Organizational Behaviour Glossary
ORGANIZATIONAL BEHAVIOUR GLOSSARY
360 degree feedback: Performance appraisal that uses the input of superiors, subordinates, peers, and clients or customers of the appraised individual.
Accommodating: A conflict management style in which one cooperates with the other party while not asserting one's own interest group members.
Attitude: A fairly stable emotional tendency to respond consistently to some specific object, situation, person, or category of people.
Attribution: The process by which causes or motives are assigned to explain peoples' behavior.
Avoiding: A conflict management style characterized by low assertiveness of one's own interests and low cooperation with the other party.
Benchmarking: A systematic process for examining the products, services, and work processes of firms that are recognized as illustrating the best practices for organizational improvement.
Body language: Nonverbal communication by means of a sender's bodily motions, facial expressions, or physical location.
Brainstorming: An attempt to increase the number of creative solution alternatives to problems by focusing on idea generation rather than evaluation.
Bureaucracy: Max Weber's ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence.
Burnout: Emotional exhaustion, depersonalization, and reduced personal accomplishment among those who work with people.
Career: An evolving sequence of work activities and positions that individuals experience over time as well as the associated attitudes, knowledge, and competencies that develop throughout one's life.
Central traits: Personal characteristics of a target person that are of particular interest to a perceiver.
Chain of command: Lines of authority and formal reporting relationship.
Change: The implementation of a program or plan to move an organization and/or its members to a more satisfactory state.
360 degree feedback: Performance appraisal that uses the input of superiors, subordinates, peers, and clients or customers of the appraised individual.
Accommodating: A conflict management style in which one cooperates with the other party while not asserting one's own interest group members.
Attitude: A fairly stable emotional tendency to respond consistently to some specific object, situation, person, or category of people.
Attribution: The process by which causes or motives are assigned to explain peoples' behavior.
Avoiding: A conflict management style characterized by low assertiveness of one's own interests and low cooperation with the other party.
Benchmarking: A systematic process for examining the products, services, and work processes of firms that are recognized as illustrating the best practices for organizational improvement.
Body language: Nonverbal communication by means of a sender's bodily motions, facial expressions, or physical location.
Brainstorming: An attempt to increase the number of creative solution alternatives to problems by focusing on idea generation rather than evaluation.
Bureaucracy: Max Weber's ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence.
Burnout: Emotional exhaustion, depersonalization, and reduced personal accomplishment among those who work with people.
Career: An evolving sequence of work activities and positions that individuals experience over time as well as the associated attitudes, knowledge, and competencies that develop throughout one's life.
Central traits: Personal characteristics of a target person that are of particular interest to a perceiver.
Chain of command: Lines of authority and formal reporting relationship.
Change: The implementation of a program or plan to move an organization and/or its members to a more satisfactory state.