BUS272 TB

620 Glossary/Subject Index
material symbols. What conveys to employees
who is important, the degree of
egalitarianism top management desires,
and the kinds of behaviour that are appropriate.
356
matrix structure. An organizational design
that combines functional and product
departmentalization; it has a dual chain of
command. 465 – 467 , 466 f
Mayer-Salovey-Caruso Emotional Intelligence
Test (MSCEIT), 63
McClelland’s theory of needs. Achievement,
power, and affiliation are three
important needs that help explain motivation.
132 – 133
meaning, sense of, 285 , 286 f
meaningfulness, 153
mechanistic model. A structure characterized
by high specialization, rigid departmentalization,
a clear chain of command,
narrow spans of control, a limited
information network, and centralization.
471 , 472 f
mediator. A neutral third party who
facilitates a negotiated solution by using
reasoning, persuasion, and suggestions for
alternatives. 330
mental illness, 42
mental models. Team members’ knowledge
and beliefs about how the work gets done
by the team. 229
mentor. A senior employee who sponsors
and supports a less experienced employee.
395
mentoring, 395 – 396
mergers, 364
merit-based pay plans. An individual-based
incentive plan based on performance appraisal
ratings. 169
message, 248
meta-analyses, 10 f
metamorphosis stage. The stage in the
socialization process in which a new
employee adjusts to the values and norms
of the job, work group, and organization.
362 – 363
Michigan Studies, 383 , 392
Milgram’s obedience experiment, 278
Millennials, 17 , 72 , 85 – 86 , 85 f , 87 , 166 f
mimic, 108
mindfulness, 449 – 450
misunderstanding, 496
model. An abstraction of reality. A simplified
representation of some real-world
phenomenon. 21
see also OB model
modular organization, 467 – 468 , 468 f
modular plans, 173
money, and motivation, 166 – 167
see also reward system; rewards
moods. Feelings that tend to be less intense
than emotions and that lack a contextual
stimulus. 58 – 59 , 58 f , 328
moral blind spots, 434
motivating potential score (MPS). A
predictive index suggesting the motivation
potential in a job. 181
motivation. The intensity, direction, and
persistence of effort a person shows in
reaching a goal, 128 – 129
see also motivation theories
authentic motivation, 177
benefits of, 154 – 155
cross-cultural consistencies, 156
effective reward systems, 167 – 178
and emotional drives, 190 , 191 f
employee involvement, 188 – 190
extrinsic motivation, 156
global context, 155 – 156 , 190 – 193
intrinsic motivation, 156
intrinsic motivation, increasing, 153 ,
153 f
by job redesign, 178 – 188
money, role of, 166 – 167
self-motivation, 129
motivation-hygiene theory, 130 – 132
motivation theories
cognitive evaluation theory, 151
equity theory, 146 – 148 , 147 f
expectancy theory, 135 – 138 , 135 f
fair process and treatment, 148 – 151
goal-setting theory, 138 – 142 , 140 f
Maslow’s hierarchy of needs, 129 – 130 ,
130 f
McClelland’s theory of needs, 132 – 133
motivation-hygiene theory, 130 – 132
needs theories, 129 – 134
process theories, 129 , 134 – 146
reinforcement theory, 143 – 146
reward system, responses to, 146 – 153
self-determination theory, 151 – 153
self-efficacy theory, 142 – 143 , 142 f
motivational CQ, 107
moving. Efforts to get employees involved in
the change process. 491
multi-tasking, 186
multiteam system. A collection of two or
more interdependent teams that share
a superordinate goal; a team of teams.
208 – 209
Myers-Briggs Type Indicator (MBTI). A
personality test that taps four characteristics
and classifies people into 1 of 16
personality types. 49
myth of rationality, 57
N
narcissism. The tendency to be arrogant,
have a grandiose sense of self-importance,
require excessive admiration, and have a
sense of entitlement. 54 , 55 f , 72
national culture. See cultural differences;
global context
natural, 107
need for achievement (nAch). The drive
to excel, to achieve in relation to a set of
standards, and to strive to succeed. 132
need for affiliation (nAff). The desire for
friendly and close interpersonal relationships,
132
need for power (nPow). The need to make
others behave in a way that they would
not have behaved otherwise. 132
needs theories, 129 – 134
expectancy theory, 138 f
global context, 155
Maslow’s hierarchy of needs, 129 – 130 ,
130 f
McClelland’s theory of needs, 132 – 133
motivation-hygiene theory, 130 – 132
relationship of various needs theories,
133 f
summary of, 133 – 134 , 134 f
negative affect. 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. 69
negative feedback, 20
negative reinforcement, 144
negative workplace emotions, 63 – 64
neglect. Dissatisfaction expressed by passively
allowing conditions to worsen. 98
negotiation. A process in which two or
more parties exchange goods or services
and try to agree on the exchange rate for
them. 320
bargaining and problem solving, 326
bargaining strategies, 321 – 324
clarifications and justifications, 325 – 326
closure and implementation, 326
distributive bargaining, 321 – 323 , 321 f
and empathy, 327
gender differences, 328 – 330
ground rules, defining, 325
individual differences, 326 – 330
integrative bargaining, 321 f , 323 – 324 ,
327
moods and emotions, 328
negotiation process model, 324 – 326 ,
324 f
online negotiations, 399
and personality traits, 326 – 327
strategy development, 324 – 325
third party negotiations, 330 – 332
network organization, 467 – 468 , 468 f
networked organizations, 18
neuroticism, 50
neutralizers for leadership, 388 – 389 , 388 f
noise, 248
nominal group technique. A group decisionmaking
method in which individual
members meet face to face to pool their
judgments in a systematic but independent
fashion. 427 – 428 , 427 f
non-union employee, 15 f
nonsubstitutability, 281 – 282
nonverbal communication. Messages
conveyed through body movements, facial
expressions, and the physical distance
between the sender and receiver. 254 – 255