Organizational Behavior

Cover......Page 1
Title Page......Page 2
Copyright Page......Page 3
About the Authors......Page 4
Dedication......Page 6
Brief Contents......Page 7
Contents......Page 8
Preface......Page 17
Acknowledgments......Page 21
Chapter 1 Introduction to the Field of Organizational Behavior......Page 31
The Field of Organizational Behavior......Page 33
Historical Foundations of Organizational Behavior......Page 34
Why Study Organizational Behavior?......Page 35
Technological Change......Page 37
Emerging Employment Relationships......Page 38
Global Connections 1.1: From Commute to Telecommute in Japan......Page 39
Connect Self-Assessment 1.1: Are You a Good Telecommuter?......Page 40
Anchors of Organizational Behavior Knowledge......Page 43
The Multidisciplinary Anchor......Page 44
Perspectives of Organizational Effectiveness......Page 45
Open Systems Perspective......Page 46
Global Connections 1.2: Zara\'s Open Systems Thinking......Page 47
Organizational Learning Perspective......Page 48
High-Performance Work Practices Perspective......Page 50
Stakeholder Perspective......Page 51
Connecting the Dots: An Integrative Model of Organizational Behavior......Page 53
Chapter Summary......Page 55
Critical Thinking Questions......Page 56
Web Exercise: Diagnosing Organizational Stakeholders......Page 57
Class Exercise: It All Makes Sense?......Page 58
Chapter 2 Individual Behavior, Personality, and Values......Page 59
Employee Motivation......Page 61
Ability......Page 62
Global Connections 2.1: Iceland Foods Takes MARS to Success......Page 63
Types of Individual Behavior......Page 64
Organizational Citizenship......Page 65
Maintaining Work Attendance......Page 66
Personality Determinants: Nature versus Nurture......Page 67
Five-Factor Model of Personality......Page 68
Connect Self-Assessment 2.2: Are You Introverted or Extroverted?......Page 69
Jungian Personality Theory and the Myers-Briggs Type Indicator......Page 71
Connect Self-Assessment 2.4: Are You a Sensing or Intuitive Type?......Page 72
Debating Point: Should Companies Use Personality Tests to Select Job Applicants?......Page 73
Types of Values......Page 74
Values and Individual Behavior......Page 76
Ethical Values and Behavior......Page 77
Moral Intensity, Moral Sensitivity, and Situational Influences......Page 78
Global Connections 2.3: Alcoa Executive Sets Ethical Standard in Russia......Page 79
Values across Cultures......Page 80
Individualism and Collectivism......Page 81
Global Connections 2.4: Cross-Cultural Hiccups at Beam Suntory......Page 82
Caveats about Cross-Cultural Knowledge......Page 83
Chapter Summary......Page 84
Critical Thinking Questions......Page 85
Case Study: SNC-Lavalin Group Inc.......Page 86
Class Exercise: Test Your Knowledge of Personality......Page 87
Team Exercise: Ethics Dilemma Vignettes......Page 89
Chapter 3 Perceiving Ourselves and Others in Organizations......Page 91
Self-Concept Complexity, Consistency, and Clarity......Page 93
Connect Self-Assessment 3.1: How Much Does Work Define Your Self-Concept?......Page 94
Self-Enhancement......Page 95
Self-Verification......Page 96
Connect Self-Assessment 3.2: How Much General Self-Efficacy Do You Have?......Page 97
The Social Self......Page 98
Perceiving the World around Us......Page 99
Connect Self-Assessment 3.4: How Much Perceptual Structure Do You Need?......Page 101
Stereotyping in Organizations......Page 102
Global Connections 3.2: Perceptual Barriers to Women on Corporate Boards......Page 105
Attribution Theory......Page 106
Self-Fulfilling Prophecy......Page 108
Other Perceptual Effects......Page 109
Improving Self-Awareness......Page 110
Debating Point: Do Diversity Programs Actually Reduce Perpetual Biases?......Page 111
Meaningful Interaction......Page 112
Global Mindset: Developing Perceptions across Borders......Page 113
Developing a Global Mindset......Page 114
Chapter Summary......Page 115
Critical Thinking Questions......Page 116
Case Study: Hy Dairies, Inc.......Page 117
Team Exercise: Personal and Organizational Strategies for Developing a Global Mindset......Page 118
Chapter 4 Workplace Emotions, Attitudes, and Stress......Page 119
Types of Emotions......Page 121
Emotions, Attitudes, and Behavior......Page 122
Cognitive Dissonance......Page 125
Emotions and Personality......Page 126
Emotional Dissonance......Page 127
Emotional Intelligence......Page 128
Connect Self-Assessment 4.2: How Well Do You Recognize and Regulate Emotions?......Page 129
Emotional Intelligence Outcomes and Development......Page 130
Job Satisfaction......Page 131
Job Satisfaction and Work Behavior......Page 132
Job Satisfaction and Customer Satisfaction......Page 133
Consequences of Affective and Continuance Commitment......Page 135
Building Organizational Commitment......Page 136
Work-Related Stress and Its Management......Page 137
Consequences of Distress......Page 138
Stressors: The Causes of Stress......Page 139
Global Connections 4.2: Chronic Work Overload in China......Page 140
Connect Self-Assessment 4.5: Are You a Workaholic?......Page 141
Managing Work-Related Stress......Page 142
Chapter Summary......Page 144
Critical Thinking Questions......Page 145
Case Study: Diana\'s Disappointment: The Promotion Stumbling Block......Page 146
Class Exercise: Strengths-Based Coaching......Page 147
Team Exercise: Ranking Jobs on Their Emotional Labor......Page 148
Chapter 5 Foundations of Employee Motivation......Page 149
Employee Engagement......Page 151
Employee Drives and Needs......Page 152
Maslow\'s Needs Hierarchy Theory......Page 153
Intrinsic and Extrinsic Motivation......Page 155
Learned Needs Theory......Page 156
Connect Self-Assessment 5.2: How Strong Are Your Learned Needs?......Page 157
Four-Drive Theory......Page 158
Expectancy Theory of Motivation......Page 159
Expectancy Theory in Practice......Page 160
Organizational Behavior Modification......Page 162
Global Connections 5.2: AirBaltic Motivates Employee Involvement and Learning with Gamification......Page 164
Social Cognitive Theory......Page 165
Goal Setting and Feedback......Page 166
Characteristics of Effective Feedback......Page 167
Sources of Feedback......Page 168
Equity Theory......Page 169
Debating Point: Does Equity Motivate More Than Equality?......Page 170
Connect Self-Assessment 5.4: How Sensitive Are You to Inequities?......Page 172
Chapter Summary......Page 173
Key Terms......Page 174
Case Study: Predicting Harry\'s Work Effort......Page 175
Case Study: Cincinnati Super Subs......Page 176
Class Exercise: Needs Priority Exercise......Page 177
Class Exercise: The Learning Exercise......Page 178
Team Exercise: Bonus Decision Exercise......Page 179
Chapter 6 Applied Performance Practices......Page 181
Connect Self-Assessment 6.1: What Is Your Attitude toward Money?......Page 183
Membership- and Seniority-Based Rewards......Page 184
Job Status-Based Rewards......Page 185
Performance-Based Rewards......Page 186
Improving Reward Effectiveness......Page 188
Link Rewards to Performance......Page 189
Watch Out for Unintended Consequences......Page 190
Job Design and Work Efficiency......Page 191
Scientific Management......Page 192
Problems with Job Specialization......Page 193
Job Design and Work Motivation......Page 194
Critical Psychological States......Page 195
Social and information Processing Job Characteristics......Page 196
Job Rotation......Page 197
Job Enrichment......Page 198
Connect Self-Assessment 6.2: Are You Empowered as a Student?......Page 199
Global Connections 6.3: Svenska Handelsbanken\'s Branch-Level Empowerment......Page 200
Self-Leadership Strategies......Page 201
Effectiveness of Self-Leadership......Page 203
Chapter Summary......Page 204
Critical Thinking Questions......Page 205
Case Study: Yakkatech, Inc.......Page 206
Team Exercise: Is Student Work Enriched?......Page 207
Chapter 7 Decision Making and Creativity......Page 209
Rational Choice Decision-Making Process......Page 211
Problems with Problem Identification......Page 213
Searching for, Evaluating, and Choosing Alternatives......Page 215
Problems with Information Processing......Page 216
Problems with Maximization......Page 218
Emotions and Making Choices......Page 219
Intuition and Making Choices......Page 220
Making Choices More Effectively......Page 221
Implementing Decisions......Page 222
Escalation of Commitment......Page 223
Evaluating Decision Outcomes More Effectively......Page 224
The Creative Process......Page 225
Connect Self-Assessment 7.2: How Well Do You Engage in Divergent Thinking?......Page 226
Characteristics of Creative People......Page 227
Organizational Conditions Supporting Creativity......Page 228
Activities That Encourage Creativity......Page 229
Benefits of Employee Involvement......Page 231
Contingencies of Employee Involvement......Page 232
Debating Point: Should Organizations Practice Democracy?......Page 233
Chapter Summary......Page 234
Critical Thinking Questions......Page 235
Case Study: Employee Involvement Cases......Page 236
Team Exercise: Where in the World Are We?......Page 237
Class Exercise: Creativity Brainbusters......Page 240
Chapter 8 Team Dynamics......Page 241
Teams and Informal Groups......Page 243
Informal Groups......Page 244
Advantages and Disadvantages of Teams......Page 245
The Challenges of Teams......Page 246
Organizational and Team Environment......Page 248
Task Characteristics......Page 249
Team Composition......Page 251
Team Development......Page 254
Connect Self-Assessment 8.2: What Team Roles Do You Prefer?......Page 256
Team Norms......Page 258
Team Cohesion......Page 259
Global Connections 8.2: Communal Meals Build Team Cohesion......Page 260
Team Trust......Page 261
Self-Directed Teams......Page 262
Global Connections 8.3: Buurtzorg Nederland\'s Self-Directed Nursing Teams......Page 263
Success Factors for Virtual Teams......Page 264
Debating Point: Are Virtual Teams More Trouble Than They\'re Worth?......Page 265
Constraints on Team Decision Making......Page 266
Improving Creative Decision Making in Teams......Page 267
Chapter Summary......Page 269
Case Study: Conifer Corp.......Page 270
Team Exercise: Human Checkers......Page 272
Team Exercise: Survival on the Moon......Page 273
Chapter 9 Communicating in Teams and Organizations......Page 275
The Importance of Communication......Page 277
Influences on Effective Encoding and Decoding......Page 279
Communication Channels......Page 280
Problems with Email and Other Digital Message Channels......Page 281
Workplace Communication through Social Media......Page 282
Nonverbal Communication......Page 284
Synchronicity......Page 286
Media Richness......Page 287
Communication Channels and Persuasion......Page 290
Communication Barriers (Noise)......Page 291
Information Overload......Page 292
Cross-Cultural and Gender Communication......Page 293
Gender Differences in Communication......Page 294
Getting Your Message Across......Page 295
Active Listening......Page 296
Internet-Based Organizational Communication......Page 297
Direct Communication with Top Management......Page 298
Grapevine Benefits and Limitations......Page 299
Chapter Summary......Page 300
Critical Thinking Questions......Page 301
Case Study: Silver Lines: Challenges in Team Communication......Page 302
Team Exercise: Cross-Cultural Communication Game......Page 304
Chapter 10 Power and Influence in the Workplace......Page 305
The Meaning of Power......Page 307
Legitimate Power......Page 309
Global Connections 10.1: Deference to Authority Leads People to the Extreme......Page 310
Expert Power......Page 311
Referent Power......Page 312
Substitutability......Page 313
Debating Point: How Much Power Do CEOs Really Possess?......Page 314
The Power of Social Networks......Page 315
Global Connections 10.2: Energy Company Improves Productivity through Social Networks......Page 316
Gaining Power through Social Networks......Page 317
Influencing Others......Page 319
Types of Influence Tactics......Page 320
Consequences and Contingencies of Influence Tactics......Page 324
Connect Self-Assessment 10.3: How Politically Charged Is Your School?......Page 325
Minimizing Organizational Politics......Page 326
Chapter Summary......Page 327
Critical Thinking Questions......Page 328
Case Study: Resonus Corporation......Page 329
Team Exercise: Managing Your Boss......Page 330
Chapter 11 Conflict and Negotiation in the Workplace......Page 331
Is Conflict Good or Bad?......Page 333
The Emerging View: Task and Relationship Conflict......Page 335
Separating Task from Relationship Conflict......Page 336
Structural Sources of Conflict in Organizations......Page 337
Interdependence......Page 338
Communication Problems......Page 339
Interpersonal Conflict-Handling Styles......Page 340
Choosing the Best Conflict-Handling Style......Page 341
Emphasizing Superordinate Goals......Page 343
Improving Communication and Mutual Understanding......Page 344
Reducing Interdependence......Page 345
Third-Party Conflict Resolution......Page 346
Choosing the Best Third-Party Intervention Strategy......Page 347
Distributive versus Integrative Approaches to Negotiation......Page 348
Preparing to Negotiate......Page 349
The Negotiation Process......Page 350
The Negotiation Setting......Page 353
Gender and Negotiation......Page 354
Chapter Summary......Page 355
Critical Thinking Questions......Page 356
Case Study: Elaine\'s Challenging Experience......Page 357
Class Exercise: The Contingencies of Conflict Handling......Page 358
Team Exercise: Kumquat Conflict Role Play......Page 361
Chapter 12 Leadership in Organizational Settings......Page 363
Shared Leadership......Page 365
Transformational Leadership Perspective......Page 366
Global Connections 12.2: Lasvit\'s Vision of Breathtaking Light and Design......Page 367
Connect Self-Assessment 12.1: What Are Your Transformational Leadership Tendencies?......Page 369
Global Connections 12.3: Tencent\'s Uncharismatic Tranformational Leader......Page 370
Managerial Leadership Perspective......Page 371
Task-Oriented and People-Oriented Leadership......Page 372
Servant Leadership......Page 373
Path-Goal Leadership Theory......Page 374
Other Managerial Leadership Theories......Page 376
Prototypes of Effective Leaders......Page 378
Connect Self-Assessment 12.3: Do Leaders Make a Difference?......Page 379
Personal Attributes Perspective of Leadership......Page 380
Authentic Leadership......Page 382
Personal Attributes Perspective Limitations and Practical Implications......Page 383
Gender and Leadership......Page 384
Chapter Summary......Page 385
Critical Thinking Questions......Page 386
Case Study: A Window on Life......Page 387
Team Exercise: Leadership Diagnostic Analysis......Page 388
Chapter 13 Designing Organizational Structures......Page 389
Division of Labor......Page 391
Coordination of Work Activities......Page 392
Span of Control......Page 394
Global Connections 13.1: BBC Further Flattens the Hierarchy......Page 396
Centralization and Decentralization......Page 397
Formalization......Page 398
Mechanistic versus Organic Structures......Page 399
Functional Structure......Page 400
Global Connections 13.2: Chapman\'s Ice Cream Grows Its Organizational Structure......Page 401
Divisional Structure......Page 402
Global Connections 13.3: Toyota\'s Evolving Divisional Structure......Page 403
Team-Based Structure......Page 404
Matrix Structure......Page 405
Global Connections 13.5: Matrix Structure Troubles at Hana Financial Group......Page 407
Network Structure......Page 408
External Environment......Page 409
Organizational Size......Page 410
Organizational Strategy......Page 411
Key Terms......Page 412
Case Study: Merritt\'s Bakery......Page 413
Team Exercise: The Club Ed Exercise......Page 414
Chapter 14 Organizational Culture......Page 415
Elements of Organizational Culture......Page 417
Espoused versus Enacted Values......Page 418
Content of Organizational Culture......Page 419
Deciphering Organizational Culture through Artifacts......Page 420
Organizational Language......Page 421
Rituals and Ceremonies......Page 422
Physical Structures and Symbols......Page 423
Meaning and Potential Benefits of a Strong Culture......Page 424
Contingencies of Organizational Culture and Effectiveness......Page 425
Organizational Culture and Business Ethics......Page 427
Strategies for Merging Different Organizational Cultures......Page 428
Actions of Founders and Leaders......Page 430
Introduce Culturally Consistent Rewards and Recognition......Page 431
Use Attraction, Selection, and Socialization for Cultural Fit......Page 432
Organizational Socialization......Page 433
Psychological Contracts......Page 434
Stages of Organizational Socialization......Page 435
Global Connections 14.2: Connected Socialization at trivago......Page 436
Improving the Socialization Process......Page 437
Key Terms......Page 438
Case Study: Hillton\'s Transformation......Page 439
Team Exercise: Organizational Culture Metaphors......Page 440
Class Exercise: Diagnosing Corporate Culture Proclamations......Page 442
Chapter 15 Organizational Change......Page 443
Lewin\'s Force Field Analysis Model......Page 445
Understanding Resistance to Change......Page 447
Connect Self-Assessment 15.1: Are You Ready for Change?......Page 448
Creating an Urgency for Change......Page 450
Global Connections 15.1: Panasonic Generates an Urgency for Change by Revealing the Truth......Page 451
Reducing the Restraining Forces......Page 452
Refreezing the Desired Conditions......Page 454
Transformational Leadership and Change......Page 455
Coalitions, Social Networks, and Change......Page 456
Pilot Projects and Diffusion of Change......Page 457
Action Research Approach......Page 459
Debating Point: What\'s the Best Speed for Organizational Change?......Page 460
Appreciative Inquiry Approach......Page 461
Large Group Intervention Approach......Page 463
Cross-Cultural and Ethical Issues in Organizational Change......Page 464
Chapter Summary......Page 465
Critical Thinking Questions......Page 466
Case Study: TransAct Insurance Corporation......Page 467
Team Exercise: Strategic Change Incidents......Page 468
Case 1: A Mir Kiss?......Page 469
Case 2: Arctic Mining Consultants......Page 470
Case 3: From REO to Nuclear to Nucor......Page 472
Case 4: Going to the X-Stream......Page 474
Case 5: Keeping Suzanne Chalmers......Page 477
Case 6: The Regency Grand Hotel......Page 478
Case 7: Simmons Laboratories......Page 479
Case 9: The Outstanding Faculty Award......Page 483
Case 10: The Shipping Industry Accounting Team......Page 484
Case 11: Vêtements Ltée......Page 485
Appendix A Theory Building and Systematic Research Methods......Page 486
Endnotes......Page 494
Organization Index......Page 580
Name Index......Page 584
Glossary/Subject Index......Page 607