Management organizational behavior all chapter key words

1. Management Organizational Behaviour (MOB)
Key words
Chapter - 1: Introduction to Organizational Behaviour
1. Manager: Someone who gets things done through other people in
organizations.
2. Organization: A consciously coordinated social unit composed of two or
more people that functions on a relatively continuous basis to achieve a
common goal or set of goals.
3. Technical Skills: The ability to apply specialized knowledge or expertise. All
jobs require some specialized expertise, and many people develop their
technical skills on the job.
4. Human Skills: The ability to work with, understand, and motivate other people.
5. Conceptual Skills: The mental ability to analyse and diagnose complex
situations.
6. Organizational behaviour (OB): is a field of study that investigates the impact
that individuals, groups, and structure have on behaviour within organizations
for the purpose of applying such knowledge toward improving an organization’s
effectiveness.
7. Psychology: seeks to measure, explain, and sometimes change the behaviour
of humans and other animals.
8. Social psychology: blends the concepts of psychology and sociology.
9. Sociology: studies people in relation to their social environment or culture.
10. Anthropology: is the study of societies to learn about human beings and
their activities.
11. Employee attitudes: are the evaluations employees make, ranging from
positive to negative, about objects, people, or events.

2. 12. Stress: is an unpleasant psychological process that occurs in response to
environmental pressures.
Chapter – 2: Diversity in Organizations
1. Discrimination: is to note a difference between things.
2. Stereotype threat: describes the degree to which we agree internally with the
generally negative stereotyped perceptions of our groups.
3. Biological characteristics: are personal characteristics that are objective
and easily obtained from personnel records.
4. Ability: is an individual’s current capacity to perform various tasks in a job.
5. Intellectual abilities: are abilities needed to perform mental activities -
thinking, reasoning, and problem solving.
6. Physical Abilities: The capacity to do tasks demanding stamina, dexterity,
strength, and similar characteristics.
7. Diversity management: is the process and programs by which managers make
everyone more aware of and sensitive to the needs and differences of others.

3. Chapter- 3: Attitudes and job satisfaction
1. Attitudes: are evaluative statements-either favourable or unfavourable-about
objects, people, or events. They reflect how we feel about something.
2. Cognitive dissonance: is any incompatibility an individual might perceive
between two or more attitudes or between behaviour and attitudes.
3. Job Satisfaction: A positive feeling about the job resulting from an evaluation
of its characteristics.
4. Job conditions: The intrinsic nature of the work itself, social interactions, and
supervision are important predictors of satisfaction and employee well-being.
5. Personality: People who have positive core self-evaluations, who believe in
their inner worth and basic competence, are more satisfied with their jobs than
those with negative core self-evaluations.
6. Corporate Social Responsibility (CSR): self-regulated actions to benefit
society or the environment beyond what is required by law.
7. Job Performance: Happy workers are more likely to be productive workers.
8. OCB (Org Citizenship Behaviour): People who are more satisfied with their
jobs are more likely to engage in OCB.
9. Customer Satisfaction: Satisfied employees increase customer satisfaction
and loyalty.
10. Life Satisfaction: Research shows that job satisfaction is positively
correlated with life satisfaction.
11. Counterproductive Work Behaviour (CWB): actions that actively damage
the organization, including stealing, behaving aggressively toward co-workers,
or being late or absent.
12. Absenteeism: the more satisfied you are, the less likely you are to miss work.
12. Turnover: a pattern of lowered job satisfaction is the best predictor of intent to leave.

4. Chapter-5: Personality and values
1. Personality: is a dynamic concept describing the growth and development of
a person’s whole psychological system. The sum of ways in which an individual
react to and interact with others.
2. Heredity: refers to those factors that were determined at conception.
3. Core Self-Evaluation: bottom line conclusions individuals have about their
capabilities, competence, and worth as a person.
4. Self-Monitoring: measures an individual’s ability to adjust his or her
behaviour to external, situational factors.
5. Proactive Personality: People, who identify opportunities, show initiative,
take action, and persevere until meaningful change occurs.
6. Values: basic convictions about what is right, good, or desirable.
7. Value system: ranks values in terms of intensity.
8. Terminal values: desirable end-states of existence.
9. Instrumental values: preferred modes of behaviour or means of achieving
terminal values. Ways to achieve terming values is basic conviction.

5. Chapter-6: Perception and individual decision making
1. Perception: is a process by which individuals organize and interpret their
sensory impressions to give meaning to their environment.
2. Attribution theory: suggests that when we observe an individual’s
behaviour, we attempt to determine whether it was internally or externally
caused.
3. Internally caused: those that are believed to be under the personal control of
the individual.
4. Externally caused: resulting from outside causes.
5. Overconfidence Bias: individuals whose intellectual and interpersonal
abilities are weakest are most likely to overestimate their performance and
ability.
6. Anchoring Bias: fixating on initial information as a starting point and failing
to adequately adjust for subsequent information.
7. Confirmation Bias: type of selective perception. Seek out information that
reaffirms past choices, and discount information that contradicts past
judgments.
8. Availability Bias: tendency for people to base judgments on information that
is readily available.
9. Risk Aversion: the tendency to prefer a sure thing instead of a risky outcome.
10. Utilitarianism: decisions are made solely on the basis of their outcomes or
consequences.
11. Behavioural ethics: an area of study that analyses how people behave when
confronted with ethical dilemmas.
12. Lying: One of the top unethical activities we may indulge in daily. It
undermines all efforts toward sound decision making.

6. 13. Creativity: is the ability to produce novel and useful ideas. These are ideas
that are different from what has been done before, but that are also appropriate
to the problem.
Chapter-9: Foundation of Group Behaviour
Group: A group is two or more individuals, interacting and independent who
have come together to achieve particular objectives.
Formal Group: A designated work group defined by an organizational structure.
Informal Group: A group that is neither formally structured nor organizationally
determined; such a group appears in response to the need for social contact.
Social Identity Theory: Perspective that considers when and why individuals
consider themselves members of groups (Emotional reaction).
Status Characteristics Theory: A theory stating that differences in status
characteristics create status hierarchies within groups.
In-group favouritism: Perspective in which we see members of our in-group as
better than other people and people not in our group as all the same.
Out group: The inverse of an in-group, which can mean everyone outside the
group is more usually an identified other group.
Punctuated-Equilibrium Model: A set of phases that temporary group go
through that involves transitions better inertia and activity (6 stages).
Role: A set of expected behaviour or standard behaviour patterns attributed to
someone occupying again position in a social unit.
Role Perception: An individual’s view of how he or she is supposed to act in a
given situation. (Apprenticeship).
Role Expectation: How others belief a person should act in a given situation. (A
coach is aggressive, dynamic and inspiring to the player).

7. Psychological Contact: An unwritten agreement that sets out what a manager
expects from an employee, and vice versa.
Role Conflict: A situation in which an individual is confronted by divergent role
expectations. (Two or more role expectations may be contradictory).
Inter Role Conflict: A situation in which the expectations of an individual’s
different separate groups are in opposition (Work family conflict).
Norms: Acceptable standards of behaviour within a group that are shared by the
group’s member.
Conformity: The adjustment of one’s behaviour to align with the norms of the
group.
Reference Group: Important groups to which individuals belong or hope to
belong and with whose norms individuals are likely to conform.
Deviant Workplace Behaviour: Voluntary behaviour that violates significant
organization norms and in so doing, threatens the wellbeing of the organization
or its members. It is also called antisocial behaviour or workplace inactivity.
Status: A socially defined position on work given to group members by others.
Social Loafing: The tendency for individuals to expend less effort when
working collectively than when working individually.
Cohesiveness: The degree to which group members are attracted to each other
and are motivated to stay in the group.
Diversity: The extent to which members of a group are similar to, or different
from one another. (Both costs and benefits from group diversity).
Faultiness: The perceived divisions that spilt groups into two or more sub-
groups based on individual differences such as sex, race, age, work experience
and education.
Groupthink: A phenomenon in which the norm for consensus overrides the
realistic appraisal of alternative course of action.
Group Shift: 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

8. conservatism or great risk but it generally in toward a more extreme version of
the group’s original position.
Interacting Groups: Typical groups in which members interact with each other
face to face.
Brainstorming: An idea generally process that specifically encourages any and
all alternatives while withholding any criticism of those alternatives.
(Encouraging members to think the unusual, no criticism is allowed).
Nominal Group Technique: A group decision making method in which
individual members meet face to face to pool their judgement in a systematic
but independent fashion.
Chapter-10: Understanding Work Teams
Team: Team is a group who has common objectives and who are interdependent
on each other for their performance. (Bangladesh cricket team).
Team Structure: An organizational structure that replaces departments with
empowered teams and that eliminates horizontal boundaries and external
barriers between customers and suppliers.
Problem Solving Teams: Groups of 5 to 12 employee from the same department
who meet for a few hours each week to discuss ways of improving quality,
efficiency and the work environment.
Self-Managed Work Teams: Group of 10 to 15 employee who take on
responsibility of their former supervisors. (Former supervisor can be decreased
or eliminated).
Cross Functional Teams: Employee from about the same hierarchical level but
from different work areas who come together to accomplish task. Toyota,
Honda uses this.

9. Virtual Teams: Teams that use computer technology to tie together physically
dispersed members in order to achieve a common goal. Harley Davidson Motor
Company uses it.
Multi-Team: A collection of two or more independent teams that share a
superordinate goal; a team of teams.
Organizational Demography: The to which members of a work unit share a
common demography attribute, such as age, sex, race, educational level or
length of service in organizational and the impact of this attribute on turnover.
Reflexivity: A team characteristics of reflecting on and adjusting the master
plan when necessary.
Team Efficacy: A team’s collective belief that they can succeed at their tasks.
Team Identity: A team members affinity for and sense of belongingness to his
or her team.
Team Cohesion: A situation when team members are emotionally attached to
one another and motivated toward the team because of their attachment. (It is
higher when female is leader).
Mental Model: Team member’s knowledge and beliefs about how the work gets
done by the team.
Team Development/Structure: 5 stage; Pre stage, Forming, Norming, Storming,
Performance
Team Types: - 4 types; Problem solving, self-managed, cross functional, virtual

10. Chapter-12: Leadership
Leadership: The ability to influence a group toward the achievement of a vision
or set of goals.
Trait Theories of Leadership: Theories that consider personal qualities and
characteristics that differentiate leaders from non-leaders. (Situation force to be
a leader).
Situational Leadership Theory: A contingency theory that focuses on follower’s
readiness to accomplish a specific task.
Characteristic Leadership Theory: A leadership theory stating that followers
make attribution of heroic or extraordinary leadership abilities when they
observe certain behaviours in others.
Attribution Theory of Leadership: A leadership theory stating that leadership is
merely an attribution that people make about other individuals.
Path Goal Theory: A theory stating that it is the leaders 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 overall objection of the group or
organization.
Initiating Structure: The extent to which a leader defined and structured his or
her role and those of the subordinates to facilitate goal attainment.
Consideration: The extent to which a leader has job relationship that are
characterized by mutual trust, respect for subordinates idea and regard for their
feelings.
Position Power: Influence derived from one’s formal structural position in the
organization; includes the power to hire, fire, discipline, promote and give
salary increases.
Vision: A long term strategy for attaining a goal or goals.
Vision Statement: A formal articulation of an organizations vision or mission.
Trans Missional Leaders: Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task requirements.

11. Transformational Leaders: Leaders, who inspire, act as role models and
intellectually stimulate, develop or mentor their followers, thus having a
profound and extraordinary effect on them.
Authentic Leaders: Leaders who know who they are, know what they believe in
and value and act on those values and belief openly and candidly.
Specialized Charismatic Leadership: A leadership concept stating that leaders
convey values that is other-centred versus self-centred and who-role model
ethical conduct.
Abusive Supervision: Supervision that is hostile both verbally and nonverbally.
Servant Leadership: A leadership marked by going beyond the leaders own self-
interest and instead focusing on opportunities to help followers grow and
develop.
Trust: A positive expectation that another will not act opportunistically.
Trust Propensity: How likely an employee is to trust a leader?
Mentor: A senior employee who sponsors and supports a less-experienced
employee, called a protégé.
Substitutes: Attributes, such as experience and training that can replace the need
for a leaders support or ability to create structure.
Neutralizer: Attributes that make it impossible for leader behaviour to make any
difference to follower outcomes.
Contingency Model: Leadership depends on; autocrat, democrat, free reign.

12. Chapter-15: Foundations of Organization Structure
Organizational Structure: The way in which job tasks are formally divided
grouped and co-ordinated.
Work specialization: The degree to which tasks in an organization are
subdivided into separate jobs.
Departmentalization: The basis by which jobs in organization are grouped
together.
Authority: The rights inherent in a managerial position to give orders and to
expect the orders to be obeyed.
Chain of command: The unbroken line of authority that extends from the top of
the organization to the lowest echelon and clarifies who reports to whom.
Unity of command: The idea that a subordinate should have only one superior
to whom he or she is directly responsible.
Span of control: The number of subordinate that a manager can direct efficiently
and effectively control.
Centralization: The degree to which decision making is concentrated at a single
point in an organization.
Formalization: The degree to which jobs within an organization are
standardized.
Boundary Spanning: Individuals forming relationship outside their formally
assigned groups.
Bureaucracy: An organizational structure with highly routine operating tasks
achieved through specialization, much formalized rules and regulation tasks that
are grouped into functional departments, centralized authority, narrow spans of
control and decision making that follows the chain of command.
Organizational Chart: A diagram that displays reporting or relationship
hierarchy.