Organizational behavior

theory in developmental psychology proposed by Abraham Maslow, comprising a five-tier model of human needs: physiological, safety, love and belonging, esteem, and self-actualization

Conformity or conformism is the act of matching attitudes, beliefs, and behaviors to group norms, politics or being like-minded. Norms are implicit, specific rules, guidance shared by a group of individuals, that guide their interactions with others. People often choose to conform to society rather than pursue personal desires – because it is often easier to follow the path others have already made than to forge a new one. Thus, conformity is sometimes a product of group communication. This tendency to conform occurs in small groups and/or in society as a whole and may result from subtle uncon

type of work-related stress, with symptoms characterized by feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and reduced professional efficacy

thumb|Catalan castellers collaborate, working together with a shared goal.

An anti-pattern is a solution to a class of problem which may be commonly used but is likely to be ineffective or counterproductive. The term, coined in 1995 by Andrew Koenig, was inspired by the book Design Patterns which highlights software development design patterns that its authors consider to be reliable and effective. A paper in 1996 presented by Michael Ackroyd at the Object World West Conference described anti-patterns. It was, however, the 1998 book AntiPatterns that both popularized the idea and extended its scope beyond the field of software design to include software architecture

theories of human motivation

study of human behavior in organizational settings

attitude of a person towards work

focusing on what is irrelevant but easy to understand

harmful mistreatment of others in workplace

theory

theory of organizational decison-making

the ability of one person

behavioral leadership model

business and management theory

organizational model that seeks to engage stakeholders in self-determined change

ability to function in diverse settings

employees' collective appraisal of the organizational work environment

application of democratic principles to places of work

relationship between employees and their jobs

concept in organizational behaviour and industrial psychology

Satisficing is a decision-making strategy or cognitive heuristic that entails searching through the available alternatives until an acceptability threshold is met, without necessarily maximizing any specific objective. The term satisficing, a portmanteau of satisfy and suffice, was introduced by Herbert A. Simon in 1956, although the concept was first posited in his 1947 book Administrative Behavior. Simon used satisficing to explain the behavior of decision makers under circumstances in which an optimal solution cannot be determined. He maintained that many natural problems are characterized

interpersonal interactions within the office

theory of work design

core function of Human Resource Management

a team's ability to accomplish their goals or objectives

American academic

1972 essay by Jo Freeman

social structure that governs how people work together

a person's voluntary commitment within an organization or company

sub-discipline of sociology which deals with organizations

thumb|right|Office workers in a cubicle setting

subdiscipline of applied behavior analysis

System used in industry to eliminate or minimize exposure to hazards

concept

business improvement to increase organizational effectiveness and efficiency, and enhance the ability of the organization to deliver goods and or services

Test to assess the burn-out experience of a person

process whereby members of an industry, trade or sector of the economy monitor and influence their own adherence to legal, ethical, or safety standards