D
Deep acting, trying to modify one’s true inner feelings based on display rules
Defensive behaviors, reactive and proactive behaviors to avoid action, blame, or change
Demands, responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace
Departmentalization, basis by which jobs are grouped together
Dependency, B’s relationship to A when A possesses something that B requires
Deviant workplace behavior, voluntary behavior that violates significant organizational norms and, in so doing, threatens the well being of the organization or its members; also called workplace misbehavior or workplace incivility
Displayed emotions, the emotions that the organization requires workers to show and consider appropriate in a given job
Distributive bargaining, negotiation that seeks to divide up a fixed amount of resources; a win/lose situation
Dominant culture, a culture that expresses the core values that are shared by a majority of the organization’s members
Driving forces, forces that direct behavior away from the status quo
Dysfunctional conflict, conflict that hinders group performance
E
Emotional contagion, the process by which people’s emotions are caused by the emotions of others
Emotional dissonance, inconsistencies between the emotions people feel and the emotions they project
Emotional intelligence (El), one’s ability to be self-aware, detect emotions in others, and manage emotional cues and information
Emotional labor, an employee’s expression of organizationally desired emotions during interpersonal transactions at work
Emotional stability, a personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative)
Emotions, intense feelings that are directed at someone or something
Employee engagement, individuals’ involvement with, satisfaction with, and enthusiasm for, the work they do
Employee involvement, a participative process that uses the input of employees and is intended to increase employee commitment to an organization’s success
Employee stock ownership plan (ESOP), a company-established benefit plan in which employees acquire stock, often at below-market prices, as part of their benefits
Employee-oriented leaders, leaders who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members
Encounter stage, 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
Environment, institutions or forces outside the organization that potentially affect the organization’s performance
Equity theory, a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
Escalation of commitment, an increased commitment to a previous decision in spite of negative information
Ethical choices, decisions made on the basis of ethical criteria, including the outcomes of the decision, the rights of those affected, and the equitable distribution of benefits and costs
Ethical dilemmas, situations in which members of organizations are required to define right and wrong conduct
Evidence-based management (EBM), the basing of managerial decisions on the best available scientific evidence
Exit, dissatisfaction expressed through behavior directed toward leaving the organization
Expectancy theory, a theory that says that the strength of a tendency to act in a certain way depends on the strength of the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
Expert power, influence based on special skills or knowledge
Extraversion, a personality dimension describing someone who is sociable, gregarious, and assertive
F
Feedback, 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
Felt conflict, emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Felt emotions, an individual’s actual emotions
Femininity, 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
Fiedler contingency model, 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
Filtering, a sender’s purposely manipulating information so that it will be seen more favorably by the receiver
Five-stage group-development model, the five distinct stages groups go through: forming, storming, forming, performing, and adjourning
Fixed pie, the belief that there is only a set amount of goods or services to be divided up between the parties
Flexible benefits, a benefits plan that allows each employee to put together a benefit package individually tailored to his or her own needs and situation
Flextime, flexible work hours
Formal channels, communication channels established by an organization to transmit messages related to the professional activities of members
Formal power, a designated work group defined by an organization’s structure
Formalization, degree to which jobs within the organization are standardized
Forming stage, the first stage in group development, characterized by much uncertainty
Friendship groups, groups that forms because the individual members have one or more common characteristics
Full range of leadership model, describes a wide variety of possible management and leadership styles, including laissez faire, management by exception, contingent rewards, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence
Functional conflict, conflict that supports the goals of the group and improves its performance