Key Words for 2nd CIA- Score at least 70%

360 Degree Evaluation	Evaluation by multiple groups both within (boss, peers, subordinates) and external to the system (customers, suppliers), including self evaluation
Accommodation	Cooperative but unassertive about satisfying one’s own concerns in handling conflict situations
Achievement Motivation	The degree to which an individual desires to perform in terms of a standard of excellence 01 to succeed in competitive situations.
Achievement oriented leadership	Leadership style that sets challenging goals for employees, placing confidence in their abilities
Behaviour modification	The reinforcement of desirable behavior and the non-reinforcement or punishment of unwanted behaviour
Bureaucracy	An ideal form of organization visualized by Max Weber
Charisma	Personality Brilliance
Charismatic Leaders	Leaders who by their personal charm and abilities exercise a great influence on their followers
Cognitive theories of Motivation	Subscribes to the notion that individuals make conscious decisions on how much effort they would expend in their work
Cohesion	Members sticking together following the norms of the group, and wanting to be co-members of the group
Collaboration	Working together in a problem – solving mode
Concern for people	One of the two dimensions of leadership behavior of the managerial grid; similar to the behavioral styles of consideration and 'employee-centered Ieadership
Conflict	Tension between parties when each feels the other is thwarting its own goals
Conflict Resolution	The settlement of disagreements arising from friction between parties
Counteracting Groups	Groups whose main function is to reconcile differences and resolve conflicts
Decentralisation	The extent to which decision making rests with lower levels in the organization where the work is actually performed
Decisions	Choices of actions from among multiple feasible alternatives.
Empowerment	Freedom granted to employees to make work-related decisions pertaining to their own sphere
Equity Theory	Postulates that individuals make comparison between the ratio of rewards received and effort put forth by them, with that of another’s
ERG Theory	The theory that Needs for Existence, Relatedness, and Growth serve as motivators (as per Alderfer)
Expectancy	The probability attached to a given level of work effort leading to a specified level of performance
Extrinsic Rewards	Rewards coming from the external environment in which the individual is operating
Flexitime	Choice by employees of arrival and departure times to and from work, except for certain core hours when they have perforce to be at the workplace
Groupthink	Unanimous agreement by members of a group with the decisions made, without critical evaluation of the discussions
Higher Order Needs	Needs pertaining to self-esteem and self-actualisation in Maslow’s hierarchy
Hygiene Factors	Factors relating to the job context such as the work setting, supervision, and the like
Idiosyncratic Credit	A valved member allowed to occasionally transgress the norms of the group with impunity
Informal Groups	Groups that emerge on their own from formal  groups
Initiating Structure	Leadership that defines the task and clarifies how it is to be done
Interorganisational conflict	Tensions between organisations
Interpersonal Conflict	Tensions between two, or among more members
Intrapersonal Conflict	Tension experienced within oneself while making choices that are either equally attractive or incompatible
Job Design	Design jobs such that it gives the worker a sense of satisfaction from forming them
Job Performance	Index of how well one does the job
Job Redesign	Modification of the job content to meet the needs of the worker or organization
Job Rotation	The facility by which the worker is afforded the opportunity to work on different jobs from time to time
Job satisfaction	Extent of positive attitudes towards the job
Leadership	The process of influencing members to do what is desired.
Least Preferred Co- worker (LPC) Scale	Leadership style assessed on the basis of one's feelings towards the least preferred co-worker.
Legitimate Power	Power bestowed by the organisation on the individual.
Life Cycle Forces	8a
Motivation	The desire of the individual to want to engage in work behavior
Motivators	The job content factors in Herzberg’s dual factor theory
Motive	The inner state that energizes, activates and directs the behavior of individuals towards attainment of specific goals
Need for Achievement	The need to accomplish and achieve on the job
Need for Affiliation	The need to have warm relationship with others
Need for Power	The felt need to influence and control others
Negative Reinforcement	The withholding of negative consequences when the desired behavior occurs
Nonverbal Communication	Physical gestures such as eye contact, facial expressions, and other body language which convey messages in contrast to verbal communication
Norms	Implicit standards of behavior for group members
Organisational Politics	Behavior which is directed toward fur­thering one's own self-interests without concern for the interests or well-being of others.
Organisational Strategy	Plans to position the organisation in a particular niche especially in a competitive environment
Organising	Allocation of tasks and resources to accomplish a goal.
Participative Leadership	Leadership style that invites suggestions from subordinates before making decisions.
Physiological Stress
Planned Changes	Planned interventions to make changes in a system, usually by a change agent.
Political skill	The ability to effectively understand others at work and to use this knowledge to enhance one's own objectives
Position Power	A situational characteristic in Fiedler's contin­gency model that refers to the degree to which the leader can reward, punish, promote, or demote employees in the group
Power	The ability to influence someone to do what is needed.
Problem Solving	Analysing and resolving issues that are dysfunctional to the organisation.
Process Conflict	Conflict that arises over responsibilities and how work should be completed.
Quality of Life	The overall quality of experiences reflected in the mental health of individuals
Quality of Work life	The experienced quality of life at work, the indicators of which are job in­volvement, job satisfaction, and job performance.
Rational Persuasion	Persuading or influencing the party to accept the suggestion because of the logic behind it
Recruitment	Enlistment of applicants to the job through advertisements and by word of mouth
Referent Power	Influencing others because of their need to identify with the power source
Relationship Conflict	Conflict that arises out of personal dif­ferences between people, such as differing goals, values or personalities. "
Representative Power	The formal right bestowed on an individual to represent the organization while dealing with external groups
Repression	Denial of an existing problem by blocking out reality
Resistance to Change	Unwillingness and opposition to accept changes
Reward Power	The influence exerted over others by virtue of one’s ability to reward and punish.
Risk-taking Propensity	Willingness to take chances.
Role Ambiguity	The job holder being unclear as to what is expected of him or her.
Role Conflict	The state of an employee subjected to conflicting expectations from two different superiors.
Role Overload	The situation that ensures when too many demands are made on the individual
Satisficing	Decisions made without considering all the available information that one could possibly lay hands on.
Sensitivity Training	Unstructured small group interactions to enable members to learn more about their personal' styles and how they come across to others.
Shared Power	Power shared with employees encouraging their participation in effecting changes.
Simulation	Effects of changes studied in a setting closely resembling the natural environ­ment. Also refers to model building.
Structure	The set-up of the workplace in terms of job positions, reporting relationships, rules, regulations, policies, reward systems and the like.
Subcultures
Substantive Conflict	Fundamental disagreements over goals and how they are to be accomplished.
Substitutes for Leadership	Those aspects in the work environment that render the presence of a leader unnecessary.
Supportive leadership	Leader promoting a friendly and supportive atmosphere in the work environment
Synergy	The whole which is greater than the sum of its parts.
Task Cohesion	Team members' attraction and commitment to the tasks and goals of the team
Task Conflict	Conflict involving work content and goals
Task Roles	Roles that require behaviors aimed at achieving the team's performance goals and tasks.
Task Structure	A situational characteristic in Fiedler's contin­gency model that refers to the degree to which tasks are simplified and easy for the group to understand
Team Building	A series of steps taken to improve group cohesion and help teams to work in a collaborative manner.
Teams	Members working together to accomplish a common goal and held responsible for getting the job done.
Two-factor Theory	See Dual Factor Theory
Valence	The attraction of an outcome to the individual.
Vertical Conflict	Tensions between individuals at different hierarchical levels.
Virtual Organisation	Organisation which capitalizes on its distinctive competence and outsources the rest of its activities
Zone of Indifference	The range within which a superior can expect his or her authority and orders to be obeyed.