Organisational Behaviour - 1st edition 2011
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stress
tension or pressure perceived by a person
stressors
situations that evoke tension or pressure
stress reactions
physiological, emotional and behavioural complaints that result from long-term exposure to stress
workload
the amount of work assigned to or expected from a worker in a specified time or period
capacity
amount of stress someone can cope with
burn-out
psychological syndrome consisting of emotional exhaustion, depersonalisation and diminished competence
autonomy
organisation of work by employees themselves
role ambiguity
lack of clarity about the role a person must fulfil
role conflict
contradictory requirements or expectations of a role
type A personality
person who finds it difficult to relax and is always busy; a perfectionist who is competitively inclined and impatient
type B personality
person who does not hurry, finds it easy to relax, does not place high demands on himself, is patient and has no strong urge to prove himself
assistance orientation
selfless attitude
exchange orientation
attitude focused on reciprocity
active coping
seeking a solution to the perceived problem by changing the situation
passive coping
seeking distraction or compensation in a situation that one will not or cannot change
instrumental social support
support consisting of tangible help from others in the resolution of problems at work
emotional social support
showing sympathy, confidence and/or commitment
cognitive therapy
therapy that focuses on teaching people how to deal with their (negative) thoughts, feelings and desires
rational-emotive therapy
therapy that focuses on tracking down irrational thoughts that cause negative feelings, and bending those thoughts in a direction that is more in line with reality and one’s own capabilities
coaching
support in dealing with difficult or stressful situations
relaxation training
teaching people to relax
RSI (repetitive strain injury)
disablement of the hand, wrist, arm or shoulder through long-term repetition of an action
conflict
situation in which one or more parties feels obstructed, attacked or improperly treated by another party or other parties
destructive conflict
conflict that makes relationships worse
constructive conflict
conflict that is talked out and resolved (and sometimes results in an improvement in understanding)
interpersonal conflict
conflict between individuals
intergroup conflict
conflict between groups
instrumental conflict
conflict about goals and methods
conflict of interest
conflict about the division of revenues
power conflict
conflict about the question of who in the
organisation should decide about certain things
relational conflict
conflict caused by perceived annoying or aggressive behavior, or personality clashes
fighting
form of conflict handling in which people primarily look after their own interests
collaboration
form of conflict handling in which people look after their own interests as well as the interests of others
compromise
form of conflict handling in which everyone concedes something, through which a compromise can be achieved (negotiation)
avoidance
form of conflict handling in which people avoid the conflict
concession
form of conflict handling in which one’s own interests are pushed aside for the benefit of the interests of others
latent conflict
conflict that is not expressed, due to which it continues to exist
conflict escalation
worsening of a conflict through polarisation of positions, hardening of positions, widening of the issues involved or a desire for destruction
principle of reciprocity
inclination to treat others as you would like them to treat you
regulation mechanisms
systems for resolving conflicts through the use of norms, rules and procedures
power intervention
appointment of a person who has the power to resolve a conflict
arbitration
appointment of an independent person who makes a (binding) decision about the conflict
mediation
recruitment of an independent person who invites discussion of conflicts and helps to resolve them
distributive negotiation
method of negotiation in which the parties establish a mutually desired goal and provide latitude to come to a compromise
integrative negotiation
method of negotiation in which the parties strive for as high a return as possible for everyone
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