J
Job characteristics model (JCM), a model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback
Job enrichment, the vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work
Job involvement, the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth
Job rotation, the periodic shifting of an employee from one task to another
Job satisfaction, a positive feeling about one job resulting from an evaluation of its characteristics
Job sharing, an arrangement that allows two or more individuals to split a traditional 40-hour-a-week job
L
Leader—member exchange (LMX) theory, a theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction
Leader—member relations, the degree of confidence, trust, and respect subordinates have in their leader
Leadership, the ability to influence a group toward the achievement of a vision or set of goals
Least preferred co-worker (LPC) questionnaire, an instrument that purports to measure whether a person is task or relationship oriented
Legitimate political behavior, normal everyday politics
Legitimate power, the power a person receives as a result of his or her position in the formal hierarchy of an organization
Long-term orientation, a national culture attribute that emphasizes the future, thrift, and persistence
Low-context culture, a culture that relies heavily on words to convey meaning in communication
Loyalty, dissatisfaction expressed by passively waiting for conditions to improve
M
Machiavellianism, the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
Management by objectives (MBO), a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
Masculinity, a national culture attribute describing the extent to which the culture favors traditional masculine work roles of achievement, power, and control; societal values are characterized by assertiveness and materialism
Material symbols, objects that serve as signals of organization’s culture, including the size of offices, executive perks, and attire.
Matrix structure, a structure that creates dual lines of authority and combine functional and product departmentalization
McClelland’s theory of needs, a theory stating that achievement, power, and affiliation are three important needs that help explain motivation
Mechanistic model, a structure characterized by extensive
departmentalization, high formalization, a limited information network, and centralization
Mental models, team members’ knowledge beliefs about how the work gets done by the team
Merit-based pay plan, a pay plan based on performance appraisal ratings
Metamorphosis stage, the stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization
Moods, feelings that tend to be less intense than emotions and that lack a contextual stimulus
Motivation, the process that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal
Movement, a change process that transforms the organization from the status quo to a desired end-state
Myers-Briggs Type Indicator (MBTI), a personality test that taps four characteristics and classifies people into 1 of 16 personality types