Glossary

In change management, the most negative reaction to proposed change; those who engage in active resistance may sabotage the change effort and be outspoken objectors to the new procedure.

In negotiation, a strategy of setting an initial offer that serves as a reference point for the rest of the discussion.

The tendency to make estimates based on an earlier initial value.

Evaluations that relate what is happening in the environment to people’s values, goals, and beliefs. Appraisal theories of emotion contend that emotions are caused by patterns of appraisals, such as whether an event furthers or hinders a goal and whether an event can be coped with.

Visible, tangible aspects of organizational culture.

A predisposition to respond in a favorable or unfavorable way to objects or persons in one’s environment.

The process that describes how individuals join and leave organizations.

The cognitive process by which people interpret the reasons or causes for their behavior.

The natural processes through which employees who do not fit in will leave an organization.

Boss-centered, directive leadership. Leaders who use this style prefer to make decisions and solve problems on their own, allowing for very little input from subordinates.

The tendency to evaluate new information based on the most recent or most easily recalled examples.

Learning to behave in a certain way to avoid encountering an undesired or unpleasant consequence.

Best alternative to a negotiated agreement.

Model of human behavior that suggests that humans try to make rational decisions but are bounded due to cognitive limitations.

In organizational structure, where decision making is concentrated at the top of the organizational hierarchy.

The authority relationships among people working at different levels of the organization.

The process of designing and implementing change.

An influence tactic that involves a group of individuals working together toward a common goal to influence others.

The power a person has because people believe that the person can punish them by inflicting pain or by withholding or taking away something that they value.

The degree of camaraderie within a team.

A response to an influence attempt in which the target not only agrees to the request but also actively supports it.

The ability to attract more customers, earn more profit, or return more value to shareholders than rival firms do.

A response to an influence attempt in which the target does not necessarily want to obey, but they do.

In change management, going along with proposed changes with little enthusiasm.

In negotiation, something that is given up to get something else in return.

The tendency to pay more attention to information that confirms our existing beliefs and less attention to information that is contrary to our beliefs.

An influence tactic in which an influence agent asks others for help in directly influencing or planning to influence another person or group.

Shared values and beliefs that are in direct opposition to the values of the broader organizational culture.

A divisional departmentalization based on customer segments.

In organizational structure, where decision making is delegated to lower-level employees.

The process of entrusting work to subordinates.

Grouping specialized jobs into meaningful units.

Power that a person or unit gains from their ability to handle actual or potential problems facing an organization.

Leaders who are put into positions of leadership by formal processes; designated leaders also known as formal leaders.

“Win-lose” bargaining, in which the goals of one party are in fundamental and direct conflict with those of the other party.

One type of organizational justice, which refers to the perceived fairness of outcomes.

Identity-based differences among and between people that affect their lives as applicants, employees, and customers.

A form of departmentalization in which each division contains most of the functional areas (production, marketing, accounting, finance, human resources); in other words, divisions are similar to stand-alone companies, and they function relatively autonomously.

Leaders who emerge from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal.

A subjective state of being often described as feelings.

The transfer or spread of emotions between or among individuals.

The capability of individuals to recognize and manage their own emotions and others’ emotions.

The regulation of feelings and expressions for organizational purposes.

In individuals, autonomy and discretion to make their own decisions, as well as control over the resources needed to implement those decisions.

In change management, defenders of the proposed change who encourage others around them to give support to the change effort as well.

The tendency of decision makers to remain committed to poor decision, even when doing so leads to increasingly negative outcomes.

Shared principles, standards, and goals.

Principles or standards of behavior to which we hold ourselves.

An influence tactic in which someone does something for you, and you do something for them in return.

In expectancy theory, the link between effort and performance, which refers to the strength of the individual’s expectation that a certain amount of effort will lead to a certain level of performance.

The power a person has because others believe that the person has and is willing to share expert knowledge that they need.

The principle that suggests that undesired behavior will decline as a result of a lack of positive reinforcement.

Motivation that arises from external factors such as compensation, punishment, and tangible rewards.

Rewards that come from outside the individual—things like pay raises, promotions, bonuses, and prestigious assignments.

In organizational structure, when an organization has only a few layers of management.

A leadership role that is officially recognized.

The first stage of team development—the positive and polite stage.

The tendency to be influenced by the way that a situation or problem is presented.

The act of intentionally deceiving a person or organization or misrepresenting a relationship in order to secure some type of benefit, either financial or nonfinancial.

The three factors that increase the likelihood of an individual committing fraud, as well as other forms of ethical violations; these factors are pressure, opportunity, and rationalization.

Subordinate-centered, hands-off leadership. Also called laissez-faire leadership. Leaders who use this style typically turn over all authority and control to subordinates.

Managers at the lowest level of management who report to middle managers; they coordinate activities, supervise employees, and are involved in day-to-day operations.

A form of departmentalization that groups together people who have comparable skills and perform similar tasks.

Theories of emotion that emphasize the adaptive role of an emotion in handling common problems throughout evolutionary history.

The tendency to underestimate the effects of external or situational causes of behavior and to overestimate the effects of internal or personal causes.

The reasoning that holds that if a chance event has happened less frequently in the recent past, it is more likely to happen in the near future (or vice versa).

A divisional departmentalization based on geographical location.

An approach to values-driven leadership development that helps you learn how to effectively act on your values and ethical principles in the context of your professional responsibilities.

Basic rules or principles of conduct that govern a situation or endeavor.

The tendency to conform to team pressure in making decisions, while failing to think critically or to consider outside influences.

Mental shortcuts that allow a decision maker to reach a decision quickly. They are strategies that develop based on prior experience.

The value of a resource.

A group that we identify with or see ourselves as belonging to.

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.

The capacity to impact or affect a person's emotions, opinions, or behaviors.

Leadership that is exhibited without an official position.

The power a person has because they have access to or control over valuable information.

An influence tactic that involves making others feel good about themselves.

A culture that is flexible, adaptable, and open to experimenting with new ideas.

An influence tactic that involves tapping into values, emotions, and beliefs to gain support for a request or course of action.

Values concerning the way we approach end-states.

In expectancy theory, the link between performance and outcome, which refers to the strength of the expectation that a certain level of performance will lead to a particular outcome.

“Win-win” bargaining, in which both parties try to reach a settlement that benefits both parties.

The degree to which the change is purposefully implemented.

One type of organizational justice, which refers to the manner in which an employee is treated.

Motivation that arises from internal factors such as autonomy, mastery, and purpose.

Rewards that come from within the individual—things like satisfaction, contentment, sense of accomplishment, confidence, and pride.

A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.

The process of establishing a direction and guiding and motivating others toward the achievement of goals.

The extent to which a company conducts its business operations in accordance with applicable regulations, statutes, and laws.

The power a person has because others believe that the person possesses the “right” to influence them and that they ought to obey.

An influence tactic in which an appeal is based on legitimate or position power.

The target of change within an organization, which includes individual, group, and organizational levels.

Needs related to interpersonal interactions and relationships. For instance, a leader attending to maintenance needs may help manage conflict or decision-making by reducing tension and encouraging full participation.

The process of guiding the development, maintenance, and allocation of resources to attain organizational goals.

A form of departmentalization that combines elements of functional and divisional structures.

Managers who report to top management and oversee the activities of frontline managers. Their responsibilities include allocating resources and developing and implementing activities.

The set of forces that prompt a person to release energy, or exert effort, in a certain direction.

A span of control with few direct reports.

The gap between what is and what is required.

Removing an undesirable consequence to encourage desired behavior.

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.

The capacity of the nervous system to modify its organization.

Decisions that are novel and not based on well-defined or known criteria.

The third stage of team development—when team resolves its differences and begins making progress.

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization. Also referred to as socialization.

The unique combination of skills, processes, technologies, and human abilities that differentiate an organization.

The movement of or within an organization from one state of affairs to another.

A diagram delineating the interrelationships of positions within the organization.

The relative strength of an individual’s identification with and involvement in an organization.

A system of shared assumptions, values, and beliefs that shapes how employees perceive, think, and act within an organization.

The deliberate arrangement of key components within an organization to achieve collective goals efficiently and effectively.

Employee perceptions of fairness in the workplace, encompassing three distinct forms of justice: distributive (fair outcomes), procedural (fair process), and interactional (the manner in which a person is treated).

the various roles within an organizational, which positions report to which, and how an organization will departmentalize its work

A group that we don’t belong to and that we view as fundamentally different from us.

A culture that prioritizes achievement, results, and action.

A phenomenon in which intrinsic motivation is diminished when extrinsic motivation is given.

Leaders who use this style share decision-making with group members and encourage discussion of issues and alternatives.

In change management, being disturbed by changes without necessarily voicing these opinions; instead, passive resisters may quietly dislike the change, feel stressed and unhappy, and even look for an alternative job without necessarily bringing their point to the attention of decision makers.

Employee mindsets, skillsets, and relevant human resource policies.

A culture that emphasizes fairness, support, and respect for individual rights, reflecting the belief that “people are their greatest asset.”

The fourth stage of team development—when hard work leads to the achievement of the team’s goal.

An influence tactic that involves asking someone to do something for you, such as a favor.

When team members work independently and simply combine their efforts to create the team’s output.

A desirable consequence that satisfies an active need or that removes a barrier to need satisfaction.

The ability to influence others.

An influence tactic that involves exerting undue influence on someone to do what you want or else something undesirable will occur.

One type of organizational justice, which refers to the fairness of the process used to determine outcomes.

Systematic ways to manage information, tasks, and resources within an organization.

A divisional departmentalization based on product lines.

Decisions that are repeated over time and for which an existing set of rules can be developed.

Anything that decreases a specific behavior.

An influence tactic that involves using facts, data, and logical arguments.

System of decision-making in the brain that is quick and intuitive.

Occurs when two or more team members depend on one another for inputs.

Another person, used for comparison purposes.

The power a person has because others want to associate with or be accepted by them.

System of decision-making in the brain that is logical, analytical, and methodical.

A theory of motivation that holds that people do things because they know that certain consequences will follow.

A response to an influence attempt in which the influence target does not wish to comply with the request and either passively or actively repels the influence attempt.

In negotiation, the point beyond which the opponent will not go to reach a settlement.

Altering existing organizational structures to become more competitive once conditions have changed.

Anything that increases a specific behavior.

The power a person has because people believe that they can bestow rewards or outcomes, such as money or recognition that others desire.

Systems that motivate and guide behavior toward organizational goals.

A culture in which safety is emphasized and prioritized.

The act of blaming an out-group when the in-group experiences frustration or is blocked from obtaining a goal.

The uniqueness of a resource.

The degree to which the planned or required change will disrupt current patterns and routines.

An expectation held by a person that alters their behavior in a way that tends to make it true.

The tendency for individuals to attribute their successes to their own actions while attributing their failures to others.

Exists when the outputs of one team member becomes the inputs for another.

A culture that focuses on customer satisfaction.

The tendency to prefer the familiar, specifically people that look and think like us.

A theory of leadership in which effective leaders select a leadership style that matches the competency (i.e., knowledge, skills, and abilities) and commitment (i.e., motivation and confidence) levels of followers.

The tendency of individuals to put in less effort when working in a group context.

The number of people reporting to a particular manager.

Organizing activities into clusters of related tasks that can be handled by certain individuals or groups.

A culture that is predictable, rule-driven, and bureaucratic.

A framework for organizational design that contains five components: strategy, structure, processes, rewards, and people.

A widely held generalization about a group of people. Stereotyping is a process in which attributes are assigned to people solely on the basis of their class or category. It is particularly likely to occur when one meets new people, since very little is known about them at that time.

The second stage of team development—when people are pushing against the boundaries.

An organization’s plan and direction for achieving goals, delivering value to customers, and gaining competitive advantage.

A culture that is widely shared (i.e., for which there is broad consensus).

A culture that emerges within different departments, branches, or geographic locations and differs from the dominant culture.

One’s ability to find another option that works as well as the one offered.

Time, energy, money, or other costs that have been expended in the past.

The fallacy of attaching a greater value to something than is warranted because a person has already invested time, resources, and/or emotion in that thing (or person).

In organizational structure, when an organization has many layers of management.

In teams, the degree that team members are dependent on one another to get information, support, or materials from other team members to be effective.

Needs related to task completion or goal achievement. For instance, a leader attending to task needs may help analyze problems, distribute assignments, gather information, make sure everyone is heard from, keep the group focused, and facilitate the group reaching a consensus or final recommendations.

End-state goals that we prize.

The highest level of management which is responsible for setting objectives; scanning the environment for opportunities and threats; and planning and decision making.

Dramatic shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or structures.

The rate at which workers who leave an organization and must be replaced.

Unconscious, taken-for-granted beliefs and perceptions.

Occurs when each employee reports to only one supervisor.

In expectancy theory, the outcome, which refers to the degree to which the individual expects the anticipated outcome to satisfy personal needs or wants. Some outcomes have more valence, or value, for individuals than others do.

An enduring belief 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.

The gap between what is and what is desired.

A span of control with many direct reports.