Chapter 1

planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
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.
leading A function that includes motivating employees, directing others, selecting the most effective communication
channels, and resolving conflicts.
controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant
deviations.

Interpersonal
Figurehead Symbolic head; required to perform a number of routine duties of a legal or social nature
Leader Responsible for the motivation and direction of employees
Liaison Maintains a network of outside contacts who provide favors and information
Informational
Monitor Receives a wide variety of information; serves as nerve center of internal and external information of the
organization
Disseminator Transmits information received from outsiders or from other employees to members of the
organization
Spokesperson Transmits information to outsiders on organization’s plans, policies, actions, and results; serves as
expert on organization’s industry
Decisional
Entrepreneur Searches organization and its environment for opportunities and initiates projects to bring about
change
Disturbance handler Responsible for corrective action when organization faces important, unexpected disturbances
Resource allocator Makes or approves significant organizational decisions
Negotiator Responsible for representing the organization at major negotiations

Fred Luthans four managerial activities:

1. Traditional management. Decision making, planning, and controlling.
2. Communication. Exchanging routine information and processing
paperwork.
3. Human resource management. Motivating, disciplining, managing
conflict, staffing, and training.
4. Networking. Socializing, politicking, and interacting with outsiders. (highest amount)

systematic study Looking at relationships using data, attempting to attribute causes and effects, and drawing
conclusions based on scientific evidence
evidence-based management (EBM) The basing of managerial decisions on the best available scientific evidence.
intuition An instinctive feeling not necessarily supported by research.
contingency variables Situational factors: variables that moderate the relationship between two or more variables

Inputs
Individual Level Diversity Personality Values
Group Level Group Structure Group roles team responsibilities
Organizational Level Structure Culture

Processes
Individual Level Emotions and moods Motivation Perception Decision making
Group Level Communication Leadership Power and politics Conflict and negotiation
Organizational Level Human resource management Change practices

Outcomes
Individual Level Attitudes and stress Task performance Citizenship behavior Withdrawal behavior
Group Level Group Cohesion Group functioning
Organizational Level Productivity Survival
group cohesion The extent to which members of a group support and validate one another while at work.

citizenship behavior (OCB) Discretionary behavior that contributes to the psychological and social environment of
the workplace. Successful organizations have employees who will do more than their usual job duties—who will
provide performance beyond expectations.
Chapter 2

Number aptitude Ability to do speedy and accurate

Verbal comprehension Ability to understand what is read
Perceptual speed Ability to identify visual similarities
Inductive reasoning Ability to identify a logical sequence
Deductive reasoning Ability to use logic and assess implications of an argument
Spatial visualization Ability to imagine how an object
Memory Ability to retain and recall past

Strength Factors
1. Dynamic strength Ability to exert muscular force repeatedly or continuously
over time
2. Trunk strength Ability to exert muscular strength using the trunk
(particularly abdominal) muscles
3. Static strength Ability to exert force against external objects
4. Explosive strength Ability to expend a maximum of energy in one or a series of
explosive acts
Flexibility Factors
5. Extent flexibility Ability to move the trunk and back muscles as far as possible
6. Dynamic flexibility Ability to make rapid, repeated flexing movements
Other Factors
7. Body coordination Ability to coordinate the simultaneous actions of different
parts of the body
8. Balance Ability to maintain equilibrium despite forces pulling off
balance
9. Stamina Ability to continue maximum effort requiring prolonged
effort over time

Chapter 3

attitudes Evaluative statements or judgments concerning objects, people, or events.

cognitive component The opinion or belief segment of an attitude.
affective component The emotional or feeling segment of an attitude.
behavioral component An intention to behave in a certain way toward someone or something.
job satisfaction A positive feeling about one’s job resulting from an evaluation of its characteristics.
job involvement The degree to which a person identifies with a job, actively participates in it, and considers
performance important to self-worth.
psychological empowerment Employees’ belief in the degree to which theyaffect their work environment, their
competence, the meaningfulness of their job, and their perceived autonomy in their work.
organizational commitment The degree to which an employee identifies with a particular organization and its goals
and wishes to maintain membership in the organization.
perceived organizational support (POS) The degree to which employees believe an organization values their
contribution and cares about their well-being. employee engagement An individual’s involvement with, satisfaction
with, and enthusiasm for the work he or she does core self-evaluation (cSE) Believing in one’s inner worth and basic
competence.

OCBs include people talking positively about their organizations, helping others, and going beyond the normal
expectations of their jobs. Evidence suggests job satisfaction is moderately correlated with OCB

counterproductive work behavior (cWB) Actions that actively damage the organization, including stealing, behaving
aggressively toward coworkers, or being late or absent.
Chapter 4

Sensing (S) versus Intuitive (N). Sensing types are practical and prefer routine and order, and they focus on details.
Intuitives rely on unconscious processes and look at the “big picture.”
• Thinking (T) versus Feeling (F). Thinking types use reason and logic to handle problems. Feeling types rely on
their personal values and emotions.
• Judging (J) versus Perceiving (P). Judging types want control and prefer order and structure. Perceiving types are
flexible and spontaneous.

(INTJs) are visionaries with original minds and great drive. They are skeptical, critical, independent, determined,
and often stubborn. ENFJs are natural teachers and leaders. They are relational, motivational, intuitive, idealistic,
ethical, and kind. ESTJs are organizers. They are realistic, logical, analytical, and decisive, perfect for business or
mechanics. The ENTP type is innovative, individualistic, versatile, and attracted to entrepreneurial ideas. This
person tends to be resourceful in solving challenging problems but may neglect routine assignments. ISFJs are
nurturing and responsible, and ISTJs are dutiful and logical

conscientiousness a personality dimension that describes someone who is responsible, dependable, persistent, and
organized.
emotional stability a personality dimension that characterizes someone as calm, self-confident, and secure (positive)
versus nervous, depressed, and insecure (negative).
extraversion a personality dimension describing someone who is sociable, gregarious, and abscenses.
openness to experience a personality dimension that characterizes someone in terms of imagination, sensitivity, and
curiosity.
agreeableness a personality dimension that describes someone who is good natured, cooperative, and trusting.

Machiavellianism The degree to which an individual is pragmatic, maintains emotional distance, and believes that
ends can justify means.
Psychopathy The tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm.

Core self-evaluations (CSEs) are bottom-line conclusions individuals have about their capabilities, competence,
and worth as a person.
Self-monitoring describes an individual’s ability to adjust behavior to external, situational factors.
proactive personality identifies opportunities, show initiative, take action, and persevere until meaningful change
occurs
terminal values, refers to desirable end-states. These are the goals a person would like to achieve during a lifetime.
SOCIAL RECOGNITION
instrumental values, refers to preferable modes of behavior, or means of achieving the terminal values.
PERSONAL DISCIPLINE
Holland’s typology
Realistic: Prefers physical activities require skill, strength, and coordination
Investigative: Prefers activities that involve thinking, organizing, and understanding
Social: Prefers activities that helping and developing others
Conventional: Prefers rule-regulated orderly, and unambiguous activities
Enterprising: Prefers verbal in which there are opportunities attain power
Artistic: Prefers ambiguous and unsystematic activities that allow creative expression

Hofstede
Power distance. Power distance describes the degree to which people
in a country accept that power in institutions and organizations is
distributed unequally.
Individualism is the degree to which
people prefer to act as individuals rather than as members of groups and
believe in an individual’s rights above all else. Collectivism emphasizes a
tight social framework in which people expect others in groups of which
they are a part to look after them and protect them.
uncertainty
avoidance. In cultures scoring high on uncertainty avoidance, people
have increased anxiety about uncertainty and ambiguity and use
laws and controls to reduce uncertainty.
long-term
orientation look to the future and value thrift, persistence, and tradition.
In a short-term orientation, people value the here and now; they also
accept change more readily and don’t see commitments as impediments
to change.