Glossary 801
Sentiments: in Homans’ theory, the feelings, attitudes
and beliefs held by group members towards others.
Sex: the basic physiological differences between men
and women.
Sexuality: the way someone is sexually attracted to
another person, whether it is to the opposite or the
same sex.
Shaping: the selective reinforcement of chosen behav-
iours in a manner that progressively establishes a
desired behaviour pattern.
Shared frame of reference: assumptions held in com-
mon by group members which shape their think-
ing, decisions, actions and interactions, while being
constantly defined and reinforced through those
interactions.
Situational leadership: an approach to determining
the most effective style of influencing,
considering the direction and support a leader
gives, and the readiness of followers to perform a
particular task.
Skinnerian conditioning: a technique for associating a
response or a behaviour with its consequence.
Social categorization: classifying the people we meet,
on the basis of how similar or different they are,
from the way that we see ourselves.
Social compensation: when group cohesion and evalu-
ation are absent, a person who cares about the qual-
ity of the group’s output will expend greater effort
to compensate for others in the group who are per-
forming inadequately.
Social facilitation: the effect of the presence of other
people enhancing an individual’s performance.
Social identity: that part of the self-concept which
comes from our membership of groups and which
contributes to our self-esteem.
Social influence: the process whereby attitudes and
behaviours are altered by the real or implied pres-
ence of others.
Social inhibition: the effect of the presence of other
people reducing an individual’s performance.
Social intelligence: the ability to understand the
thoughts and feelings of others and to manage our
relationships accordingly.
Social loafing: the tendency for individuals to exert
less effort when working as part of a group than
when working alone.
Social matrix: an environment in which any online
activity can be social, influencing actions, solving
problems, innovating, and creating new types of
organizations that are not constrained by traditional
boundaries.
Social orientation: the relative importance of the inter-
ests of the individual versus the interest of the group
– individualism v collectivism.
Social representations: the beliefs, ideas and values,
objects, people and events that are constructed by
current group members, and which are transmitted
to its new members.
Social role: the set of expectations that others hold of
an occupant of a position.
Social status: the relative ranking that a person holds
and the value of that person as measured by a
group.
Socialization: the process by which new members
learn the value system, the norms, and the required
behaviour patterns of the society, organization, or
group which they are entering.
Sociogram: diagram showing the liking (social attrac-
tion) relationships between individual members of
a group.
Sociometry: the measurement of interpersonal feelings
and relationships within groups.
Socio-technical system design: an approach to
job and organization design which tries to find
the best fit between the social and technological
dimensions.
Span of control: the number of subordinates who
report directly to a single manager or supervisor.
Staff employees: workers who occupy advisory posi-
tions and who use their specialized expertise to sup-
port the efforts of line employees.
Staff relationship: one in which staff department spe-
cialists can recommend, advise or assist line man-
agers to implement their instructions concerning a
particular issue, but have no authority to insist that
they do so.
Stakeholder: anyone who is concerned with how an
organization operates, and who will be affected by
its decisions and actions.
Stereotype: a category, or personality type to which we
allocate people on the basis of their membership of
some known group.
Strategic choice: the view that an organization’s envi-
ronment, market and technology are the result of
senior management decisions.
Strategic contingencies theory: a perspective which
argues that the most powerful individuals and
departments are those best able to deal effectively
with the issues that are most critical to the organiza-
tion’s survival and performance.
Strong culture: one in which an organization’s
core values and norms are widely shared among
802 Glossary
employees, intensely held by them, and which guide
their behaviour.
Structured task: a task with clear goals, few correct
or satisfactory solutions and outcomes, few ways of
performing it, and clear criteria of success.
Superleader: a leader who is able to develop leader-
ship capacity in others, empowering them, reducing
their dependence on formal leaders, stimulating
their motivation, commitment and creativity.
Surface manifestation of organizational culture: cul-
ture’s most accessible forms which are visible and
audible behaviour patterns and objects.
Sustaining innovations: innovations which make
improvements to existing processes, procedures, ser-
vices and products.
Synergy: the positive or negative result of the interac-
tion of two or more components, producing an out-
come that is different from the sum of the individual
components.
Systematic soldiering: the conscious and deliberate
restriction of output by operators.
Task activity: an oral input, made by a group member
that contributes directly to the group’s work task.
Task analysability: the degree to which standardized
solutions are available to solve the problems that
arise.
Task variety: the number of new and different
demands that a task places on an individual or a
function.
Team: a collection of individuals who exist to achieve
a shared goal; are interdependent with respect to
achieving that goal; whose membership is bounded
and stable over time; and who operate within a
system.
Team autonomy: the extent to which a team experi-
ences freedom, independence and discretion in deci-
sions relating to the performance of its tasks.
Team-based structure: an organizational design that
consists entirely of project-type teams that focus on
processes rather than individual jobs; coordinate
their activities; and work directly with partners and
customers to achieve their goals.
Team building: a set of techniques used to help team
members to understand their own roles more clearly
and improve their interaction and collaboration with
other members.
Team performance: a measure of how well a team
achieves its task, and the needs of management,
customers or shareholders.
Team player: a person who works willingly in coopera-
tion with others for the benefit of the whole team.
Team role: an individual’s tendency to behave in pre-
ferred ways which contribute to, and interrelate
with, other members within a team.
Team viability: a measure of how well a team meets
the needs and expectations of its members.
Technical complexity: the degree of predictability
about and control over the final product permitted
by the technology used.
Technical feasibility: the potential that a given job task
or work activity can be automated by adopting cur-
rent technology.
Technological determinism: the argument that tech-
nology explains the nature of jobs, skill and knowl-
edge requirements, and organization structure
Technological interdependence: the extent to which
the work tasks performed in an organization by one
department or team member, affect the task per-
formance of other departments or team members.
Interdependence can be high or low.
Thematic apperception test: an assessment in which
the individual is shown ambiguous pictures and is
asked to create stories of what may be happening in
them.
Time-and-motion studies: measurement and record-
ing techniques used to make work operations more
efficient.
Time orientation: the time outlook on work and life –
short term v long term.
Total quality management: a philosophy of manage-
ment that is driven by customer needs and expec-
tations and which is committed to continuous
improvement.
Total rewards: All aspects of work that are valued
by employees, including recognition, development
opportunities, organization culture, and attractive
work environment, as well as pay and other finan-
cial benefits.
Trait: a relatively stable quality or attribute of an indi-
vidual’s personality, influencing behaviour in a par-
ticular direction.
Transactional leader: a leader who treats relationships
with followers in terms of an exchange, giving fol-
lowers what they want in return for what the leader
desires, following prescribed tasks to pursue estab-
lished goals.
Transformational change: large-scale change involv-
ing radical, frame-breaking, and fundamentally
new ways of thinking, solving problems, and doing
business.
Transformational leader: a leader who treats relation-
ships with followers in terms of motivation and

commitment, influencing and inspiring followers to
give more than mere compliance to improve organi-
zational performance.
Triggers of change: disorganizing pressures that make
current systems, procedures, rules, organization
structures, processes, roles, and skills inappropriate
and ineffective.
Type: a descriptive label for a distinct pattern of per-
sonality characteristics, such as introvert, extravert,
neurotic.
Type A personality: a combination of emotions and
behaviours characterized by ambition, hostility,
impatience and a sense of constant time-pressure.
Type B personality: a combination of emotions and
behaviours characterized by relaxation, low focus
on achievement, and ability to take time to enjoy
leisure.
Uncertainty: a condition in which managers possess
little knowledge of alternatives; a low probability of
having these available; can to some degree calculate
the costs and benefits of each alternative; but have
no predictability of outcomes.
Uncertainty orientation: the emotional response to
uncertainty and change – acceptance v avoidance.
Unconditional positive regard: unqualified, non-
judgemental approval and respect for the traits
and behaviours of the other person (a term used in
counselling).
Unitarist frame of reference on conflict: a perspective
that regards management and employee interests as
coinciding and which thus regards organizational
conflict are harmful and to be avoided.
Unretirement: having retired, then later taking full-
time work, or starting full-time work after partial
retirement.
Unstructured task: a task with ambiguous goals, many
good solutions, many ways of achieving acceptable
outcomes, and vague criteria of success.
Glossary 803
User contribution system: a method of aggregating
people’s contributions or behaviours in ways that is
useful to others.
Valence: the perceived value or preference that an indi-
vidual has for a particular outcome, and can be posi-
tive, negative, or neutral.
Variance theory: an approach to explaining organiza-
tional behaviour based on universal relationships
between independent and dependent variables
which can be defined and measured precisely.
Vertical loading factors: methods for enriching work
and improving motivation, by removing controls,
increasing accountability, and by providing feed-
back, new tasks, natural work units, special assign-
ments and additional authority.
Virtual organization structure: an organizational design
that uses technology to transcend the constraints of
legal structures, physical conditions, place and time,
and allows a network of separate participants to pre-
sent themselves to customers as a single entity.
Virtual team: one that relies on technology-mediated
communication while crossing boundaries of geog-
raphy, time, culture and organization, to accomplish
an interdependent task.
Weak culture: one in which there is little agreement
among employees about their organization’s values
and norms, the way things are supposed to be, or
what is expected of them.
Work design: the content and organization of an
employee’s work tasks, activities, relationships and
responsibilities.
Work passion: a strong inclination towards a job that
you like, and into which you invest your time and
energy.
Yerkes–Dodson law: a psychology hypothesis which
states that performance increases with arousal, until
we become overwhelmed, after which performance
falls.
Name index

Aaronow, George 183 Aquino, K. 512 Bamberger, P. (Liu et al.) 164

Abagnale, Frank, Jr. 232 Archer, P. 61 Bamforth, K.W. 75, 571
Abraham, D. 46 Argyris, C. 549 Bandura, A. 162
Abrahamson, E. 636 Aritzeta, A. 367 Banki, S. (O’Reilly et al.) 397
Adair, W.L. 216 Arkin, Alan 183 Barabba, V. 665
Adams, G. (Ferris et al.) 780 Armenakis, A.A. (Rafferty et al.) 655 Baratz, M.S. 765
Adams, J.S. 288 Armstrong, Louis 282 Barber, C.R. 333, 342, 589
Adams, Richard 540 Arne Gast, A. (Benson-Armer Barbulescu, R. 163
Addicott, R. (Buchanan et al.) 634 et al.) 147 Barnard, S. (Hislop et al.) 81
Aghina, W. 585 Arnold, D.W. 182 Barnes-Farrell, J.L. (Rogelberg
Aguado, D. 316 Arntz, M. 85, 88, 99, 470 et al.) 694
Aguinis, H. 277, 616 Aronowitz, S. 529 Baron, R.A. 327, 389
Ahmed, M. 179 Arroba, T. 780 Barrett, M. (Wiedner et al.) 654, 674
Albanese, R. 391 Asch, S.E. 401, 402, 404 Barrett, P. 203
Alban-Metcalfe, J. 625 Asencio, R. (Mesmer-Magnus Barriere, M. 516
Albaugh, Jim 579 et al.) 320 Barsh, J. 781, 782
Albers, S. 491, 581 Ashford, S.J. 771, 772 Barsoux, J-L. 728, 729
Aldrich, Robert 349 Petriglieri et al. 371 Barton, D. 588
Alexander, Hugh 206 Ashleigh, M. 722 Bartram, D. 355
Alexy, O. (Puranam et al.) 564, 600 Ashley, L. 267 Bass, A.S. 79
Alimo-Metcalfe, B. 625, 632 Ashton, D. (Brown et al.) 480 Bass, B.M. 631
Alimo-Metcalfe, J. 625, 632 Ashton, M.C. 191 Basset-Jones, N. 295
Allan, C. 468 Astakhova, M.N. 330 Battye, L. 469
Allen, D.G. Astley, Christina M. (Tyrrell Bauer, T.N. (Allen et al.) 165
Michel et al. 294 et al.) 262 Bazigos, M. 570, 588
Tews et al. 294 Astrove, S.L. (Stewart et al.) 369–70 Beale, Howard 374
Allen, J. 333 Athos, A.G. 118 Beard, Alison 67
Allen, T.D. 165 Atkinson, J.W. (McClelland et al.) Bearden, J.N. 515
Allen, Tim 398 196–7, 775 Beaumont, R. (Tyrrell et al.) 262
Allen, T.J. 213 Austin, R.D. 205 Beck, V. 481
Alliger, G.M. 320 Avolio, B.J. 631 Becker, W.J. (Volk et al.) 178, 365–6
Allport, F.H. 385 Ayling, L. 185 Beevers, Kathy 172
Alvesson, M. 107 Beijer, S. 302
Amabile, T.M. 293 Bacharach, S.B. (Liu et al.) 164 Beirne, M. 370
Ambinder, M.S. 252 Bachrach, P. 765 Beitelspacher, L. 62
Ambrosini, V. 113 Baczor, L. 51, 237 Belbin, R.M. 180, 364, 365
Ammeter, A.P. (Ferris et al.) 780 Badaracco, J.L. 634, 636 Bell, B.S. 315
Ammeux, Jean-Phiippe 134 Badham, R. 767, 774, 779, 784 Bell, E. 520
Amos, J. 320 Baeza, J. (Buchanan et al.) 634 Bence, H. (Cooper et al.) 158
Anand, N. 565, 566, 570–1, 575, Baham, C. 588 Benders, J. 387
578–80 Bahrami, B. (Navajas et al.) 696 Bendersky, C. 350
Anderson, C. 498, 763 Bain, R. 611, 613, 618, 630 Bening, Annette 574
Anderson, Paul Thomas 739 Bainbridge, W.S. 326 Benne, K.D. 363
Anderson, Todd 130 Bajorek, Zofia 67 Bennis, W.G. 612
Ansoff, I. 39, 40, 41 Balda, M. (Davis et al.) 167, 168 Benoit, C. (Spicer et al.) 106
Anteby, Michel 484 Baldwin, Alec 183 Benson, Freddy 784
Anthony, T. (Mullen et al.) 698 Baldwin, C.Y. 590 Benson-Armer, R. 147
Anthony, W.P. (Ferris et al.) 773 Bales, R.F. 347, 358–9, 370, 372 Bentham, Jeremy 768
Anyangwe, E. 514 Ballard, J. (Bridgman et al.) 287, 306 Berdahl, J.L. (O’Reilly et al.) 397
Apone, Sergeant 523 Balogun, Julia 675 Berebitsky, J. 511
Appelbaum, S.H. 648 Bamber, G. (Allan et al.) 468 Berg, J.M. (Grant et al.) 496
 Name index 805

Berg, Peter 9 Bowen, D.E. (Cropanzano et al.) 743, Burridge, M. (Wood et al.) 29
Berger, P. 20 744, 745 Burruss, J.A. (Wageman et al.) 439
Berinato, S. 298 Bowman, G. 45 Busceme, S. (Wood et al.) 405
Berkelaar, B.L. 203 Boyatzis, R.E. 775 Buseong, K. (Harris et al.) 61
Berlinger, Joe 751 Goleman et al. 233 Butler, C.L. (Zander et al.) 357
Bernard, A. 701 Boyd, C. 519 Buxton, Cliff 444
Hagen et al. 676 Boyle, Danny 121 Buzwell, S. 389
Bernstein, E.S. 218, 240, 319, 565, Bradley, M. 625
585, 591, 594, 595, 600 Bradshaw, Della 134, 318, 583 Cable, D.M. (Grant et al.) 496
Berriman, R. 90 Brandenburger, A.M. 583 Cadieux, S. 588
Berry, C.M. (Sackett et al.) 747 Brannan, M.J. 106 Cage, John 654
Berry, P.C. (Taylor et al.) 700 Bratton, Bill 772 Cain, S. 319
Berwick, D.M. 537, 665 Bratton, J. 447 Calderon, A.A. (Baham et al.) 588
Berwick, Isabel 481 Brett, J.M. 739, 741, 750 Caldwell, D.F. (Chatman et al.) 127
Beshears, J. 691 Brettel, M. (Steinkühler et al.) 702 Callanan, G.A. 735
Beske, R. 684 Bridger, Sharon 574 Callinan, M. (Bratton et al.) 447
Bevan, Stephen 67 Bridgman, T. 287, 306 Calnan, M. 50, 56, 161
Beyer, J.M. 120 Cummings et al. 646 Camacho, L.M. 701
Beyerlein, M. 427 Briggs, Katharine 179 Cameron, James 523
Bezos, Jeff 323 Briner, R.B. 24 Cameron, K.S. 124
Biacabe, B.T. (Wisskirchen et al.) Brink, K.E. 216 Camerson, K. 736, 755
91, 478 Brinkley, Ian 67 Camp, R.R. 389
Bijlsma, K.M. (De Jong et al.) 397 Brockhaus, J. 79 Campbell, P. 583
Bilimoria, Diana 639 Brooks, A.W. 220–1 Campbell, T.T. (Robbins et al.)
Billsberry, J. (Ambrosini et al.) 113 Brooks, I. 129, 130 229, 500
Bird, Brad 400 Brouer, R.L. 773 Campos, F. 150, 171
Bird, C. 615 Ferris et al. 773 Canner, N. (Bernstein et al.) 565, 585,
Birkinshaw, J. 594, 613 Brown, B. (Chui et al.) 92, 94 591, 594, 595, 600
Bissell-Linsk, J. 86 Brown, C.E. 498 Cantarero, K. (Sorokowska et al.) 226
Blackstone, T. (Wood et al.) 405 Brown, D. 417 Cao, J. 148
Blanchard, K.H. 172, 629 Brown, K.G. (Cummings et al.) 646 Cappelli, P. 588
Blau, P.M. 531 Brown, P. 480 Caprio, Leonardo Di 232
Block, C.H. (Taylor et al.) 700 Bruch, H. 649, 651 Cardinal, L.B. (De Jong et al.) 397
Block, Hans 480 Kunze et al. 51, 265 Carey, D. (Barton et al.) 588
Bloom, N. (Sadun et al.) 613, 614 Bruun, S.E. 701 Carli, L.L. 781
Blossom, J.M. 9 Brydon, M. 708, 709 Carmeli, A. (Shefer et al.) 196
Blunt, Emily 639 Bryman, A. 24 Carroll, Cynthia 628
Blyton, P. 35, 36 Brynjolfsson, E. 73, 100, 478 Carter, B. 465
Bock, L. 112, 202, 330, 482, 498, Brynner, Yul 341 Carter, D.R. (Mesmer-Magnus
501, 564 Buchan, N.R. (Adair et al.) 216 et al.) 320
Boddy, D. 153, 504 Buchanan, D.A. 24, 430, 634, 767, Cass, S. 585
Boebert, E. 9 774, 779, 784 Castellucci, F. 350
Boehm, S. (Kunze et al.) 51, 265 Palmer et al. 646, 676 Castrogiovanni, G.J. 508
Bohmer, R. (Christensen et al.) 663 Buchholz, T.G. 186–7 Cathcart, D. 502–3, 522
Bohnet, I. 619 Buckley, C. 50 Catmull, E. 331
Boies, Kathleen (Ashton et al.) 191 Budworth, M.-H. 160 Cattell, R. 369
Bolino, M. 230, 241 Buell, Ryan 298 Cavanagh, G.F. 58
Bolland, Eric 711 Bughin, J. 90, 476, 478–9, 580 Velasquez et al. 58
Bolton, S.C. 481–2, 483, 519 Chui et al. 92, 94 Cavazotte, F. 481
Bonaccio, S. 223 Manyika et al. 472, 475, 478 Caza, A. 753
Bond, M. 130 Bukunina, J. 620 Caza, B.B. (Caza et al.) 753
Bond, R. 404 Bullough, A. (Javidan et al.) 635 Cerasoli, C.P. (Alliger et al.) 320
Bond, S. 61 Bunch, J. (Bernstein et al.) 565, 585, Cerqua, A. (Gifford et al.) 160
Bondarouk, T. (Bos-Nehles et al.) 435 591, 594, 595, 600 Chalif, P. (Frey et al.) 477, 487, 564
Borgatti, S.P. (Halgin et al.) 357, 564 Bunderson, J.S. 350–1, 557 Chamorro-Premuzic, T. 192, 357, 364
Bormann, U. (Wisskirchen et al.) Burke, C.S. 600 Champoux, J.E. 400
91, 478 Driskell et al. 363, 373 Chan, Curtis 484
Borman,W.C. 746 Burman, R. 120 Chand, M. 50, 67
Borrill, C. 324 Burnham, D.H. 775 Chandler, A.D. 497, 567
Bosak, J. 95 Burns, J.M. 631 Chandler, J.C. 712
Boseley, S. 184 Burns, T. 550–1, 556, 586 Chandor, J.C. 106
Bos-Nehles, A.C. 435 Burns, Ursula 620 Chang, C.-H. (Van den Broeck
Botelho, E.L. 615, 639 Burrell, G. (Hearn et al.) 511 et al.) 283