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Organizational countercultures can potentially create conflict and dissension among
employees.
Equity theory research has found that employees who feel over-rewarded tend to alter
their perceptions of inputs and outcomes rather than attempt to actually change them.
An employee creates unnecessary conflicts with his coworkers at his workplace. This is
an example of organizational citizenship behavior.
Managing others' emotions represents the highest level of emotional intelligence.
Homogeneous teams tend to have "fault lines" that may split the team to along gender,
professional, or other dimensions.
Networking is a form of influence that tends to increase the individual's expert and
referent power.
Procedural justice is higher when the decision maker is perceived as unbiased.
According to path-goal leadership theory, directive leadership should never be applied
to inexperienced employees.
The two fundamental requirements of all organizational structures are divisionalization
and decentralization.
A strategic vision should unify management and external stakeholders but does not
need to involve non-managerial employees.
The gap between two clusters of people in a social network is called a structural hole.
Identification-based trust is potentially the strongest and most robust form of trust in
work relationships.
People from collectivist cultures tend to apply a forcing style of conflict with colleagues
more than do people from individualist cultures.
In order to bring about a change in a particular organization, employees need to break
old routines and adopt new role patterns. The stress management strategy is best suited
for this situation.
