hard work leads to the achievement of the team’s goal | ||||
| personal control | Represents the extent to which an employee actually has control over factors affecting effective job performance. | ||||
| Personal values | Represent an important force in organizational behavior for several reasons. | ||||
| Personality | A stable set of characteristics and tendencies that determine those communalities and differences in the psychological behavior (thoughts, feelings, and actions) of people that have continuity in time and that may not be easily understood as the sole result of the social and biological pressures of the moment. | ||||
| Physical abilities | Basic functional abilities such as strength, and psychomotor abilities such as manual dexterity, eye-hand coordination, and manipulation skills. | ||||
| planned change | An intentional activity or set of intentional activities that are designed to create movement toward a specific goal or end. | ||||
| Politics | Involves those activities taken within an organization to acquire, develop, and use power and other resources to attain preferred outcomes in a situation in which there is uncertainty and disagreement over choices. | ||||
| Pooled interdependence | Occurs when various groups are largely independent of each other, even though each contributes to and is supported by the larger organization. | ||||
| positive or appreciative mindset | Leaders assume that people are inclined to embrace change when they are respected as individuals with intrinsic worth, agency, and capability. | ||||
| Positive reinforcement | Consists of presenting someone with an attractive outcome following a desired behavior. | ||||
| potential entrepreneurs | Individuals who believe that they possess the capacity and knowledge to start a business. | ||||
| Power | The probability that one actor within a social relationship will be in a position to carry out his own will despite resistance. | ||||
| Power dependencies | A state where all people are not subject to (or dependent upon) the same bases of power. | ||||
| pregnancy discrimination | Treating an employee or applicant unfairly because of pregnancy status, childbirth, or medical conditions related to pregnancy or childbirth. | ||||
| Pregnancy Discrimination Act | Prohibits any discrimination as it relates to pregnancy in hiring, firing, compensation, training, job assignment, insurance, or any other employment conditions. | ||||
| primary needs | Are instinctual in nature and include physiological needs for food, water, and sex (procreation). | ||||
| Process conflict | Conflict about the best way to do something; conflict that is task-oriented and constructive, and not focused on the individuals involved. | ||||
| process motivation theories | Theories that focus on the how and why of motivation. | ||||
| Product structures | Occurs when businesses organize their employees according to product lines or lines of business. | ||||
| Programmed decisions | Decisions that are repeated over time and for which an existing set of rules can be developed. | ||||
| Psychomotor abilities | Examples are manual dexterity, eye-hand coordination, and manipulation skills. | ||||
| Punishment | The administration of unpleasant or adverse outcomes as a result of undesired behavior. | ||||
| race discrimination | Treating employees or applicants unfairly because of their race or because of physical characteristics typically associated with race such as skin color, hair color, hair texture, or certain facial features. | ||||
| rate of life change | The variety of life events were identified and assigned points based upon the extent to which each event is related to stress and illness. | ||||
| Reactive system | System of decision-making in the brain that is quick and intuitive. | ||||
| real-time permission | A technique for recognizing when conflict is uncomfortable, and giving permission to continue | ||||
| receiver | The individual, group, or organization for which information is intended. | ||||
| Recency error | Occurs when, in an evaluation, a supervisor may give undue emphasis to performance during the past months—or even weeks—and ignore performance levels prior to this. | ||||
| Reciprocal determinism | This concept implies that people control their own environment as much as the environment controls people. | ||||
| Reciprocal interdependence | Occurs when two or more groups depend on one another for inputs. | ||||
| referent others | Workers that a person uses to compare inputs and outcomes, and who perform jobs similar in difficulty and complexity to the employee making an equity determination. | ||||
| Referent power | A state where allegiance is based on interpersonal attraction of one individual for another. | ||||
| Reflective system | System of decision-making in the brain that is logical, analytical, and methodical. | ||||
| Reinforcement | Anything that causes a certain behavior to be repeated or inhibited. | ||||
| Relationship conflict | Conflict between individuals that is based on personal (or personality) differences; this type of conflict tends to be destructive rather than constructive. | ||||
| Reliability | The extent to which the instrument consistently yields the same results each time it is used. | ||||
| religious discrimination | When employees or applicants are treated unfairly because of their religious beliefs. | ||||
| Resistance price | The point beyond which the opponent will not go to reach a settlement. | ||||
| Resource dependence | When one subunit of an organization controls a scarce resource that is needed by another subunit, that subunit acquires power. | ||||
| resource-based view | Demonstrates how a diverse workforce can create a sustainable competitive advantage for organizations. | ||||
| Response disposition | The tendency to recognize familiar objects more quickly than unfamiliar ones. | ||||
| Response salience | The tendency to focus on objects that relate to our immediate needs or wants. | ||||
| revealing | The decision to disclose one’s invisible social identity. | ||||
| reverse discrimination | Describes a situation in which dominant group members perceive that they are experiencing discrimination based on their race or sex. | ||||
| Reward power | Exists when person A has power over person B because A controls rewards that B wants. These rewards can cover a wide array of possibilities, including pay raises, promotions, desirable job assignments, more responsibility, new equipment, and so forth. | ||||
| Role ambiguity | A condition that arises when messages sent to an individual may be unclear. | ||||
| Role conflict | A condition that can arise when individuals receive multiple and sometimes conflicting messages from various groups, all attempting to assign them a particular role. | ||||
| Role episode | An attempt to explain how a particular role is learned and acted upon. | ||||
| Role overload | A condition where individuals may simply receive too many role-related messages. | ||||
| role perceptions | The set of behaviors employees think they are expected to perform as members of an organization. | ||||
| Role set | The sum total of all the roles assigned to one individual. | ||||
| role underutilization | Occurs when employees are allowed to use only a few of their skills and abilities, even though they are required to make heavy use of them. | ||||
| Satisficing | Choosing the first acceptable solution to minimize time spent on a decision. | ||||
| schedules of reinforcement | The frequency at which effective employee behaviors are reinforced. | ||||
| schema theory | Explains how individuals encode information about others based on their demographic characteristics. | ||||
| scope of change | The degree to which the required change will disrupt current patterns and routines. | ||||
| second movers | Second-to-market organization that can learn from and improve on the first mover’s efforts. | ||||
| secondary needs | Are learned throughout one’s life span and are psychological in nature. | ||||
| Selective perception | The process by which we systematically screen out information we don’t wish to hear, focusing instead on more salient information. | ||||
| self-determination theory (SDT) | Seeks to explain not only what causes motivation, but also the effects of extrinsic rewards on intrinsic motivation. | ||||
| self-efficacy | A belief about the probability that one can successfully execute some future action or task, or achieve some result. | ||||
| Self-esteem | One’s opinion or belief about one’s self and self-worth. | ||||
| Self-regulation | The belief that individuals are capable of self-control if they want to change their behavior. | ||||
| Self-reinforcement | The stage in Kanfer’s model where, by evaluating the situation and taking corrective action if necessary, one would assure themselves that the disruptive influence had passed and everything was now fine. | ||||
| Self-serving bias | The tendency for individuals to attribute success on an event or project to their own actions while attributing failure to others. | ||||
| Self-talk | The process of convincing ourselves that the desired outcome is indeed possible. | ||||
| Sequential interdependence | Exists when the outputs of one unit or group become the inputs for another. | ||||
| serial or habitual entrepreneurship | Individuals who start several businesses, simultaneously or one after another. | ||||
| sex-based discrimination | When employees or applicants are treated unfairly because of their sex, including unfair treatment due to gender, transgender status, or sexual orientation. | ||||
| sexual harassment | Harassment based on a person’s sex, and can (but does not have to) include unwanted sexual advances, requests for sexual favors, or physical and verbal acts of a sexual nature. | ||||
| Shaping | The process of improving performance incrementally, step by step. | ||||
| similarity-attraction paradigm | Individuals’ preferences for interacting with others like themselves can result in diversity having a negative effect on group and organizational outcomes. | ||||
| Simple-Stable environments | Environments that have a small number of external elements, and elements are similar, and the elements remain the same or change slowly. | ||||
| Simple-Unstable environments | Environments that have a small number of external elements, and elements are similar and where elements change frequently and unpredictably. | ||||
| Situational approach | This approach argues that attitudes emerge as a result of the uniqueness of a given situation. | ||||
| Skills-based incentives | Rewards employees on the basis of the skills they possess and not just the skills they are allowed to use at work. | ||||
| social entrepreneurship | Creating innovative solutions to immediate social and/or environment problems and mobilizing resources to achieve social transformation. | ||||
| social identity theory | Self-concept based on an individual’s physical, social, and mental characteristics. | ||||
| Social learning theory | The process of molding behavior through the reciprocal interaction of a person’s cognitions, behavior, and environment. | ||||
| Social loafing | A tendency for individual group members to reduce their effort on a group task. | ||||
| Social perception | Consists of those processes by which we perceive other people. | ||||
| social support | The extent to which organization members feel their peers can be trusted, are interested in one another’s welfare, respect one another, and have a genuine positive regard for one another. | ||||
| Social-information-processing approach | Asserts that attitudes result from “socially constructed realities” as perceived by the individual. | ||||
| Society for Human Resource Management | The world’s largest HR professional society, with more than 285,000 members in more than 165 countries. It is a leading provider of resources serving the needs of HR professionals. | ||||
| Socio-cultural environment forces | Include different generations’ values, beliefs, attitudes and habits, customs and traditions, habits and lifestyles. | ||||
| span of control | The scope of the work that any one person in the organization will be accountable for. | ||||
| specialization | The degree to which people are organized into subunits according to their expertise—for example, human resources, finance, marketing, or manufacturing. | ||||
| Stakeholders | Individuals or groups who are impacted by the organization. These include owners, employees, customers, suppliers, and members of the community in which the organization is located. | ||||
| state of equity | Occurs when people perceive their outcome/input ratio to be equal to that of their referent other. | ||||
| Status incongruence | A situation that exists when a person is high on certain valued dimensions but low on others, or when a person’s characteristics seem inappropriate for a particular job. | ||||
| Status inconsistencies | Situations where some individuals have the opportunity to benefit whereas other employees do not. Consider the effects this can have on the nonmanagers’ view of organizational policies and fairness. | ||||
| Status system | Serves to differentiate individuals on the basis of some criterion or set of criteria. | ||||
| stereotypes | Overgeneralization of characteristics about groups that are the basis for prejudice and discrimination. | ||||
| Stereotyping | A tendency to assign attributes to people solely on the basis of their class or category. | ||||
| Storming | The second stage of team development—when people are pushing against the boundaries | ||||
| strain | The damage resulting from experiencing stress. | ||||
| strategic change | A change, either incremental or transformational, that helps align an organization’s operations with its strategic mission and objectives. | ||||
| Strategic contingencies | A requirement of the activities of one subunit that is affected by the activities of other subunits. | ||||
| strategic human resources management (SHRM) | System of activities arranged to engage employees in a manner that assists the organization in achieving a sustainable competitive advantage. | ||||
| stress | A physical and emotional reaction to potentially threatening aspects of the environment. | ||||
| Strictness error | Fails to distinguish adequately between good and bad performers and instead relegates almost everyone to the same or related categories. | ||||
| structural change | Changes in the overall formal relationships, or the architecture of relationships, within an organization. | ||||
| structural intervention | Technique of reorganizing to reduce friction on a team | ||||
| Succession planning | The process of identifying and developing new leaders and high-potential employees to replace current employees at a future time. | ||||
| Suppression of dissent | When a group member exerts his or her power to prevent others from voicing their thoughts or opinions. | ||||
| surface-level diversity | Diversity in the form of characteristics of individuals that are readily visible, including, but not limited to, age, body size, visible disabilities, race, or sex. | ||||
| Symbolic coding | When people try to associate verbal or visual stimuli with the problem. | ||||
| Talent acquisition | The process of finding and acquiring skilled candidates for employment within a company; it generally refers to a long-term view of building talent pipelines, rather than short-term recruitment. | ||||
| Talent development | Integrated HR processes that are created to attract, develop, motivate, and retain employees. | ||||
| Talent review calibration process | The meeting in which an organization’s 9-box matrix is reviewed and discussed, with input and sharing from organizational leadership. | ||||
| Task force | Serves the same purpose as a linking role except that the role is temporary instead of permanent. | ||||
| Task group | Serves the same purpose as a command role except that the role is temporary instead of permanent. | ||||
| Task interdependencies | The greater the extent of task interdependence among individuals or groups, the greater the likelihood of conflict if different expectations or goals exist among entities, in part because the interdependence makes avoiding the conflict more difficult. | ||||
| Task uncertainty | When groups are working on highly uncertain tasks, the need for communication increases. When task uncertainty is low, less information is typically needed. | ||||
| technological change | Implementation of new technologies often forces organizations to change. | ||||
| Technological forces | Environmental influence on organizations where speed, price, service, and quality of products and services are dimensions of organizations’ competitive advantage in this era. | ||||
| Technology | The application of scientific knowledge for practical purposes. | ||||
| Terminal values | End-state goals that we prize. | ||||
| Theory | A set of principles on which the practice of an activity is based. | ||||
| Third-party consultation | An outside consultant that serves as a go-between and can speak more directly to the issues because she is not a member of either group. | ||||
| tolerance for ambiguity | Individuals measure and affect by role ambiguity (in terms of stress, reduced performance, or propensity to leave) than others with a low tolerance for ambiguity. | ||||
| top-down change | Relies on mechanistic assumptions about the nature of an organization. | ||||
| Total rewards strategy | As coined by World at Work, includes compensation, benefits, work-life effectiveness, recognition, performance management, and talent development. | ||||
| Training, stretch assignments, individual assessments, individual development plans | These are tools that may be used in talent development: | ||||
| transformational change | Significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or its structures. | ||||
| transformational leader | A leader who moves and changes things “in a big way” by inspiring others to perform the extraordinary. | ||||
| treatment discrimination | A situation in which people are employed but are treated differently while employed, mainly by receiving different and unequal job-related opportunities or rewards. | ||||
| Type A personality | Type A personality is characterized by impatience, restlessness, aggressiveness, competitiveness, polyphasic activities, and being under considerable time pressure. | ||||
| Unconditioned response | From classical conditioning, a response to an unconditioned stimulus that is naturally evoked by that stimulus. | ||||
| underreward inequity | Occurs when people perceive their outcome/input ratio to be less than that of their referent other. | ||||
| unplanned change | An unintentional activity that is usually the result of informal organizing. | ||||
| Utilitarian power | Power based on performance-reward contingencies; for example, a person will comply with a supervisor in order to receive a pay raise or promotion. | ||||
| valences | The degree to which a person perceives an outcome as being desirable, neutral, or undesirable. | ||||
| Validity | The extent to which an instrument actually measures what it intends to measure. | ||||
| venture capital | Financing obtained from venture capitalists, investment firms that specialize in financing small, high-growth companies and receive an ownership interest and a voice in management in return for their investment. | ||||
| vertical organizational structure | Organizational structures found in large mechanistic organizations; also called “tall” structures due to the presence of many levels of management. | ||||
| Vicarious learning | Learning that takes place through the imitation of other role models. | ||||
| Virtual structure | A recent organizational structure that has emerged in the 1990’s and early 2000’s as a response to requiring more flexibility, solution based tasks on demand, less geographical constraints, and accessibility to dispersed expertise. | ||||
| visionary leader | A leader who influences others through an emotional and/or intellectual attraction to the leader’s dreams of what “can be.” | ||||
| War for talent | Coined by McKinsey & Company in 1997, it refers to the increasing competition for recruiting and retaining talented employees. | ||||
| Work | All activity involving mental or physical effort done in order to achieve a purpose or result. | ||||
| Work centrality | The more interconnected subunit A is with other subunits in the organization, the more central it is. | ||||
| Work ethic | Refers to the strength of one’s commitment and dedication to hard work, both as an end in itself and as a means to future rewards. | ||||
| work motivation | The amount of effort a person exerts to achieve a level of job performance | ||||
| Work role | An expected behavior pattern assigned or attributed to a particular position in the organization. | ||||
| Work technology | Includes the equipment and materials used in manufacture, the prescribed work procedures, and the physical layout of the work site. | ||||
| Work to rule | Occurs when employees diligently follow every work rule and policy statement to the letter; this typically results in the organization’s grinding to a halt as a result of the many and often conflicting rules and policy statements. | ||||
| work visa | A temporary documented status that authorizes individuals from other countries to permanently or temporarily live and work in the United States. | ||||
| Workflow immediacy | Relates to the speed and severity with which the work of one subunit affects the final outputs of the organization. | ||||
| Workflow pervasiveness | The degree to which the actual work of one subunit is connected with the work of the subunits. | ||||
| working group | Group of experts working together to achieve specific goals; performance is made up of the individual results of all members | ||||
| workplace discrimination | Unfair treatment in the job hiring process or at work that is based on the identity group, physical or mental condition, or personal characteristic of an applicant or employee. |