Managing organizational behavior : what great managers know and do

Cover......Page 1
MANAGING ORGANIZATIONAL BEHAVIOR: What Great Managers Know and Do......Page 4
Dedication......Page 6
ABOUT THE AUTHORS......Page 7
PREFACE......Page 9
ACKNOWLEDGMENTS......Page 27
BRIEF CONTENTS......Page 30
CONTENTS......Page 31
CHAPTER 1 Organizational Behavior and Your Personal Effectiveness......Page 39
INTRODUCTION......Page 41
Success Through People Management......Page 43
Playing for Keeps: Getting Serious About OB Right Now......Page 47
Becoming a Great People-Manager......Page 49
Learning About Organizational Behavior Is Hard......Page 51
Personal Effectiveness: The Foundation of Great Management......Page 56
A Model of Self-Management......Page 59
Individual Differences and Their Importance......Page 64
COnCludInG nOte......Page 71
CHAPTER 2 Managing Stress and Time......Page 77
INTRODUCTION......Page 79
Some Stress Is Good......Page 81
Stress Is Personal: Individual Differences and Their Relationship to Stress......Page 82
Traumatic Events vs. Daily Hassles......Page 85
Role Conflict and Ambiguity......Page 86
Exhaustion of Resources and Burnout......Page 87
Emotional Labor......Page 88
High Demands and Low Control......Page 89
The Importance of Matching Strategies with Causes......Page 90
Prevention Strategies......Page 91
Avoiding Choking......Page 93
Coping Strategies......Page 96
Outlets for Relief/Dealing with Stress in the Moment......Page 98
First Be Effective, Then Be Efficient......Page 99
Plan the Work, Then Work the Plan......Page 103
Know Yourself and Your Time Use......Page 104
Fight Procrastination......Page 105
WORKPLACE CULTURES THAT FOSTER HIGH PERFORMANCE WITH LOWER STRESS......Page 106
CONCLUDING NOTE......Page 108
CHAPTER 3 Solving Problems......Page 113
Avoiding Common Decision Errors......Page 115
THE CHALLENGE OF PROBLEM SOLVING......Page 116
Intuition......Page 117
The Ladder of Inference......Page 119
Six Ways People Exercise Poor Judgment Without Knowing It......Page 121
Overcoming Judgment Biases......Page 126
SOLVING PROBLEMS EFFECTIVELY......Page 128
Define and Structure the Problem......Page 129
Generate Creative Alternatives......Page 139
Decide on a Solution......Page 142
Implement......Page 146
Learn and Seek Feedback......Page 147
CONCLUDING NOTE......Page 149
CHAPTER 4 Making Ethical Decisions......Page 155
Being a Responsible Whistle-Blower......Page 157
INTRODUCTION......Page 158
Recognizing Ethical Issues......Page 160
Step 2: Define the Ethical Issues......Page 165
Step 3: Identify the Affected Parties, Consequences, and Obligations......Page 169
Step 4: Consider Your Integrity......Page 171
Step 5: Think Creatively About Actions......Page 174
Economics......Page 176
Distributive Justice......Page 177
Procedural Justice......Page 178
Interactional Justice......Page 180
Work Assignments and Opportunities......Page 183
Punishment and Discipline......Page 184
Family and Personal Issues......Page 185
CONCLUDING NOTE......Page 187
CHAPTER 5 Communication......Page 193
INTRODUCTION......Page 195
Overcoming the Curse of Knowledge......Page 197
The Fundamental Elements of Persuasion......Page 199
Making Messages Sticky: The SUCCES Model......Page 202
The Basics of Effective Presentations......Page 206
Presenting Plans That Bosses (and Others) Can Approve Of......Page 213
Effective Use of PowerPoint and Visual Aids......Page 214
CHOOSING YOUR COMMUNICATION MEDIUM......Page 216
About E-Mail......Page 219
The Paradox and Importance of Active Listening......Page 220
Traps and Barriers to Active Listening......Page 221
Principles of Effective Listening......Page 224
CONCLUDING NOTE......Page 226
CHAPTER 6 Motivating Others......Page 231
Enriching the Boring Job......Page 233
INTRODUCTION......Page 234
FRAMING MOTIVATION CHALLENGES AND IDEAS: THE EXPECTANCY THEORY......Page 236
Why Capable People Are Not Motivated......Page 238
THE PERSON AS A SOURCE OF MOTIVATION......Page 240
An Equity Approach to Motivation......Page 241
The Platinum Rule......Page 243
McClelland’s Learned Needs......Page 244
The Job Characteristics Model......Page 248
Goal Setting......Page 254
Reinforcement Theory and Behavior Modification......Page 257
Examples of Behavior Modification in the Real World......Page 258
The Effect of Reinforcers on Employee Performance Improvement......Page 264
Putting It All Together to Increase Motivation......Page 267
CHAPTER 7 Managing Employee Performance......Page 273
Managing Both the Problemand the Star Employee......Page 275
INTRODUCTION......Page 276
JOB PERFORMANCE......Page 277
Job Satisfaction......Page 279
Organizational Commitment......Page 280
PERFORMANCE MANAGEMENT: THE DAY-TO-DAY WORK OF GREAT MANAGERS......Page 281
SETTING EXPECTATIONS AND EVALUATING PERFORMANCE......Page 283
Observing and Assessing Performance......Page 284
Defining Job Performance Criteria: Behavior and Results......Page 285
Using Multiple Methods to Assess Behavior and Results......Page 286
Relative Assessment Techniques......Page 287
Using Multiple Sources of Data or People......Page 288
The Principles of Good Feedback......Page 290
Managing Perceptions of Fairness in Performance Management......Page 292
DEALING WITH THE PROBLEM EMPLOYEE......Page 293
Hold a Performance Improvement Discussion......Page 294
Train Employees When Appropriate......Page 296
RECOGNITION AND REINFORCEMENT: MANAGING THE STAR......Page 297
Engaging the Star Performer......Page 299
COACHING FOR EMPLOYEE GROWTH......Page 300
Coaching vs. Mentoring......Page 301
CONCLUDING NOTE......Page 302
CHAPTER 8 Using Power and Influence......Page 309
INTRODUCTION......Page 311
Dependence and Networks......Page 312
Bases of Power......Page 315
Norms and Conformity......Page 317
Frequency and Effectiveness of Different Influence Tactics......Page 319
Social Influence Weapons......Page 322
MANAGING YOUR BOSS......Page 328
Managing Your Boss Through Effective Communication......Page 329
PROFESSIONALISM: A SOURCE OF TRUST AND RESPECT......Page 330
Building Positive Relationships......Page 331
Power Etiquette and First Impressions......Page 333
CONCLUDING NOTE......Page 340
CHAPTER 9 Leading Others......Page 345
INTRODUCTION......Page 347
Leadership Matters......Page 348
The Full Range of Leadership......Page 350
Important Personal Traits in Leadership......Page 352
Characteristics That People Admire......Page 353
Leading Through Transactions......Page 354
Transactional Leader Behaviors......Page 355
TRANSFORMATIONAL LEADERSHIP: GETTING PERFORMANCE BEYOND EXPECTATIONS......Page 359
Articulating a Vision......Page 360
Providing an Appropriate Model......Page 361
Fostering the Acceptance of Group Goals......Page 362
Communicating High-Performance Expectations......Page 363
Providing Individualized Support......Page 364
Providing Intellectual Stimulation......Page 365
Putting the Full Range of Leadership into Action......Page 366
BECOMING A LEADER......Page 367
Key Actions That Impact Leadership Development Success......Page 368
Dare to Lead......Page 371
CHAPTER 10 Team Effectiveness......Page 377
INTRODUCTION......Page 379
WHEN DO TEAMS MAKE SENSE?......Page 380
DIFFERENT TEAMS—DIFFERENT CHALLENGES......Page 381
HIGH-PERFORMING TEAMS......Page 382
The Five Disciplines of High-Performing Teams......Page 383
MANAGING THREATS TO TEAM PERFORMANCE AND DECISION MAKING......Page 392
Information Processing Biases......Page 393
Social Loafing and Self-Limiting Behaviors......Page 394
Social Conformity......Page 395
Holding Effective Meetings......Page 397
Understanding Member Profiles......Page 398
Building Team Cohesion......Page 399
Dealing with a Free-Rider......Page 401
A Climate of Trust and Risk Taking......Page 402
Creative Problem-Solving Techniques......Page 403
VIRTUAL TEAMS AND MEETINGS......Page 405
Electronic Meetings......Page 407
CONCLUDING NOTE......Page 409
CHAPTER 11 Resolving Conflict Through Negotiation and Mediation......Page 413
INTRODUCTION......Page 415
TYPES OF CONFLICT AND THEIR EFFECTS......Page 417
Diagnosing Conflict Sources......Page 419
Matching Conflict Styles with Situations......Page 422
To Negotiate or Not? Recognizing Negotiation Situations......Page 428
Win–Win Negotiation......Page 430
Negotiation Preparation......Page 431
List and Discuss Possible Options......Page 434
Employing Process Tactics During Negotiations......Page 436
The End of the Negotiation......Page 441
Evaluate How Well It Went......Page 442
MEDIATION......Page 443
When Is Mediation Used?......Page 444
The Mediation Process......Page 445
CONCLUDING NOTE......Page 449
CHAPTER 12 Recruiting, Selecting, and Retaining Talent......Page 453
Conducting a More Effective Selection Interview......Page 455
Choosing the Right People for the Right Jobs......Page 456
Clarify the Job Context......Page 458
Establish a Process......Page 461
Recruit Talented Applicants......Page 462
Decide on Methods and Assess......Page 466
RETAINING YOUR BEST TALENT......Page 477
CONCLUDING NOTE......Page 479
CHAPTER 13 Culture and Diversity......Page 483
Building Your Own High-Performance Subculture......Page 485
INTRODUCTION......Page 486
UNDERSTANDING CULTURE AND ITS IMPORTANCE IN ORGANIZATIONS......Page 487
Making a Cultural Choice: The Competing Values Model......Page 489
An Alternative View of Culture......Page 491
ORGANIZATIONAL STRUCTURE: A KEY CULTURAL INGREDIENT......Page 492
Structure Influences Behavior......Page 493
The ASA Framework......Page 495
Cultural Adaptation: Socialization and Onboarding Employees......Page 497
Managing People from Different Cultures......Page 498
Characteristics of Inclusive Cultures......Page 503
The Payoffs from Inclusive Cultures......Page 506
WORKING PRODUCTIVELY WITH DIVERSE PEOPLE AND TEAMS......Page 507
Building Awareness......Page 508
Understanding Differences......Page 510
Taking Action......Page 513
BUILDING “PEOPLE-FIRST” HIGH-PERFORMANCE CULTURES......Page 514
The Characteristics of High-Performance Cultures......Page 515
Corporate Examples of High-Performance Cultures......Page 521
CULTURAL AUDITS......Page 522
Common Areas to Assess in Cultural Audits......Page 523
Following Up a Cultural Audit......Page 524
CONCLUDING NOTE......Page 526
CHAPTER 14 Making Change......Page 531
Evaluating a Change Initiative......Page 533
THE CHALLENGE OF CHANGE......Page 534
Lewin’s Unfreeze-Change-Refreeze Model......Page 536
Bridges’ Model of Transitions......Page 538
Kotter’s Eight Stages of Change......Page 540
McKinsey 7S Framework......Page 543
Structuring the Problem......Page 545
Contracting with Those Involved in the Change......Page 546
Defining Goals in Terms of Results Instead of Activities......Page 549
Different Methods of Collection......Page 550
Providing Feedback......Page 552
IMPLEMENTING INTERVENTIONS......Page 554
Types of Interventions......Page 555
Framing, Reframing, and Selecting Interventions......Page 558
Communicating What You Are Doing......Page 559
Accelerating Change, Reducing Opposition......Page 560
Strategies for Overcoming Resistance......Page 561
Managing Organizational Cynicism......Page 562
EVALUATING AND SUSTAINING CHANGE EFFORTS......Page 564
Stay Focused on the Basics......Page 566
Endnotes......Page 571
Glossary......Page 591
Index......Page 601