{"id":1318,"date":"2013-12-01T12:55:04","date_gmt":"2013-12-01T17:55:04","guid":{"rendered":"http:\/\/markkirkwood.com\/?p=1318"},"modified":"2013-12-01T13:00:52","modified_gmt":"2013-12-01T18:00:52","slug":"organizational-behavior-glossary-d-f","status":"publish","type":"post","link":"https:\/\/blog.markkirkwood.com\/?p=1318","title":{"rendered":"Organizational Behavior Glossary D\u2013F"},"content":{"rendered":"

D<\/strong><\/p>\n

Deep acting, trying to modify one’s true inner feelings based on display rules<\/em><\/p>\n

Defensive behaviors, reactive and proactive behaviors to avoid action, blame, or change<\/em><\/p>\n

Demands, responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace<\/em><\/p>\n

Departmentalization, basis by which jobs are grouped together<\/em><\/p>\n

Dependency, B’s relationship to A when A possesses something that B requires<\/em><\/p>\n

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<\/em><\/p>\n

Displayed emotions, the emotions that the organization requires workers to show and consider appropriate in a given job<\/em><\/p>\n

Distributive bargaining, negotiation that seeks to divide up a fixed amount of resources; a win\/lose situation<\/em><\/p>\n

Dominant culture, a culture that expresses the core values that are shared by a majority of the organization’s members<\/em><\/p>\n

Driving forces, forces that direct behavior away from the status quo<\/em><\/p>\n

Dysfunctional conflict, conflict that hinders group performance<\/em><\/p>\n

E<\/strong><\/p>\n

Emotional contagion, the process by which people’s emotions are caused by the emotions of others<\/em><\/p>\n

Emotional dissonance, inconsistencies between the emotions people feel and the emotions they project<\/em><\/p>\n

Emotional intelligence (El), one’s ability to be self-aware, detect emotions in others, and manage emotional cues and information<\/em><\/p>\n

Emotional labor, an employee’s expression of organizationally desired emotions during interpersonal transactions at work<\/em><\/p>\n

Emotional stability, a personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative)<\/em><\/p>\n

Emotions, intense feelings that are directed at someone or something<\/em><\/p>\n

Employee engagement, individuals’ involvement with, satisfaction with, and enthusiasm for, the work they do<\/em><\/p>\n

Employee involvement, a participative process that uses the input of employees and is intended to increase employee commitment to an organization’s success<\/em><\/p>\n

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<\/em><\/p>\n

Employee-oriented leaders, leaders who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members<\/em><\/p>\n

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<\/em><\/p>\n

Environment, institutions or forces outside the organization that potentially affect the organization’s performance<\/em><\/p>\n

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<\/em><\/p>\n

Escalation of commitment, an increased commitment to a previous decision in spite of negative information<\/em><\/p>\n

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<\/em><\/p>\n

Ethical dilemmas, situations in which members of organizations are required to define right and wrong conduct<\/em><\/p>\n

Evidence-based management (EBM), the basing of managerial decisions on the best available scientific evidence<\/em><\/p>\n

Exit, dissatisfaction expressed through behavior directed toward leaving the organization<\/em><\/p>\n

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<\/em><\/p>\n

Expert power, influence based on special skills or knowledge<\/em><\/p>\n

Extraversion, a personality dimension describing someone who is sociable, gregarious, and assertive<\/em><\/p>\n

F<\/strong><\/p>\n

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<\/em><\/p>\n

Felt conflict, emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility<\/em><\/p>\n

Felt emotions, an individual’s actual emotions<\/em><\/p>\n

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<\/em><\/p>\n

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<\/em><\/p>\n

Filtering, a sender’s purposely manipulating information so that it will be seen more favorably by the receiver<\/em><\/p>\n

Five-stage group-development model, the five distinct stages groups go through: forming, storming, forming, performing, and adjourning<\/em><\/p>\n

Fixed pie, the belief that there is only a set amount of goods or services to be divided up between the parties<\/em><\/p>\n

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<\/em><\/p>\n

Flextime, flexible work hours<\/em><\/p>\n

Formal channels, communication channels established by an organization to transmit messages related to the professional activities of members<\/em><\/p>\n

Formal power, a designated work group defined by an organization’s structure<\/em><\/p>\n

Formalization, degree to which jobs within the organization are standardized<\/em><\/p>\n

Forming stage, the first stage in group development, characterized by much uncertainty<\/em><\/p>\n

Friendship groups, groups that forms because the individual members have one or more common characteristics<\/em><\/p>\n

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<\/em><\/p>\n

Functional conflict, conflict that supports the goals of the group and improves its performance<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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 […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1318","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/posts\/1318","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1318"}],"version-history":[{"count":0,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/posts\/1318\/revisions"}],"wp:attachment":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1318"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1318"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1318"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}