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Glossary
| # | Term (English) | Definition | Exam Relevance |
|---|---|---|---|
| 1 | Organizational Behavior (OB) | Study of individual and group behavior within organisations to improve effectiveness | Core definition |
| 2 | Perception | Process of selecting, organising, and interpreting stimuli into meaningful picture | OB: perceptual biases |
| 3 | Halo Effect | One positive/negative trait colours overall evaluation of a person | Perceptual bias |
| 4 | Stereotyping | Applying group-level characteristics to an individual | Perceptual bias |
| 5 | Attribution Theory | Kelley (1967): explaining behavior as internal (personality) or external (situation) cause | Perceptual process |
| 6 | Maslow's Hierarchy | 1943; 5-tier needs pyramid: physiological to self-actualisation | Motivation (PYQ 2021) |
| 7 | Self-Actualisation | Maslow's 5th level: realising full potential; creativity; peak experiences | Maslow's top need |
| 8 | Hygiene Factors | Herzberg (1959): prevent dissatisfaction (salary, conditions) but don't motivate | Two-Factor Theory |
| 9 | Motivators | Herzberg: create satisfaction (achievement, recognition, responsibility, growth) | Two-Factor Theory |
| 10 | nAch | McClelland: Need for Achievement — desire to excel, moderate risk, personal responsibility | Three-Needs (PYQ 2023) |
| 11 | nPow | McClelland: Need for Power — desire to influence; institutional power predicts mgmt success | Three-Needs (PYQ 2023) |
| 12 | nAff | McClelland: Need for Affiliation — desire for close relationships; conflict-avoiding | Three-Needs Theory |
| 13 | Expectancy Theory | Vroom (1964): Motivation = E × I × V (Expectancy × Instrumentality × Valence) | Process motivation |
| 14 | Theory X | McGregor (1960): negative view — workers lazy, dislike work, need control | Management assumptions |
| 15 | Theory Y | McGregor (1960): positive view — workers self-motivated, creative, seek responsibility | Management assumptions |
| 16 | Hawthorne Effect | People change behavior when they know they are being observed; Mayo 1924–32 | OB foundation |
| 17 | Group Cohesiveness | Degree to which members are attracted to group and motivated to remain | Group dynamics |
| 18 | Groupthink | Janis (1972): cohesive groups suppress dissent; poor decisions (Bay of Pigs example) | Group pitfall |
| 19 | Tuckman's Stages | 1965: Forming→Storming→Norming→Performing→Adjourning (1977) | Group development |
| 20 | Path-Goal Theory | House (1971): leader clears path to goals; 4 styles (Directive, Supportive, Participative, Achievement) | Leadership (PYQ 2023) |
| 21 | Charismatic Leadership | Vision, follower sensitivity, unconventional behavior, personal risk-taking | Leadership (PYQ 2021) |
| 22 | Organizational Culture | Shared assumptions and values that define how things are done in an organisation | OB macro concept |
| 23 | Schein's 3 Levels | Artefacts → Espoused Values → Basic Assumptions (1985) | Culture model |
| 24 | Managerial Grid | Blake-Mouton (1964): 9,9 Team Management is ideal; concern for people vs production | Leadership style |
| 25 | ERG Theory | Alderfer (1969): Existence, Relatedness, Growth — Maslow modified; allows regression | Modified Maslow |
Sources: RPSC 2026 Official Syllabus; Abraham Maslow, "A Theory of Human Motivation" (1943); Frederick Herzberg, The Motivation to Work (1959); David McClelland, The Achieving Society (1961); Victor Vroom, Work and Motivation (1964); Douglas McGregor, The Human Side of Enterprise (1960); Edgar Schein, Organizational Culture and Leadership (1985); Robert House, "A Path-Goal Theory of Leader Effectiveness" (1971); Irving Janis, Victims of Groupthink (1972); Elton Mayo, The Human Problems of an Industrial Civilization (1933); RPSC Mains PYQ 2021 and 2023.