Managing Organizational BehaviourA Visual, Storytelling and Decision-Based Learning Textbook

Reference / selected terms

Glossary

Concise explanatory definitions for this teaching edition. Follow a chapter link for context, indicators and application.

Absorptive capacity

The capacity to recognize, assimilate and apply relevant knowledge from outside the organization. Chapter 38

Attribution

The explanation assigned to the causes of an observed behaviour or outcome. Chapter 12

Autonomy

Meaningful discretion over how work is carried out, within agreed responsibilities and constraints. Chapter 30

BATNA

Best alternative to a negotiated agreement: the course of action available if no agreement is reached. Chapter 22

Bounded rationality

Decision-making under limits of information, time and cognitive capacity. Chapter 16

Change readiness

Beliefs about the appropriateness of a change and the capacity to implement it. Chapter 35

Collective efficacy

A shared belief in a group’s capability to carry out its work successfully. Chapter 17

Counterproductive work behaviour

Behaviour that deliberately harms people or organizational interests; not simply low output. Chapter 1

Distributive justice

Perceived fairness in how outcomes such as rewards or opportunities are allocated. Chapter 6

Emotional intelligence

Capabilities involved in recognizing, understanding and regulating emotions in oneself and in interaction with others. Chapter 14

Expectancy

A belief that effort can produce a specified level of performance. Chapter 29

Formalization

The extent to which rules and procedures specify how organizational work is performed. Chapter 33

Groupthink

A pattern of group decision-making in which pressures for agreement inhibit critical examination. Chapter 24

Instrumentality

A belief that a level of performance will lead to a particular outcome. Chapter 29

Job satisfaction

An employee’s evaluation of the job and its different aspects. Chapter 13

Organizational citizenship behaviour

Discretionary helpful behaviour beyond formal job duties that contributes to organizational functioning. Chapter 1

Organizational culture

Shared patterns of assumptions, values and practices through which members interpret organizational life. Chapter 5

Procedural justice

Perceived fairness of the processes used to make and implement decisions. Chapter 6

Psychological contract

An individual’s understanding of reciprocal obligations in an employment relationship. Chapter 20

Psychological safety

A shared belief that interpersonal risks such as asking questions and reporting concerns can be taken without humiliation or punishment. Chapter 8

Reinforcement

A consequence that increases the likelihood of a behaviour recurring. Chapter 15

Self-efficacy

Belief in one’s capability to perform a particular task. Chapter 9

Tacit knowledge

Experience-based understanding that is difficult to fully articulate or record. Chapter 38

Valence

The value a person places on a potential outcome. Chapter 29

ZOPA

Zone of possible agreement: the overlap between outcomes that negotiating parties would accept. Chapter 22

Further study

Selective foundational reading

Recognized source works for deeper study. This is a selective reading list, not a fabricated bibliography of sources consulted for every sentence. Historical works should be read critically alongside contemporary evidence; editions, pages and DOIs are intentionally omitted.

1. Stephen P. Robbins and Timothy A. Judge. Organizational Behavior.

   A broad reference for individual, group and organizational analysis.

   Publisher or bibliographic record ↗

2. Fred Luthans. Organizational Behavior: An Evidence-Based Approach.

   Evidence-oriented foundations and behavioural applications.

   Publisher or bibliographic record ↗

3. Edgar H. Schein. Organizational Culture and Leadership.

   Culture, underlying assumptions and leadership.

   Publisher or bibliographic record ↗

4. Frederick Winslow Taylor. The Principles of Scientific Management.

   A historical primary work on the organization of tasks.

5. Herbert A. Simon. Administrative Behavior.

   Organizational decision-making and limits on rationality.

6. Douglas McGregor. The Human Side of Enterprise.

   Managerial assumptions and Theory X / Theory Y.

7. Frederick Herzberg, Bernard Mausner and Barbara Bloch Snyderman. The Motivation to Work.

   The foundational work associated with motivation–hygiene theory.