BUS272 TB

G L O S S A R Y / S U B J E C T I N D E X
The page on which a key term is defined is printed in boldface.
A
ability. An individual’s capacity to perform
the various tasks in a job. 103 , 241
Aboriginal peoples, 18 , 358
Aboriginal organizations, 91
Aboriginal values, 90 – 91
land claims, 91
mentoring, and leadership, 395
absenteeism, 97 , 183
abuse of power, 286 – 290
accountability, 230
achievement-oriented leader, 387
acquisitions, 364
action research. A change process based
on the systematic collection of data and
then selection of a change action based on
what the analyzed data indicate. 493 – 494
adjourning. The final stage in group
development for temporary groups,
where attention is directed toward wrapping
up activities rather than task performance.
214
affect. A broad range of feelings that people
experience. 58 – 59 , 58 f
affective commitment. An individual’s
emotional attachment to and identification
with an organization, and a belief in its
values. 99
affective component. The emotional or
feeling segment of an attitude. 92
affective computing, 66
aggressiveness, 348
agreeableness. A personality factor that
describes the degree to which a person is
good-natured, cooperative, and trusting.
50 , 52 – 53 , 382
agreement, 319
all-channel network, 257
alternative work arrangements, 184 – 188
ambassador, 107
ambiguity, 313
analyst, 107
anchored employee, 15 f
anchoring bias. A tendency to fixate on
initial information, from which one then
fails to adequately adjust for subsequent
information, 419 – 420
anger, 64
Anglophone values, 88 – 90
anthropology, 8
anti-bullying legislation, 288 , 345
appreciative inquiry (AI). An approach to
change that seeks to identify the unique
qualities and special strengths of an organization,
which can then be built on to
improve performance. 494 – 495 , 494 f
arbitrator. A third party to a negotiation
who has the authority to dictate an agreement.
330
arousal, 143
artifacts. Aspects of an organization’s culture
that you see, hear, and feel. 349
Asian values, 91 – 92
assertiveness, 381
assumptions. The taken-for-granted notions
of how something should be. 350
attention to detail, 348
attitudes. Evaluations individuals make
about objects, people, or events; positive
or negative feelings about objects, people,
or events. 22 , 92
affective component, 92
behavioural component, 92
changing attitudes, 116 – 117
cognitive component, 92
components of, 92 – 93 , 93 f
employee engagement, 101 – 102
job involvement, 100
job satisfaction, 93 – 99
organizational commitment, 99
perceived organizational support (POS),
100 – 101
attribution theory. The theory that when
we observe what seems like atypical
behaviour by an individual, we attempt to
determine whether it is internally or externally
caused. 39 – 41 , 40 f , 41 f , 67
authentic leaders. Leaders who know who
they are, know what they believe in and
value, and act on these values and beliefs
openly and candidly. Their followers could
consider them to be ethical people. 400
authoritative command, 316
authority. The rights inherent in a managerial
position to give orders and to expect
the orders to be obeyed. 459
delegation of authority, 484 – 485
leading without, 399
autonomy. The degree to which the job
provides substantial freedom, independence,
and discretion to the individual in
scheduling the work and determining the
procedures to be used in carrying it out.
179 , 180
availability bias. The tendency for people
to base their judgments on information
that is readily available to them rather than
complete data. 420
avoiding, 314 , 316 , 317
B
Baby Boomer, 17 , 85 – 86 , 85 f , 166 f
backstabbing, 63
bad boss, 343 , 344 , 381
bargaining. See negotiation
bargaining strategies, 321 – 324
bargaining zone. The zone between each
party’s resistance point, assuming that
there is overlap in this range. 325
barriers to effective communication. See
communication barriers
bases of power, 277 – 280
BATNA. The best alternative to a negotiated
agreement; the outcome an individual
faces if negotiations fail. 325 , 327
behavioural accounting, 9
behavioural change, 8 , 316
behavioural component. An intention to
behave in a certain way toward someone
or something. 92
behavioural economics, 9
behavioural ethics. Analyzing how people
actually behave when confronted with
ethical dilemmas. 433
behavioural finance, 9
behavioural theories of leadership. Theories
that propose that specific behaviours
differentiate leaders from nonleaders,
382 – 384
behaviourism. A theory that argues that
behaviour follows stimuli in a relatively
unthinking manner. 144
beliefs. The understandings of how objects
and ideas relate to each other. 349
benefits, 15 f
benevolence, 241
best-practice model, 452
bias
anchoring bias, 419 – 420
availability bias, 420
confirmation bias, 420
hindsight bias, 421 – 422
overconfidence bias, 419
big data, 11 – 12
Big Five Personality Model. A personality
assessment model that taps five basic
dimensions. 49 – 53 , 50 f , 51 f , 52 f , 222 ,
381 , 430
biographical characteristics. Personal
characteristics—such as age, gender, race,
and length of tenure. These characteristics
are representative of surface-level
diversity. 103
blogs, 261 – 262
612