A-

● Anthropology- The study of societies to learn about human beings and their activities.
● Ability- An individual's capacity to perform the various tasks in a job.

B-
● Biological characteristics- Personal characteristics such as age, gender, race, and
length of ten-ure-that are objective and easily obtained from personnel records. These
characteristics are representative of surface-level diversity.

C-
● Critical thinking involves purposeful and goal-directed thinking used to define and solve
problems and to make decisions or form judgments related to a particular situation or set
of circumstances. It involves cogni-tive, metacognitive, and dispositional components
that may be applied differently in specific contexts.
● Communication is defined as effective use of oral, written, and nonverbal
communication skills for multiple purposes (e.g., to inform, instruct, motivate, persuade,
and share ideas; effective listening; using technology to communicate; and being able to
evaluate the effectiveness of communication efforts—all within diverse contexts.
● Collaboration is a skill in which individuals can actively work together on a task,
constructing meaning and knowledge as a group through dialogue and negotiation that
results in a final product reflective of their joint, interdependent actions.
● Contingency variables- Situational factors or variables that moderate the relationship
between two or more variables.
● Conceptual skills- The mental ability to analyze and diagnose complex situations.
● Controlling- Monitoring activities to ensure that they are being accomplished as planned
and correcting any significant deviations.

D-
● Decisional Roles
Mintzberg identified four roles that require making choices.
● In the entrepreneur role, managers initiate and oversee new projects that will improve
their organization's performance.
● As disturbance handlers, managers take corrective action in response to unforeseen
problems.
● As resource allocators, managers are responsible for allocating human, physical, and
monetary resources.
● Finally, managers perform a negotiator role, in which they discuss issues and bargain
with other units (internal or external) to gain advantages for their own unit.

● Deep-level diversity- Differences in values, personality, and work preferences that

become progressively more important for determining similarity as people get to know
one another better.
 ● Discrimination- Noting of a difference between things; often we refer to unfair
discrimination, which means making judgments about individuals based on stereotypes
regarding their demographic group.
● Diversity management- The process and programs by which managers make everyone
more aware of and sensitive to the needs and differences of others.
● Disseminator role- Managers also act as a conduit to transmit information to
organizational members. This is the disseminator role. In addition, managers perform a
spokesperson role when they represent the organization to outsiders.

E-
● Effectiveness- The degree to which an organization meets the needs of its clientele or
customers.
● Efficiency- The degree to which an organization can achieve its ends at a low cost.
● Ethical dilemmas and Ethical choices- Situations in which individuals are required to
define right and wrong conduct.
● Evidence-based management- (EM) Basing managerial decisions on the best available
scientific evidence.

● Employability Skills That Apply across Majors-

Throughout this text, you'll learn and practice many skills that hiring managers identify as
important to success in a variety of business settings, including small and large firms, nonprofit
organizations, and public service.
These skills will also be useful if you plan to start your own business, for example:
● Critical thinking involves purposeful and goal-directed thinking used to define and solve
problems and to make decisions or form judgments related to a particular situation or set
of circumstances. It involves cogni-tive, metacognitive, and dispositional components
that may be applied differently in specific contexts.
● Communication is defined as effective use of oral, written, and nonverbal
communication skills for multiple purposes (e.g., to inform, instruct, motivate, persuade,
and share ideas; effective listening; using technology to communicate; and being able to
evaluate the effectiveness of communication efforts—all within diverse contexts.
● Collaboration is a skill in which individuals can actively work together on a task,
constructing meaning and knowledge as a group through dialogue and negotiation that
results in a final product reflective of their joint, interdependent actions.
● Knowledge application and analysis is defined as the ability to learn a concept and
then apply that knowledge appropriately in another setting to achieve a higher level of
understanding.
● Social responsibility includes skills related to both business ethics and corporate social
responsibility. Business ethics includes sets of guiding principles that influence the way
individuals and organizations behave within the society that they operate. Corporate
social responsibility is a form of ethical behavior that requires that organizations
understand, identify, and eliminate unethical economic, environmental, and social
behaviors.
G-
● General mental ability (GMA) - An overall factor of intelligence, as suggested by the
positive correlations among specific intellectual ability dimensions.
● Group functioning- The quantity and quality of a group's work output.
● Group cohesion- The extent to which members of a group support and validate one
another while at work.

H-
● Human skills- The ability to work with, understand, and motivate other people, both
individually and in groups.
● Hidden Disabilities
As we mentioned earlier, disabilities include observable characteristics like missing limbs,
illnesses that require a person to use a wheelchair, and blindness.
Other disabilities may not be obvious, at least at first. Unless an individual decides to disclose a
disability that isn't easily observable, it can remain hidden at the discretion of the employee.
These are called hidden disabilities (or invisible disabilities).
Hidden, or invisible, disabilities generally fall under the categories of sensory disabilities (for
example, impaired hearing), autoim mune disorders (like rheumatoid arthritis), chronic illness or
pain (like carpal tunnel syndrome), cognitive or learning impairments like attention deficit
hyperactivity disorder [ADHD]), sleep disorders (like insomnia), and psychological challenges
(like PTSD)

I-
● Interpersonal Roles- All managers are required to perform duties that are ceremonial
and symbolic in nature. For instance, when the president of a college hands out
diplomas at commencement or a factory supervisor gives a group of high school
students a tour of the plant, they are acting in a figurehead role. Another key
interpersonal role all managers have is a leadership role. This role includes hiring,
training, motivating, and disciplining employees. The third role within the interpersonal
grouping is the liaison role, or contacting and fostering relationships with others who
provide valuable information.
● Informational Roles- To some degree, all managers collect information from outside
organizations and institutions, typically by scanning the news media and talking with
other people to learn of changes in the public's tastes and what competitors may be
planning. Mintzberg called this the monitor role.
● Intuition- An instinctive feeling not necessarily supported by research.
● Inputs- Variables that lead to processes.
● Intellectual abilities- The capacity to do mental activities-thinking, rea-soning, and
problem solving.
● Implications for Managers
○ Resist the inclination to rely on generalizations; some provide valid insights into
human behavior, but many are erroneous. Get to know the person, and
understand the context.
 ○ Use metrics rather than hunches to explain cause-and-effect relationships.
○ Work on your interpersonal skills to increase your leadership potential.
○ Improve your technical skills and conceptual skills through training and staying
current with OB trends like big data and fast data.
○ OB can improve your employees' work quality and productivity by showing you
how to empower your employees, design and implement change programs,
improve customer service, and help your employees balance work-life conflicts.

L-
● Leading- A function that includes motivating employees, directing others, selecting the
most effective communication channels, and resolving conflicts.
● Luthans and his associates studied more than 450 managers, all engaged in four
managerial activities:
○ Traditional management- Decision making, planning, and controlling.
○ Communication- Exchanging routine information and processing paperwork.
○ Human resources management- Motivating, disciplining, managing conflict,
staffing, and training.
○ Networking- Socializing, politicking, and interacting with outsiders.

M-
● Manager- An individual who achieves goals through other people.
● Model- An abstraction of reality, a simplified representation of some real-world
phenomenon.
● Managers need to develop their interpersonal, or people, skills to be effective in their
jobs. Organizational behavior (OB) investigates the impact that indi-viduals, groups,
and structure have on behavior within an organization, and it applies that knowledge to
make organizations work more effectively.

O-
● Organizational behavior (OB)- A field of study that investigates the impact that
individuals, groups, and structure have on behavior within organizations for the purpose
of applying such knowledge toward improving an organization's effectiveness.
● Organization- A consciously coordinated social unit, composed of two or more people,
that functions on a relatively continuous basis to achieve a common goal or set of goals.
● Organizing- Determining what tasks are to be done, who is to do them, how the tasks
are to be grouped, who reports to whom, and where decisions are to be made.
● OB includes these core topics:
○ Motivation
○ Leader behavior and power
○ Interpersonal communication
○ Group structure and processes
○ Attitude development and perception
○ Change processes
○ Conflict and negotiation
 ○ Work design
● Outcomes- Key factors that are affected by other variables.
● Organizational citizenship behavior (OCB)- Discretionary behavior that contributes to
the psychological and social environment of the workplace.
● Organizational survival- The degree to which an organization is able to exist and grow
over the long term.
● Other Differentiating Characteristics
The last set of characteristics we'll look at includes tenure, religion, sexual orientation and
gender identity, and cultural identity. These characteristics illustrate deep-level differences that
provide opportunities for workplace diversity as long as discrimination can be overcome.

P-
● Physical abilities- The capacity to do tasks that demand stamina, dexterity, strength,
and similar characteristics.
● Positive diversity climate- In an organization, an environment of inclusiveness and an
acceptance of diversity.
● Productivity- The combination of the effectiveness and efficiency of an organization.
● Processes- Actions that individuals,groups, and organizations engage in as a result of
inputs and that lead to certain outcomes.
● Positive organizational scholarship- An area of OB research that studies how
organizations develop human strengths, foster vitality and resilience, and unlock
potential.
● Psychology- The science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals.
○ Social psychology- An area of psychology that blends concepts from
psychology and sociology to focus on the influence of people on one another.
● Planning- A process that includes defining goals, establishing strategy, and developing
plans to coordinate activities.

R-
● Race and Ethnicity- Race is a controversial issue in society and in organizations. We
define race as the heritage people use to identify themselves;
● Ethnicity is the additional set of cultural characteristics that often overlaps with race.
Typically, we associate race with biol-ogy, and ethnicity with culture, but there is a history
of self-identifying for both classifications.

S-
● Systematic study- Looking at relationships, attempting to attribute causes and effects,
and drawing conclusions based on scientific evidence.
● Sociology- The study of people in relation to their social environment or culture.
● Stress- A psychological process that occurs in response to environmental pressures.
 ● Surface-level diversity- Differences in easily perceived characteristics, such as gender,
race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or
feel but that may activate certain stereotypes.
● Stereotyping- Judging someone on the basis of our perception of the group to which
that person belongs.
● Stereotype threat- The degree to which we are concerned with being judged by or
treated negatively based on a certain stereotype.
● Summary of Chapter 1 -
○ Managers need to develop their interpersonal, or people, skills to be effective in
their jobs. Organizational behavior (OB) investigates the impact that indi-viduals,
groups, and structure have on behavior within an organization, and it applies that
knowledge to make organizations work more effectively.

T-
● Technical skills- The ability to apply specialized knowledge or expertise.
● Task performance- The combination of effectiveness and efficiency at doing core job
tasks.

W-

● Workforce diversity- The concept that organizations are becoming more

heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other
characteristics.