Work behaviour that

An interdisciplinary field
Organizational dedicated to the study of Organizational goes beyond job
requirements and
behaviour how individuals and groups
tend to act in organizations.
citizenship contributes as needed to
the organization’s success.

A cognitive and
affective evaluation that A positive attitude
Attitude predisposes a person to Job satisfaction toward one’s job.
act in a certain way.
Organizational Loyalty to and heavy
involvement in one’s
Cognitive A condition in which two
attitudes or a behaviour and
commitment organization. dissonance an attitude conflict.

The cognitive process

The process by which
people use to make sense Perceptual individuals screen and
Perception out of the environment by
selecting, organizing and selectivity select the various stimuli
that vie for their attention.
interpreting information.
 The tendency to assign
Errors in perceptual an individual to a group
Perceptual judgement that arise from or broad category and then
Stereotyping
distortions inaccuracies in any part of
the perceptual process.
attribute generalizations
about the group to
the individual.

An overall impression of a
The tendency to see
person or situation based
Halo effect on one characteristic, either Projection one’s own personal traits
in other people.
favourable or unfavourable.
 The tendency of perceivers Judgements about
Perceptual to protect themselves what caused a person’s
by disregarding ideas, Attributions behaviour – either
defence objects or people that are characteristics of the person
threatening to them. or of the situation.

The tendency to The tendency to

underestimate the influence overestimate the contribution
Fundamental of external factors on of internal factors to
Self-serving bias
attribution error another’s behaviour and to
overestimate the influence
one’s successes and the
contribution of external
of internal factors. factors to one’s failures.
 Dimensions that
The set of characteristics describe an individual’s
that underlie a relatively Big Five extroversion,
Personality stable pattern of behaviour in personality agreeableness,
response to ideas, objects or conscientiousness,
people in the environment. factors emotional stability and
openness to experience.

The tendency to place the

primary responsibility for The belief that power
one’s success or failure and status differences
Locus of control either within oneself Authoritarianism should exist within the
(internally) or on outside organization.
forces (externally).
 Personality test that
The tendency to direct much measures a person’s
of one’s behaviour toward Myers–Briggs preference for introversion
Machiavellianism the acquisition of power and Type Indicator vs. extroversion, sensation
the manipulation of other vs. intuition, thinking vs.
people for personal gain. (MBTI) feeling, and judging vs.
perceiving.

The extent to which

A change in behaviour or
a person’s ability and
Person–job fit personality match the Learning performance that occurs as
the result of experience.
requirements of a job.
 A physiological and Behaviour pattern
emotional response to characterized by extreme
Stress stimuli that place physical Type A behaviour competitiveness,
or psychological demands impatience, aggressiveness
on an individual. and devotion to work.

Behaviour pattern that

Uncertainty about what
lacks Type A characteristics
Type B behaviour and includes a more Role ambiguity behaviours are expected of a
person in a particular role.
balanced, relaxed lifestyle.
 The ability to influence
Incompatible demands of people toward
Role conflict different roles. Leadership the attainment of
organizational goals.

A leadership style
Being unpretentious and Interactive characterized by values
Humility modest rather than arrogant such as inclusion,
and prideful. leadership collaboration, relationship
building and caring.
 A type of behaviour
that describes the extent
Distinguishing personal
to which the leader is
characteristics, such as
Traits intelligence, values and Consideration sensitive to subordinates,
respects their ideas and
appearance.
feelings, and establishes
mutual trust.

A type of leader behaviour

A two-dimensional
that describes the extent
Initiating to which the leader is
leadership theory that
Leadership grid measures the leader’s
structure task oriented and directs
subordinate work activities
concern for people and for
production.
toward goal attainment.
 A model of leadership that A contingency approach
Contingency describes the relationship to leadership that links the
between leadership styles Situational theory leader’s behavioural style
approach and specific organizational with the task readiness of
situations. subordinates.

A contingency approach to
leadership specifying that
the leader’s responsibility
A situational variable that
is to increase subordinates’
Path–goal theory motivation by clarifying the Substitute makes a leadership style
unnecessary or redundant.
behaviours necessary for
task accomplishment and
rewards.
 A leader who clarifies
A situational variable that
subordinates’ role and task
counteracts a leadership Transactional requirements, initiates
Neutralizer style and prevents the
leader from displaying leader structure, provides rewards
and displays consideration
certain behaviours.
for subordinates.

A leader who has the ability

Charismatic to motivate subordinates
An attractive, ideal future
Vision that is credible yet not
leader to transcend their expected
performance.
readily attainable.
 A leader distinguished
Transformational by a special ability to The potential ability to
Power
leader bring about innovation
and change.
influence others’ behaviour.

The effect a person’s Power that stems from a

actions have on the formal management position
Influence attitudes, values, beliefs, or Legitimate power in an organization and the
behaviour of others. authority granted to it.
 Power that results from the Power that stems from
Reward power authority to bestow rewards Coercive power the authority to punish or
on other people. recommend punishment.

Power that results from

Power that stems from characteristics that
special knowledge of or command subordinates’
Expert power skill in the tasks performed Referent power identification with, respect
by subordinates. and admiration for, and
desire to emulate the leader.
 A leader who works to
Distinguishing right
fulfil subordinates’ needs
from wrong and choosing
Servant leader and goals as well as to Moral leadership to do right in the practice
achieve the organization’s
of leadership.
larger mission.

The ability to step

forward through fear The arousal, direction, and
Courage and act on one’s values Motivation persistence of behaviour.
and conscience.
 The satisfaction
A reward given
Intrinsic reward received in the process Extrinsic reward by another person.
of performing an action.

A content theory that

proposes that people
are motivated by five
A group of theories that Hierarchy of categories of needs –
Content theories emphasize the needs that
motivate people. needs theory physiological, safety,
belongingness, esteem and
self- actualization – that
exist in a hierarchical order.
 A modification of the The idea that failure to
needs hierarchy theory that Frustration– meet a high-order need
ERG theory proposes three categories regression may cause a regression
of needs: existence, to an already satisfied
relatedness and growth. principle lower-order need.

Factors that involve the Factors that influence

presence or absence of job satisfaction based on
job dissatisfiers, including fulfilment of high-level
Hygiene factors working conditions, pay, Motivators needs such as achievement,
company policies and recognition, responsibility
interpersonal relationships. and opportunity for growth.
 A group of theories that
explain how employees A process theory that focuses
select behaviours with on individuals’ perceptions
Process theories which to meet their needs Equity theory of how fairly they are treated
and determine whether their relative to others.
choices were successful.

A process theory that

A situation that exists when proposes that motivation
the ratio of one person’s Expectancy depends on individuals’
Equity outcomes to inputs equals
that of another’s.
theory expectations about their
ability to perform tasks and
receive desired rewards.
 Expectancy that
Expectancy that putting
successful performance
E P expectancy effort into a given task will P O expectancy of a task will lead to the
lead to high performance.
desired outcome.

A motivation theory
in which specific,
challenging goals
increase motivation and
The value or Goal-setting performance when the
Valence attraction an individual goals are accepted by
has for an outcome. theory subordinates and these
subordinates receive
feedback to indicate their
progress toward goal
achievement.
 A motivation theory based The set of techniques
Reinforcement on the relationship between Behaviour by which reinforcement
theory a given behaviour and
its consequences.
modification theory is used to modify
human behaviour.

The assumption that

positively reinforced
behaviour tends to be Anything that causes a
Law of effect repeated, and unreinforced Reinforcement given behaviour to be
or negatively reinforced repeated or inhibited.
behaviour tends to
be inhibited.
 Continuous
Schedule of The frequency with which A schedule in which every
and intervals over which reinforcement occurrence of the desired
reinforcement reinforcement occurs. behaviour is reinforced.
schedule

The application of
Partial A schedule in which
motivational theories to
only some occurrences
reinforcement of the desired behaviour Job design the structure of work for
improving productivity
schedule are reinforced.
and satisfaction.
 A job design that
A job design whose
systematically moves
purpose is to improve task
employees from one job
Job simplification efficiency by reducing the Job rotation to another to provide
number of tasks a single
them with variety and
person must do.
stimulation.

A job design that A job design that

combines a series of tasks incorporates achievement,
Job enlargement into one new, broader job Job enrichment recognition and other
to give employees variety high- level motivators
and challenge. into the work.
 A model of job
The altering of jobs to
design that comprises
increase both the quality Job characteristics core job dimensions,
Work redesign of employees’ work
experience and their model critical psychological
states and employee
productivity.
growth-need strength.

Dialogue across boundaries

and hierarchical levels
The delegation of Strategic about the team or
Empowerment power and authority to organization’s vision,
subordinates. conversation critical strategic themes and
the values that help achieve
important goals.
 The process by which
information is exchanged
To select symbols
and understood by two or
Communication more people, usually with Encode with which to compose
a message.
the intent to motivate or
influence behaviour.

The tangible formulation

The carrier of a
Message of an idea to be sent Channel communication.
to a receiver.
 To translate the symbols used A response by the
Decode in a message for the purpose Feedback receiver to the sender’s
of interpreting its meaning. communication.

Electronic communication
The amount of information Instant messaging that allows users to see who
Channel richness that can be transmitted during
a communication episode. (IM) is connected to a network and
share information instantly.
 An individual’s level of A communication
Communication fear or anxiety associated Non-verbal transmitted through actions
apprehension with interpersonal
communications.
communication and behaviours rather than
through words.

The skill of receiving A communication channel

messages to accurately Formal that flows within the
Listening grasp facts and feelings communication chain of command or task
to interpret the responsibility defined by
genuine meaning. channel the organization.
 Messages transmitted
Downward Messages sent from
top management down
Upward from the lower to the
communication to subordinates. communication higher levels in the
organization’s hierarch

A team communication
structure in which team
Horizontal The lateral or diagonal
exchange of messages
Centralized members communicate
communication among peers or co-workers. network through a single individual
to solve problems or
make decisions.
 A team communication Communication channels
structure in which Personal that exist outside the
Decentralized team members freely formally authorized
communication
network communicate with one channels and do not adhere
another and arrive at channels to the organization’s
decisions together. hierarchy of authority.

The acquisition and

An informal, person-to-
cultivation of personal
Personal relationships that cross
person communication
Grapevine network of employees that
networking departmental, hierarchical
and even organizational
is not officially sanctioned
by the organization.
boundaries.
 A communication
Managementby Sharing all types of
technique in which Open information throughout the
wandering around managers interact directly
with workers to exchange communication company, across functional
(MBWA) information.
and hierarchical levels.

A group communication
process aimed at
creating a culture based The meaning of words and
Dialogue on collaboration, fluidity, Semantics the way they are used.
trust and commitment
to shared goals.
 A unit of two or more A team created
people who interact and by the organization
Team coordinate their work to Formal team as part of the formal
accomplish a specific goal. organization structure.

A formal team composed A formal team composed

of a manager and his or of employees from about
Vertical team her subordinates in the Horizontal team the same hierarchical level
organization’s formal chain but from different areas
of command. of expertise.
 A long-lasting, sometimes
A team created outside
permanent team in the Special-purpose the formal organization to
Committee organization structure
created to deal with tasks team undertake a project of special
importance or creativity.
that recur regularly.

Typically five to 12 hourly A team consisting of five

employees from the same to 20 multi-skilled workers
Problem-solving department who meet to who rotate jobs to produce
Self-directed team
team discuss ways of improving
quality, efficiency, and the
an entire product or service,
often supervized by an
work environment. elected member.
 A team made up of
A work team made up
members who are
of members of different
geographically or
nationalities whose
organizationally dispersed,
Virtual team rarely meet face to face Global team activities span multiple
countries; may operate
and do their work using
as a virtual team or meet
advanced information
face-to-face.
technologies.

A person who benefits

A role in which the
from team membership Task specialist individual devotes personal
Free rider but does not make a
proportionate contribution role time and energy to helping
the team accomplish its task.
to the team’s work.
 A role in which the
A role in which the
Socioemotional individual provides support
individual both contributes
Dual role to the team’s task and
role for team members’ emotional
needs and social unity.
supports members’
emotional needs.

A role in which the The stage of team

Non-participator individual contributes little to development characterized
Forming
role either the task or members’
socioemotional needs.
by orientation and
acquaintance.
 The stage of team
The stage of team
development in which
development in which
conflicts developed during
Storming individual personalities Norming the storming stage are
and roles, and resulting
resolved and team harmony
conflicts, emerge.
and unity emerge.

The stage of team

The stage of team
development in which
development in which
Performing members focus on problem Adjourning members prepare for the
solving and accomplishing
team’s disbandment.
the team’s assigned task.
 The extent to which team
Team members are attracted to
A standard of conduct that
Team norm is shared by team members
cohesiveness the team and motivated to
remain in it.
and guides their behaviour.

The tendency for people

Antagonistic interaction in
to be so committed to a
which one party attempts
Conflict to thwart the intentions or Groupthink cohesive team that they
are reluctant to express
goals of another.
contrary opinions.
Superordinate A goal that cannot be The process of using a third
Mediation
goal reached by a single party. party to settle a dispute.

A conflict management A collaborative approach

strategy whereby people to negotiation that is based
engage in give-and-take Integrative on a win-win assumption,
Negotiation discussions and consider whereby the parties want
various alternatives to negotiation to come up with a creative
reach a joint decision that is solution that benefits both
acceptable to both parties. sides of the conflict.
 The range between
A competitive and
one party’s minimum
adversarial negotiation
Distributive approach in which each
reservation point (the
Bargaining zone point beyond which the
negotiation party strives to get as much
as it can, usually at the
party is willing to accept a
deal) and the other party’s
expense of the other party.
maximum reservation point

The ‘best alternative to

a negotiated agreement’;
The tendency for the
a previously determined
presence of others to
BATNA choice of what a party Social facilitation influence an individual’s
will do if an acceptable
motivation and performance.
agreement cannot be
reached through negotiation.