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MGT 207 – HUMAN BEHAVIOR IN ORGANIZATIONS

• STRESS - Defined as the reaction of individuals when the demands in situations exceed
their ability to cope up and meet expectations. It can be manifested in humans physically
and psychologically.
• JOB STRESS - It is used to explain the mental, physical and emotional strain of
employees when the job demands are conflicting with their abilities and means
• DISTRESS - This type of stress is negative and really means the term “stress” that
brings pressure and uneasy feeling to individuals
• EUSTRESS - This refers to the positive stress that one may experience as difficult and
challenging but leads to positive outcomes
• ROLE AMBIGUITY - This means that an employee does not know clearly what his job
is and what is actually expected and required of him
• WORK OVERLOAD - People who have heavy loads at work experience difficulty in
managing work and personal life. Those with high job demands spend longer working
hours. Both the physical, mental and psychological state of an individual becomes at
stake due to voluminous tasks
• MANAGEMENT STYLE - The way the organization and employees are managed
affects the stress level of an individual. This is due to the pressure that one may
experience due to management and leadership styles
• BURNOUT - This is the feeling of total exhaustion of an individual in the workplace.
This has been crucial to any organization
• AGGRESSION - This is resulting from employees’ frustration and hostility. Thus, some
end up doing undesirable behaviors and sabotage
• LEADERSHIP - It is defined as a process wherein an individual influences and
encourages others to achieve the organizational goals and objectives and manage the
organization so that it becomes more coherent and cohesive to work
• OPENNESS - It describes a person’s degree of intellectual curiosity, creativity, and
preference for novelty and variety. Some disagreement remains about how to interpret
this factor, which is sometimes called intellect
• EXTRAVERSION - It describes energy, positive emotions, assertiveness, sociability,
talkativeness, and the tendency to seek stimulation in the company of others
• NEUROTICISM - It describes vulnerability to unpleasant emotions like anger, anxiety,
depression, or vulnerability. It refers to an individual’s level of emotional stability and
impulse control and is sometimes referred to as emotional stability
• SELF-ESTEEM - Defined as the degree to which people are at peace with themselves
and have an overall positive assessment of their self-worth and capabilities seems to be
relevant to whether they will be viewed as a leader
• LEADER-MEMBER EXCHANGE - Theory proposes that the type of relationship
leaders have with their followers (members of the organization) is the key to
understanding how leaders influence employees
• TRANSACTIONAL LEADERSHIP - It focuses on the role of supervision,
organization, and group performance. This leadership style uses rewards and
punishment contingent on the performance of their subordinates
• VROOM YETTON JAGO DECISION MODEL - A model for decision-making that’s
based on situational leadership. The model can be used by everyone, irrespective of
rank or position, and helps to choose the right management style in various decision
situations
• POSITIVE ORGANIZATIONAL BEHAVIOR - It is defined as "the study and
application of positively oriented human resource strengths and psychological capacities
that can be measured, developed, and effectively managed for performance
improvement in today’s workplace"
• OPTIMISM - It is a positive mental attitude that reflects one’s belief that the outcome
will be favorable
• COMMUNICATION - A process by which information is exchanged between
individuals through a common system of symbols, signs, or behavior”
• CONTROL - Function of organization communications that have rules and processes
that employees must follow, communicated to workers to keep order and equity
operating within the system
• INFORMATION - Function of organization communications that need to keep their
employees informed of their goals, industry information, preferred processes, new
developments, technology, etc., in order that they can do their jobs correctly and
efficiently
• COMMUNICATION PROCESS - It involves a series of actions done by individuals
who want to share information with each other.
• ORAL COMMUNICATION - It is the most effective way of communicating with
others. Its primary advantage is the speed of exchange of information and feedback
from sender to receiver and vice versa
• FEEDBACK - It is an important part of the communication process. In interpersonal
communication, unless feedback is given from one party to the other, it will be difficult
to assess if the message decoded the way it was intended
• FILTERING OF NEGATIVE INFORMATION - This involves the altering of
information to make it more appealing or pleasing to the receiver
• INFORMATION OR COMMUNICATION OVERLOAD - This happens when people
are so overloaded with information from various sources that they begin to question the
relevance of each piece of information
• DECISION MAKING - It refers to choosing among alternative courses of action which
may even include procrastination
• BOUNDED RATIONALITY MODEL - This model assumes that various factors found
in an individual or in an organization limit rational decision-making
• INTUITIVE DECISION MAKING - This model is often used when encountering
problems with high levels of uncertainty or complexity, or when the decision is unusual
and the managers don’t have past experience with this kind of problem
• GROUP - Collection of people who interact with each other, work to achieve a
common purpose and perceive themselves as a group. An essential feature of human
behavior and organizational performance is the efforts and influences exerted by groups
on their members
• TEAM - A special type of group where members have complementary skills and are
intensely committed to a mutual purpose, a set of performance goals, and an approach
to the task
• TASK FORCE - It is a temporary collection of people from different disciplinary
backgrounds who come together to accomplish a specific goal. Since it is only
temporary, the members usually disband after achieving their goal
• COMMAND GROUP - It is a collection of subordinates who report to the same
supervisor in an organization. These groups are formed on the basis of basic reporting
relationships in organizations and are frequently represented on organizational charts
as departments
• VIRTUAL TEAMS - Groups of people who conduct a significant amount of
collaborative work through electronic communication rather than face-to-face
meetings. The team members are typically located in different places but could also
work in the same organization and contribute input at different times
• SELF-MANAGED TEAM - A formal work group consisting of people who have the
freedom to lead and manage themselves, and are jointly responsible for achieving a
certain goal
• STORMING - This stage of group development is characterized by considerable levels
of conflict and confrontation. At this stage, participants start to completely socialize
with other members and become more realistic and argumentative
• PERFORMING - This stage of group development is real work. Creativity and intrinsic
motivation are likely to be seen among members. They focus on being productive by
task specialization to effectively attain their purpose
• RELATIONS-ORIENTED ROLE - Roles that emphasize group development,
including building camaraderie, cohesiveness, group harmony, and so forth
• TASK-ORIENTED ROLES - Roles that focus on relevant activities concerned with
reaching performance goals
• POWER - The ability of an individual or group to influence decisions and control
resources. The ability to direct and control activities to perform and goals to achieve
• FORMAL INDIVIDUAL POWER - Power that comes from the level of position or
authority that an employee holds on an organization’s hierarchy
• REWARD POWER - Power that gives incentives like raises in pay, promotions,
recognitions, interesting assignments, and other rewards deemed to be beneficial by
subordinates
• COERCIVE POWER - The power to take away something or give punishment for
noncompliance. Fear is the principal reason why this power affects an individual’s
behavior
• REFERENT POWER - It is the ability to influence others due to one’s desirable
features or characteristics. People are usually attracted to follow individuals who are
famous and with good reputations
• CONTINGENCY - It is a possible problem or event that must be planned for. One must
have enough people or resources as a solution should the event happen. A function or
division has power over others by reducing any uncertainty experienced or managing
this
• EMPOWERMENT - It is the process of giving employees greater authority,
independence and responsibility to perform important tasks of the organization. This is
not a mere form of delegation since supervisors share their authority to low-level
employees in the decision-making process and give the latter the responsibility over any
outcomes
• ORGANIZATIONAL SKILLS - It involves activities by managers to obtain, increase
and use power. These activities allow managers to influence others and manipulate the
results of the organization’s decision-making process to favor their individual, functional
and divisional interests
• DIFFERENTIATION - This occurs when employees and tasks are divided into
different groups to be more effective in producing goods and services
• FELT CONFLICT - Pondy’s Model of Organizational Conflict where parties involved
begin to develop damaging and aggressive feelings towards each other. Their
cohesiveness and cooperation decline thus negatively affects the organization’s
performance
• INCUBATION STAGE - At this stage, the conscious mind is attentive in a different
aspect but below the level of consciousness, the ideas are being persistently put
together
• MOTIVATION - This is when an individual is interested and eager to work on a certain
task. A highly motivated individual can easily develop creative thoughts than those who
are not motivated at all
• COMMERCIALIZATION - Process of innovation wherein, the organization may
conduct surveys from its consumers to know their feedback regarding the new
innovation. Upon receiving feedback if the innovation provides a solution to their
consumers’ problems, they may start analyzing cost of resources for the said innovation
• EXPERIMENTATION - Process of innovation wherein, an idea’s sustainability is
tested. Possible consumers and the innovation’s usability for that consumer are
identified. Sometimes, there are ideas considered inappropriate for that particular time
• ORGANIZATIONAL CULTURE - The set of shared values, beliefs, and norms that
influence workers’ behavior towards others. These values and beliefs are often
embodied by members as they stay longer in the organization. They may use such in
performing their tasks and dealing with other stakeholders
• ORGANIZATIONAL CHANGE - The movement of an organization away from its
current state and toward some desired future state to increase its effectiveness
• ORGANIZATIONAL DEVELOPMENT - A complex strategy composed of a series of
techniques and methods for managers to use in action research programs so that their
organization can better adapt to various changes in its environment
• JOB REDESIGN - This refers to Organizational Development interventions involving
the creation of jobs and various work groups to improve productivity and make high
levels of employee satisfaction
• TEAMBUILDING - It is a technique where members tend to work together in an
effective manner to accomplish activities that promote cooperation and increase
motivation
• SELECTIVE PERCEPTION AND RETENTION - It is a common tendency for people
to be selective with the information that they perceive to be important. Usually,
members of an organization would only retain important information consistent with
their existing views

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