{"id":1333,"date":"2014-02-23T20:14:22","date_gmt":"2014-02-24T01:14:22","guid":{"rendered":"http:\/\/markkirkwood.com\/?p=1333"},"modified":"2014-02-23T20:14:22","modified_gmt":"2014-02-24T01:14:22","slug":"organizational-behavior-glossary-n-p","status":"publish","type":"post","link":"https:\/\/blog.markkirkwood.com\/?p=1333","title":{"rendered":"Organizational Behavior Glossary N\u2013P"},"content":{"rendered":"

N<\/strong><\/p>\n

Narcissism<\/em>, the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement<\/p>\n

Need for achievement (nAch)<\/em>, the drive to excel, to achieve in relationship to a set of standards, and to thrive to succeed<\/p>\n

Need for affiliation (nAff)<\/em>, the desire for friendly and close interpersonal relationships<\/p>\n

Need for power (nPow)<\/em>, the need to make others behave in a way in which they would not have behaved otherwise<\/p>\n

Negative affect<\/em>, a mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end<\/p>\n

Neglect<\/em>, dissatisfaction expressed through allowing conditions to worsen<\/p>\n

Negotiation<\/em>, a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them<\/p>\n

Neutralizers<\/em>, attributes that make it impossible for leader behavior to make any difference to follower outcomes<\/p>\n

Nominal group technique<\/em>, a group decision-making method in which individuals meet face-to-face to pool their judgments in a systematic but independent fashion<\/p>\n

Normative commitment<\/em>, an obligation to remain with the organization for moral or ethical reasons<\/p>\n

Norming stage<\/em>, the third stage in group development, characterized by close relationships and cohesiveness<\/p>\n

Norms<\/em>, acceptable standards of behavior that are shared by the group’s members<\/p>\n

O<\/strong><\/p>\n

Openness to experience<\/em>, a personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity<\/p>\n

Organic model<\/em>, a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making<\/p>\n

Organizational behavior (OB)<\/em>, afield of study that investigates the impact that individuals, groups, and structures have on a behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness<\/p>\n

Organizational climate<\/em>, the shared perceptions organizational
\nmembers have about their organization and work environment<\/p>\n

Organizational commitment<\/em>, the degree to which an
\nemployee identifies with a particular organization and its goals and wishes to maintain membership in the organization<\/p>\n

Organizational culture<\/em>, a system of shared meaning held by members that distinguishes the organization from other organizations<\/p>\n

Organizational demography<\/em>, the degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization, and the impact of this attribute on turnover<\/p>\n

Organizational development (OD)<\/em>, a collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being<\/p>\n

Organizational justice<\/em>, an overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice<\/p>\n

Organizational politics<\/em>, the use of power to affect decision making in an organization, often based on self-serving and organizationally unsanctioned behaviors<\/p>\n

Organizational structure<\/em>, how job tasks are formally divided, grouped, and coordinated<\/p>\n

P<\/strong><\/p>\n

Participative management<\/em>, a process in which subordinates share a significant degree of decision-making power with their immediate superiors<\/p>\n

Perceived conflict<\/em>, awareness by one or more parties of the existence of conditions that create opportunities for conflicts to arise<\/p>\n

Perceived organizational support (POS)<\/em>, the degree to which employees believe the organization values their contributions and cares about their well-being<\/p>\n

Perception<\/em>, a process by which individuals organize and interpret their sensory impressions to give meaning to their environment<\/p>\n

Perceptual distortions<\/em>, errors in perceiving situations based on phenomena like overconfidence bias, anchoring bias, confirmation bias, availability bias, escalation of commitment, risk aversion, and hindsight bias<\/p>\n

Performing stage<\/em>, the fourth stage in group development, during which the group is fully functional<\/p>\n

Personal power<\/em>, influence derived from an individual’s characteristics<\/p>\n

Personality<\/em>, the sum total of ways in which an individual reacts to and interacts with others<\/p>\n

Personality traits<\/em>, Enduring characteristics that describe an individual’s behavior<\/p>\n

Personality\u2014job fit theory<\/em>, a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction amid turmoil<\/p>\n

Piece-rate pay plan<\/em>, plan in which employees are paid fixed sum for each unit of production completed<\/p>\n

Political behavior<\/em>, activities that are not required as part of one’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization<\/p>\n

Politicking<\/em>, when people use their influence to taint the facts in an ambiguous environment to support their goals and interests<\/p>\n

Politics<\/em>, when employees convert their power into action to exert influence, earn rewards, and advance their careers.<\/p>\n

Position power<\/em>, influence derived from one formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases<\/p>\n

Positive affect<\/em>, a mood dimension consisting of positive emotions such as excitement, self-assurance, and cheerfulness on the high end and boredom, sluggishness, and tiredness at the low end<\/p>\n

Positive organizational culture<\/em>, a culture that emphasizes building on employee strengths, rewards more than it punishes, and emphasizes individual vitality and growth<\/p>\n

Positivity offset<\/em>, the tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)<\/p>\n

Power<\/em>, a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes<\/p>\n

Power distance<\/em>, degree to which people in a country accept that power in institutions and organizations is distributed unequally<\/p>\n

Power tactics<\/em>, ways in which individuals translate power bases into specific actions<\/p>\n

Prearrival stage<\/em>, the period of learning in the socialization process that occurs before a new employee joins the organization<\/p>\n

Proactive personality<\/em>, people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs<\/p>\n

Problem-solving teams<\/em>, a group of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment<\/p>\n

Procedural justice<\/em>, the perceived fairness of the process used to determine the distribution of rewards<\/p>\n

Process conflict<\/em>, conflict over how work gets done<\/p>\n

Process consultation (PC)<\/em>, a meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need improvement<\/p>\n

Production-oriented leader<\/em>, a leader who emphasizes technical or task aspects of the job<\/p>\n

Profit-sharing plans<\/em>, organization-wide program that distributes compensation based on some established formula designed around a company’s profitability<\/p>\n

Psychological empowerment<\/em>, employees’ belief in the degree to which they affect their work environments, their competence, the meaningfulness of their jobs, and the perceived autonomy in their work<\/p>\n

Psychology<\/em>, the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals<\/p>\n

Pygmalion effect<\/em>, a form of self-fulfilling prophecy in which believing something can make it true<\/p>\n","protected":false},"excerpt":{"rendered":"

N Narcissism, the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement Need for achievement (nAch), the drive to excel, to achieve in relationship to a set of standards, and to thrive to succeed Need for affiliation (nAff), the desire for friendly and close interpersonal […]<\/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-1333","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/posts\/1333","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=1333"}],"version-history":[{"count":0,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=\/wp\/v2\/posts\/1333\/revisions"}],"wp:attachment":[{"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1333"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1333"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.markkirkwood.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1333"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}