BUS272 TB

Glossary/Subject Index 621
normative commitment. The obligation an
individual feels to stay with an organization.
99
norming. The third stage in group development,
characterized by close relationships
and cohesiveness. 214 , 216
norms. Acceptable standards of behaviour
within a group that are shared by the
group’s members. 210 – 212 , 211 , 229 f
North American Free Trade Agreement
(NAFTA), 16
O
OB. See organizational behaviour
OB model, 21 – 25 , 21 f
attitudes, 22
group cohesion, 24
group functioning, 24
inputs, 21
organizational citizenship behaviour
(OCB), 22 – 23
organizational survival, 25
outcomes, 22
overview, 21
processes, 22
productivity, 24
stress, 22
task performance, 22
withdrawal behaviour, 23
obedience experiment, 278
observer ratings, 47
Ohio State Studies, 382 – 383 , 392
online auctions, 322 – 323
online leadership, 398 – 399
openness to experience. A personality
factor that describes the degree to which a
person is imaginative, artistically sensitive,
and curious. 50 , 52 , 382 , 430
operant conditioning theory, 144
organic model. A structure that is flat, uses
cross-functional and cross-hierarchical
teams, possesses a comprehensive information
network, has wide spans of control,
and has low formalization. 471 , 472 f
organic structures, 502
Organisation for Economic Co-operation and
Development (OECD), 439
organization. A consciously coordinated social
unit, composed of a group of people,
that functions on a relatively continuous
basis to achieve a common goal or set of
goals. 4 – 5
boundaryless organization,
468 – 470
leaner organization, 470 – 471
learning organization, 504 – 505 , 505 f
networked organizations, 18
small organization, 365
spiritual organization, 450 – 452
virtual organization, 467 – 468 , 468 f ,
469
young organization, 365
organization downsizing, 470 – 471 , 477 – 478
organizational-based incentives, 172 – 173
organizational behaviour. A field of study
that investigates the impact of individuals,
groups, and structure on behaviour within
organizations; its purpose is to apply such
knowledge toward improving an organization’s
effectiveness. 4
behavioural science, contributions of,
7 f , 8
beyond common sense, 9 – 11
and big data, 11 – 12
building blocks of, 7 – 9
consistencies, 9
contingency approach, 12 – 13
economic pressures, responses to,
13 – 15
for everyone, 5
few absolutes, 12
and finance, 8 – 9
OB model, 21 – 25
positive organizational scholarship, 20
research methods, 10 f
rigour of, 8
organizational change. See change
organizational citizenship behaviour
(OCB). Discretionary behaviour that is not
part of an employee’s formal job requirements,
but that nevertheless promotes the
effective functioning of the organization.
22 – 23 , 96 , 175 , 295
organizational climate. The shared perceptions
organizational members have about
their organization and work environment.
351 – 352
organizational commitment. The degree
to which an employee identifies with a
particular organization and its goals, and
wishes to maintain membership in the
organization. 99 , 110
organizational communication, 255 – 262
direction of communication, 256 – 257
electronic communications, 258 – 262
the grapevine, 257 – 258
small-group networks, 257 , 257 f
organizational culture. A system of
shared meaning held by members that
distinguishes the organization from other
organizations. 348
change, barrier to, 364
change, culture for, 501 – 505
changing organizational culture,
365 – 368
contrasting organizational cultures, 349 f
creating and sustaining, 357 – 363
diversity, barrier to, 364
dominant culture, 353
employee performance and satisfaction,
369 f
encounter stage, 361
ethical dimension of, 352 – 353
ethical organizational culture, 366
formation of, 357 – 358 , 357 f
functions of, 350 – 351
global context, 368
keeping alive, 358
language, 357
levels of culture, 349 – 350 , 350 f
liabilities of, 363 – 364
material symbols, 356
mergers and acquisitions, barrier to, 364
merging cultures, strategies for, 364
metamorphosis stage, 362 – 363
and organizational climate, 351 – 352
positive organizational culture,
366 – 368 , 371
prearrival stage, 360
reading an organization’s culture,
354 – 357 , 375 – 377
rituals, 355 – 356
selection process, 358
shortcuts, culture of, 436
socialization, 359 – 363 , 360 f , 362 f
stories, 355
strong vs. weak cultures, 354
top management, 359
uniform cultures, 353 – 354
organizational demography. The degree
to which members of a work unit share
a common demographic attribute, such
as age, gender, race, educational level, or
length of service in an organization, and
the impact of this attribute on turnover.
225
organizational design
see also organizational structure
boundaryless organization, 468 – 470 ,
477 – 478
bureaucracy, 464 – 465
and employee behaviour, 475 – 476
family business, 463 – 464
matrix structure, 465 – 467 , 466 f
mechanistic model, 471 , 472 f
new design options, 467 – 471
organic model, 471 , 472 f
organization downsizing, 470 – 471
simple structure, 462 – 463
virtual organization, 467 – 468 , 468 f ,
469
organizational justice. An overall perception
of what is fair in the workplace,
composed of distributive, procedural,
informational, and interpersonal justice.
148 , 149 f
organizational resistance to change,
497 – 498 , 498 f
organizational size, 473
organizational strategy, 472 – 473 , 473 f
organizational structure. How job tasks are
formally divided, grouped, and coordinated.
456 – 462
see also organizational design
centralization, 461
chain of command, 459 – 460
decentralization, 461
departmentalization, 457 – 459