Key Terms and Theories

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• Team Player A person who works willingly in cooperation with others for the benefit of the whole team
• Collective Orientation The propensity to work in a collective manner in team settings
• Group Two or more people, in F2F interaction, aware of their membership and interdependence, striving to achieve common goals
• Group Dynamics The forces operating within groups that affect their performance and their members’ satisfaction
• Aggregate A collection of unrelated people who happen to be in a close physical proximity for a short period of time
• Additive task Task whose accomplishment depends on the sum of all group members' efforts.
• Conjunctive Task Task whose accomplishment depends on the performance of the group’s least talented member
• Disjunctive Task Task whose accomplishment depends on the performance of the group’s most talented member
• Hawthorne Effect To understand how people's behavior can change simply by letting them know that they are being observed
• Human Relations Approach A school of management thought which emphasizes the importance of social processes at work.
• Formal Group One that has been consciously created by management to accomplish a defined task that contributes to the organization’s goal.
• Informal Group Individuals who become a group when they develop interdependencies, influence one another’s behavior, contribute to mutual need satisfaction.
• Activities The physical movements, and verbal and non-verbal behaviors engaged in by members
• Interactions The two-way communications between members to solve problems, coordinate and reduce tension.
• Sentiments The feelings, attitudes and beliefs held by group members towards others.
• Multi-Team Membership Work arrangement where employees participate actively and simultaneously in more than one group or team at the same time
• Three Experiments in Hawthorne Studies Illuminations, Relay Assembly Test Room, and Bank Wiring Observation Room
• Circumplex Model of Group Tasks To understand the different types of group tasks to enable appropriate group member selection to be made
• Group Formation To understand the process of group formation so as to be able to facilitate natural group formation
• Stages of Group Development To understand the stages through which groups pas in order to become coherent and effective
• Homans model of group formation Distinguishes between background factors, and required & emergent activities, interactions, sentiments, explaining how individuals come to form groups.
• Organizational Behavior The study of the structure and management of organizations, their environments, actions, intersections of individual members and groups
• Organization A social arrangement for achieving controlled performance in pursuit of collective goals
• Fundamental Attribution Error Tendency of explaining the behavior of others based on personality, disposition, and overlook the wider contextual influence.
• Positivism Phenomena explained as causal relationships between observable/measurable variables, studied objectively using controlled experiments.
• Constructivism Social/organizational worlds no ultimate objective truth/reality, determined by shared experiences, meanings and interpretations
• Balanced Scorecard Defining organizational effectiveness using a combination of quantitative and qualitative measures.
• Quality of Working Life Individual's overall satisfaction with their job, conditions, pay, colleagues, management, development, opportunities, etc
• Employment Cycle Sequence of stages through which all employees pass in each working position, from recruitment, selection, to termination
• Data analytics Powerful computational methods revealing and visualizing patterns and trends in large sets of data.
• Controlled Performance Setting standards, measuring performance, comparing actual with standards, taking corrective actions if necessary
• Organizational Dilemma How to reconcile inconsistency between individual needs and aspirations, and the collective purpose of the organization.
• Operational Definition The method used to measure the incidence of a variable in practice.
• Variance Theory Universal relationships between independent/dependent variables which can be defined and measured precisely.
• Process Theory How outcomes we are interested are affected by factors at different levels, combining/interacting in particular context.
• Organizational Effectiveness A multi-dimensional concept that can be defined differently by different stakeholders
• Human Resource Management (HR) Responsible for establishing integrated personnel policies to support organization strategy. Enhances quality of working life
• Big Data Information collected in real time, from sources such as internet clicks, mobile transactions, etc
• Human Capital Analytics HR practice enabled by computing technologies that use descriptive, visual and statistical analyses of data related to HR processes etc to establish business impact, enable data-driven decision-making.
• Discretionary Behavior Freedom to decide how work is going to be performed
• Bath People-Performance Model Understand how HR management policies and other organizational factors affect work performance, and how discretionary behavior is encouraged
• The Field Map Explains Organizational Behavior
• PESTLE analysis Approach to understanding context and explores the issues and how they affect the organization and its members.
• PESTLE Political, Economic, Social, Technological, Legal, Ecological
• Two outcomes of PESTLE Organizational effectiveness, Quality of working life
• Factors explaining outcomes of PESTLE Individual, Group, Management and Organization, Leadership Process Factors
• Natural Science describes an objective reality (stable)
• Social Science Describes how people understand and interpret their circumstances (change)
• Variance Theory offers Definitive explanations (Positivism)
• Process Theory offers Probabilistic explanations (constructivism)
• Factors to perform beyond minimum requirements Ability, Motivation, Opportunity (AMO)
• Positive Discretionary Behavior Putting in extra time and effort
• Negative Discretionary Behavior Withholding information and cooperation.
• Social Arrangement Groups of people who interact with each other because of their membership.
• Collective Goals Common membership implies shared objectives
• Organizations are Social arrangements and Political Systems
• Social Intelligence To Manage relationships by understanding and appreciating the thoughts and feelings of others.
• Communication Process Understand how information and meaning are exchanged through the coding and decoding of messages, and how it can fail
• Coding The Stage in interpersonal communication process where the transmitter chooses how to express message to someone else.
• Decoding The Stage in the interpersonal communication process where the recipient interprets a message transmitted to them by someone else.
• Perceptual Filters Individual characteristics, predispositions, and preoccupations that interfere with the effective transmission and receipt and messages.
• Noise Factors outside communication process which interfere, distract attention from transmission and reception of the intended meaning.
• Feedback Processes where the transmitter of a message detects whether and how the message detects and the message has been received and decoded.
• Non-Verbal Behavior (NVB) The process of coding meaning through behaviors such as facial expressions, lib gestures and body posture.
• Power Tells Non-verbal signals that indicate to others how important and dominant someone is, or how powerful they would like us to think they are
• High Context Culture Members rely heavily on a range of social and non-verbal clues when communicating with others and interpreting their messages.
• Low Context Culture Members focus on the written and spoken word when communicating with others and interpreting their messages
• Impression Management The process through which we control the image or impression that others have of us.
• Emotional Intelligence The ability to identify, understand and reflectively manage one’s own and other people’s feelings.
• Communication Climate The prevailing atmosphere in an organization- open or closed- in which ideas and information are exchanged
• Employee Voice The ability of employees to express their views, opinions, concerns and suggestions, and for these to influence decisions at work
• The Allen Curve To understand how proximity and distance affect interpersonal communication patterns
• The Media Richness Hierarchy To decide which media channel or channels to use for routine and non-routine communications
• Social Awareness what we sense about others
• Social Facility How we act on the social awareness
• Interpersonal Communication Direct communication between people where they exchange information, feelings, thoughts f2f or other media.
• Questioning Techniques Used to get information we want from a conversation, it distinguishes between open and closed questions.
• Types of Impression Management Conscious and Unconscious
• Perception The dynamic psychological process responsible for attending to, organizing, and interpreting sensory data.
• Perceptual World To recognize that others do not necessarily see the social, physical and organizational world arrows them in the way that we do
• Selective Attention To be able, sometimes unconsciously, to choose from a stream of sensory data, to concentrate on some elements, and ignore others
• Perceptual Thresholds To understand the boundaries, either side of which our senses will or will not be able to detect stimuli, such as sound, light or touch.
• Habituation The decrease in perceptual responses to stimuli once they become familiar.
• Perceptual Filters To understand how individual characteristics and predispositions can interfere with the transmission and receipt of messages
• Perceptual Organization To understand the process through which we process or organize stimuli in systematic and meaningful ways
• Perceptual Set An individual’s predisposition to respond to people and events in a particular manner
• Halo Effect To understand how we make overall judgements of others based on particular features-dress, hairstyle, accent (their characteristics)
• Stereotype A category, or personality type to which we allocate people on the basis of their membership of some known group.
• Self-Fulfilling Prophecy A prediction that becomes true because someone expects it to happen.
• Attribution Theory Understanding the process by which we make sense of our environment through perception, or attributions of causality.
• Bottom-up Processing (perceptual process) The way we process raw data received by our senses and need for selectivity. Sensory input, Selective attention
• Top-down processing (perceptual Process) Mental processing allowing order, interpretations, making sense of the world around us.
• Perceptual world of positivist Discover an objective world, as it really is
• Perceptual World of a constructivist Explores how our world is socially constructed, how we experience and interpret the world.
• Presenteeism Working for more hours than required, even when unwell, motivated by a sense of job insecurity, and the desire to appear enthusiastic and committed.
• The Gig Economy A system of employment in which freelance workers sell their skills and services, through online marketplaces, to employers on project-or task-basis.
• Drive An innate, biological determinant of behavior, activated by deprivation. (Needs)
• Motive A socially acquired goal activated by a desire for fulfillment.(goals)
• Motivation The cognitive decision-making process through which goal directed behavior is initiated, energized, directed and maintained.
• Self-Determination Theory To assess the extent to which psychological needs for autonomy, competence, and relatedness are being met.
• Hierarchy of Needs Theory To assess the extent to which innate needs for survival, safety affiliation, esteem, and self-actualization are being met.
• Self-Actualization The desire for personal fulfillment, to develop one’s potential, to become everything that one is capable of becoming.
• Equity Theory Perception of unfairness leads to tension, which motivates the individual to resolve that unfairness.
• Expectancy Theory How motivation is addicted by valence of outcomes, the expectancy that effort leads to performance, the instrumentality of performance in producing valued outcomes.
• Valence The perceived value or preference that an individual has for a particular outcome, and can be positive, negative or neutral.
• Instrumentality The perceived probability that good performance will lead to valued rewards, and is measured on a scale from 0 to 1
• Expectancy The perceived probability that effort will result in good performance, and s measured on a scale from 1 to 0
• Total Rewards All aspects of work that are valued by employees, recognition, development opportunities, flexible working, organization culture, and attractive work environment, pay
• Goal-Setting Theory To understand the effect of goal difficulty, goal specificity, and knowledge of results on motivation and performance.
• Job Enrichment A technique for broadening the experience of work to enhance employee need satisfaction and to improve motivation and performance.
• Motivator Factors Aspects of work which lead to high levels of satisfaction, motivation and performance
• Hygiene Factors Aspects of work which remove dissatisfaction, but do not contribute to motivation and performance
• Vertical Loading Factors Methods for enriching work and improving motivation, by removing controls, increasing accountability, providing feedback, tasks, natural work units, special assignments, additional authority.
• Intrinsic Rewards Valued outcomes or benefits which come from the individual, such as feelings of satisfaction, competence, self-esteem and accomplishment.
• Extrinsic Rewards Valued outcomes or benefits provided by others, such as promotion, pay increases, a bigger office desk, praise and recognition.
• Growth Need Strength A measure of the readiness and capability of an individual to respond positively to job enrichment. Wllingness for personal development through job enrichment.
• Job Diagnostic Survey A questionnaire which assesses the degree of skill variety, task identity, task significance, autonomy and feedback in jobs.
• Motivating Potential Score An indicator of how motivating a job is likely for an individual, considering skill variety, task identity, task significance, autonomy and feedback.
• Engagement Being positively present during the performance of work by willingly contributing intellectual effort, positive emotions, and meaningful connections
• Quiet Quitting Turning up for work as usual, but doing the bare minimum.
• High Performance Work System To design an organization that operates at levels of excellence far beyond those of comparable systems.
• Absenteeism Employees not turning up for work
• Motivation explored from three perspectives Goals, Decisions, Influence
• Content Theories Based on drives and needs which are a part of our mental luggage
• Two Content theories (exploring goals) Self-determination theory, Hierarchy of needs theory
• Process Theories for motivation Theories of motivation that focus on how we make choices with respect to goals.
• Three Process theories (exploring decisions) Equity theory, Expectancy theory, Goal-setting theory
• Theory exploring influence Job enrichment
• Operational Effectiveness for Commercial Companies Means Profit
• Organizational Effectiveness for Environmental groups Protect wildlife, reduce CO2 emisions, pollution etc
• Qualitative and Quantitative performance measures Environmental concerns, employee development, internal operating efficiencies, stakeholder value
• Motivator factors include Achievement, recognition, responsibility, advancement, growth and the work itself.
• Hygiene factors include Pay, company policy, supervision, status, security and physical working conditions.

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