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

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

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

A broad range of feelings that people experience.

Individual differences in the strength with which individuals experience their emotions.

The emotional or feeling segment of an attitude.

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

A personality dimension that describes someone who is good natured, cooperative, and trusting.

Working to change behavior and attitudes to find stability.

A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.

The study of societies to learn about human beings and their activities.

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

A third party to a negotiation who has the authority to dictate an agreement.

Evaluative statements or judgments concerning objects, people, or events.

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

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

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

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

The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

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

The desire to withdraw from or suppress a conflict.

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

An intention to behave in a certain way toward someone or something.

Analyzing how people actually behave when confronted with ethical dilemmas.

Theories proposing that specific behaviors differentiate leaders from nonleaders.

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

A personality assessment model that taps five basic dimensions.

Personal characteristics—such as age, gender, race, and length of tenure—that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity.

A pay plan that rewards employees for recent performance rather than historical performance.

When individuals form relationships outside their formally assigned groups.

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

An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.

An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.

The degree to which decision making is concentrated at a single point in an organization.

The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.

Stressors associated with workload, pressure to complete tasks, and time urgency.

Making things different.

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

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

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

An organization structure in which executives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers).

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

The opinion or belief segment of an attitude.

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

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

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

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

countries/cultures in which people see themselves as interdependent and seek community and group goals. Collectivistic values are found in Asia, Africa, and South America, for example.

The transfer and the understanding of meaning.

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

The steps between a source and a receiver that result in the transfer and understanding of meaning.

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

A situation in which each party to a conflict is willing to give up something.

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

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

The use of resolution and stimulation techniques to achieve the desired level of conflict.

A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.

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

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

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.

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

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

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

Believing in one’s inner worth and basic competence.

The primary or dominant values that are accepted throughout the organization.

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

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

Intentional employee behavior that is contrary to the interests of the organization.

The ability to produce novel and useful ideas.

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

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

The degree to which decision making is pushed down to the managers closest to the action or to workgroups.

Choices made from among two or more alternatives.

Trying to modify one’s true inner feelings based on display rules.

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

Reactive and protective behaviors to avoid action, blame, or change.

Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace.

The basis by which jobs in an organization are grouped together.

B’s relationship to A when A possesses something that B requires.

Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility.

Noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group.

Emotions that are organizationally required and considered appropriate in a given job.

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

Perceived fairness of the amount and allocation of rewards among individuals.

The extent to which members of a group are similar to, or different from, one another.

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

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

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

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

Conflict that occurs between two people.

Conflict that hinders group performance.

The degree to which an organization meets the needs of its clientele or customers.

The degree to which an organization can achieve its ends at a low cost.

The process of identifying and modifying felt emotions.

The process by which people’s emotions are caused by the emotions of others.

Inconsistencies between the emotions people feel and the emotions they project.

The ability to detect and to manage emotional cues and information.

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

A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative).

Intense feelings that are directed at someone or something.

An individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does.

A participative process that uses the input of employees to increase employee commitment to organizational success.

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.

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

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.

Forces outside an organization that potentially affect the organization’s structure.

A theory that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

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

Situations in which individuals are required to define right and wrong conduct.

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.

The basing of managerial decisions on the best available scientific evidence.

Dissatisfaction expressed through behavior directed toward leaving the organization.

A theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Influence based on special skills or knowledge.

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

The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.

Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.

An individual’s actual emotions.

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.

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

A sender’s manipulation of information so that it will be seen more favorably by the receiver.

The belief that there is only a set amount of goods or services to be divvied up between the parties.

A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation.

Flexible work hours.

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

A designated workgroup defined by an organization’s structure.

The degree to which jobs within an organization are standardized.

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

Conflict that supports the goals of the group and improves its performance.

An organization structure that groups employees by their similar specialties, roles, or tasks.

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

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

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

An organization’s informal communication network.

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

The extent to which members of a group support and validate one another while at work.

The quantity and quality of a group’s work output.

A change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position.

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

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

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

Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant.

Cultures that rely heavily on nonverbal and subtle situational cues in communication.

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

The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.

The process of creative behavior involving the evaluation of potential solutions to problems to identify the best one.

The process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge.

Trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires.

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

A strategy that seeks to move into new products or new markets only after their viability has already been proven.

The process by which individuals attempt to control the impression others form of them.

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

countries/cultures, people see themselves as independent and desire personal goals and personal control. Individualistic values are present in North America and Western Europe, for example.

Communication channels that are created spontaneously and that emerge as responses to individual choices.

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

The stage of creative behavior when possible solutions to a problem incubate in an individual’s mind.

A condition in which information inflow exceeds an individual’s processing capacity.

The degree to which employees are provided truthful explanations for decisions.

Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

A new idea applied to initiating or improving a product, process, or service.

A strategy that emphasizes the introduction of major new products and services.

Variables like personality, group structure, and organizational culture that lead to processes.

A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.

Cultural factors that lead many organizations to have similar structures, especially those factors that might not lead to adaptive consequences.

Preferable modes of behavior or means of achieving one’s terminal values.

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

The capacity to do mental activities—thinking, reasoning, and problem solving.

Decisions to act in a given way.

Typical groups in which members interact with each other face to face.

Conflict between different groups or teams.

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

The degree to which employees are treated with dignity and respect.

A situation in which the expectations of an individual’s different, separate groups are in opposition.

Conflict that occurs within a group or team.

An instinctive feeling not necessarily supported by research.

An unconscious process created out of distilled experience.

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

The way the elements in a job are organized.

The extent to which an employee’s connections to the job and community result in an increased commitment to the organization.

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

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

The periodic shifting of an employee from one task to another.

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

An arrangement that allows two or more individuals to split a traditional full-time job.

A theory that supports leaders’ creation of ingroups and outgroups; subordinates with ingroup status will likely have higher performance ratings, less turnover, and greater job satisfaction.

The degree of confidence, trust, and respect subordinates have in their leader.

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

The ability to influence a group toward the achievement of a vision or set of goals.

An organization that has developed the continuous capacity to adapt and change.

An instrument that measures whether a person is task- or relationship-oriented.

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

A national culture attribute that emphasizes the future, thrift, and persistence.

Cultures that rely heavily on words to convey meaning in communication.

Dissatisfaction expressed by passively waiting for conditions to improve.

The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

A program that encompasses specific goals, participatively set, for an explicit time period and including feedback on goal progress.

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.

What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate.

An organization structure that creates dual lines of authority and combines functional and product departmentalization.

A theory that achievement, power, and affiliation are three important needs that help explain motivation.

A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Team members’ knowledge and beliefs about how the work gets done by the team.

A senior employee who sponsors and supports a less-experienced employee, called a protégé.

A pay plan based on performance appraisal ratings.

The stage in the socialization process in which a new employee changes and adjusts to the job, workgroup, and organization.

Objectively and deliberately evaluating the emotional situation in the moment.

An abstraction of reality, a simplified representation of some real-world phenomenon.

Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

Emotions that have moral implications because of our instant judgment of the situation that evokes them.

A predictive index that suggests the motivating potential in a job.

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

A collection of two or more interdependent teams that share a superordinate goal; a team of teams.

A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.

The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

The desire for friendly and close interpersonal relationships.

A personality trait of individuals depicting the ongoing desire to think and learn.

The need to make others behave in a way in which they would not have behaved otherwise.

A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end.

Dissatisfaction expressed through allowing conditions to worsen.

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.

A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.

Acceptable standards of behavior within a group that are shared by the group’s members.

A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.

A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.

A field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Discretionary behavior that contributes to the psychological and social environment of the workplace.

The shared perceptions organizational members have about their organization and work environment.

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.

A system of shared meaning held by members that distinguishes the organization from other organizations.

The degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover.

A collection of planned change interventions, built on humanistic–democratic values, that seeks to improve organizational effectiveness and employee well-being.

An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.

The way in which job tasks are formally divided, grouped, and coordinated.

The degree to which an organization is able to exist and grow over the long term.

Key factors that are affected by some other variables.

The inverse of an ingroup; an outgoup can mean anyone outside the group, but more usually an identified other group.

The theory that the key paradox in management is that there is no final optimal status for an organization.

A process in which subordinates share a significant degree of decision-making power with their immediate superiors.

A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

The degree to which employees believe an organization values their contribution and cares about their well-being.

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

The sum total of ways in which an individual reacts to and interacts with others.

Enduring characteristics that describe an individual’s behavior.

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

A theory that people are attracted to and selected by organizations that match their values, and leave when there is not compatibility.

The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.

A pay plan in which workers are paid a fixed sum for each unit of production completed.

Change activities that are intentional and goal oriented.

Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

The ability to influence others in such a way as to enhance one’s objectives.

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

A mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end.

In an organization, an environment of inclusiveness and an acceptance of diversity.

A culture that emphasizes building on employee strengths, rewards more than it punishes, and encourages and growth.

An area of OB research that concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential.

The tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on).

A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.

A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

Ways in which individuals translate power bases into specific actions.

The period of learning in the socialization process that occurs before a new employee joins the organization.

A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.

A discrepancy between the current state of affairs and some desired state.

The stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is as yet unknown.

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

The perceived fairness of the process used to determine the distribution of rewards.

Conflict over how work gets done.

A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need improvement.

Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.

The combination of the effectiveness and efficiency of an organization.

An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability.

A self-regulation strategy that involves striving for goals through advancement and accomplishment.

An unwritten agreement that sets out what management expects from an employee and vice versa.

Employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work.

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

The tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm.

A set of phases that temporary groups go through that involves transitions between inertia and activity.

The tendency of individuals to believe that they can predict the outcome of random events.

Characterized by making consistent, value-maximizing choices within specified constraints.

A decision-making model that describes how individuals should behave in order to maximize some outcome.

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Influence based on identification with a person who has desirable resources or personal traits.

A team characteristic of reflecting on and adjusting the master plan when necessary.

A theory that behavior is a function of its consequences.

Constructing jobs so employees see the positive difference they can make in the lives of others directly through their work.

Conflict based on interpersonal relationships.

A system in which workers participate in organizational decision making through a small group of representative employees.

Things within an individual’s control that can be used to resolve demands.

Forces that hinder movement from the existing equilibrium (Lewin).

Compliance achieved based on the ability to distribute rewards that others view as valuable.

The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.

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.

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

A situation in which an individual is confronted by divergent role expectations.

How others believe a person should act in a given situation.

An individual’s view of how he or she is supposed to act in a given situation.

The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience, and attitudes.

The degree to which people’s reasons for pursuing goals are consistent with their interests and core values.

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

An individual’s belief that he or she is capable of performing a task.

Groups of 10 to 15 people who take on responsibilities of their former supervisors.

A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.

Training groups that seek to change behavior through unstructured group interaction.

A leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop.

Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.

A national culture attribute that emphasizes the present and accepts change.

An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

A theory indicating that the way personality translates into behavior depends on the strength of the situation.

A contingency theory that focuses on followers’ readiness.

The degree to which a job requires a variety of different activities.

A perspective that considers when and why individuals consider themselves members of groups.

The tendency for individuals to expend less effort when working collectively than when working individually.

An area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one another.

A process that adapts employees to the organization’s culture.

A leadership concept that states that leaders convey values that are other-centered versus self-centered and who role-model ethical conduct.

The view that we can learn through both observation and direct experience.

The study of people in relation to their social environment or culture.

The number of subordinates a manager can efficiently and effectively direct.

A socially defined position or rank given to groups or group members by others.

A theory that states that differences in status characteristics create status hierarchies within groups.

The degree to which we internally agree with the generally negative stereotyped perceptions of our groups.

Judging someone on the basis of one’s perception of the group to which that person belongs.

An unpleasant psychological condition that occurs in response to environmental pressures.

A culture in which the core values are intensely held and widely shared.

Minicultures within an organization, typically defined by department designations and geographical separation.

Attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure.

Hiding one’s inner feelings and forgoing emotional expressions in response to display rules.

Differences in easily perceived characteristics such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes.

The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.

Organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes.

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

Conflict over content and goals of the work.

The degree to which a job requires completion of a whole and identifiable piece of work.

The combination of effectiveness and efficiency at doing core job tasks.

The degree to which a job has a substantial impact on the lives or work of other people.

The degree to which job assignments are procedurized.

High interaction among team members to increase trust and openness.

A situation when team members are emotionally attached to one another and motivated toward the team because of their attachment.

A team’s collective belief among team members that they can succeed at their tasks.

A team member’s affinity for and sense of belongingness to his or her team.

An organization structure that replaces departments with empowered teams, and which eliminates horizontal boundaries and external barriers between customers and suppliers.

The way in which an organization transfers its inputs into outputs.

Working from home at least two days a week on a computer that is linked to the employer’s office.

Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.

The proposition that creativity involves three stages: causes (creative potential and creative environment), creative behavior, and creative outcomes (innovation).

A theory that predicts that some situations, events, or interventions “activate” a trait more than others.

Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

A positive expectation that another person will not act opportunistically.

How likely an employee is to trust a leader.

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.

A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

The idea that a subordinate should have only one superior to whom he or she is directly responsible.

A system in which decisions are made to provide the greatest good for the greatest number.

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

A pay plan that bases a portion of an employee’s pay on some individual and/or organizational measure of performance.

A small, core organization that outsources major business functions.

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

A long-term strategy for attaining a goal or goals.

A formal articulation of an organization’s vision or mission.

Dissatisfaction expressed through active and constructive attempts to improve conditions.

Organizationally supported programs that focus on the employee’s total physical and mental condition.

Individuals who report unethical practices by their employer to outsiders.

The set of actions employees take to separate themselves from the organization.

The degree to which tasks in an organization are subdivided into separate jobs.

A group whose individual efforts result in performance that is greater than the sum of the individual inputs.

The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.

A group that interacts primarily to share information and make decisions to help each group member perform within his or her area of responsibility.

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

A negotiation approach that treats the reward “pie” as fixed, so any gain one person or group achieves comes at the expense of another person or group.