Principles of Organizational Behavior: The Handbook of Evidence-Based Management

Cover
Title Page
Copyright Page
Contents
Preface
Acknowledgments
Introduction
	Teaching
	Management
	Notes Regarding the Third Edition
	References
Chapter 1 Select on Intelligence
	Co-author’s Note
	What Is Intelligence?
	Higher Intelligence Leads to Better Job Performance
	Why Does Higher Intelligence Lead to Better Job Performance?
	What Is Required to Make This Principle Work?
	Are There Moderators or Exceptions to This Principle?
		Is Intelligence More Valid for More Complex Jobs?
		Can Job Experience Replace the Role of Intelligence?
		Can Intelligence Predict Nontask Performance?
	Five Common Questions About Implementing an Intelligence-Based Hiring System
		Can an Applicant Be Too Intelligent for a Job?
		Is Intelligence All That Matters?
		Does the Use of GMA Tests Have Any Adverse Impact?
		How Do Job Applicants React to the Use of GMA Tests?
		Economically, Is a GMA-Based Hiring System Really Worth the Effort?
	Case Examples
		The Philip Morris Plant in Cabarrus County, North Carolina
		US Steel Plant at Fairless Hill, PA
	References
	Exercises
		Hiring Office Workers
		Educating the CEO
	Discussion Questions
Chapter 2 Select on Conscientiousness and Emotional Stability
	Select on Conscientiousness and Emotional Stability
		Conscientiousness and Emotional Stability Predict Broad and Diverse Outcomes
		Overall Job Performance
		Counterproductive Work Behavior
		Organizational Citizenship
		Teamwork and Collective Effort
		Attitudes – Job Satisfaction and Organizational Commitment
		Withdrawal Behaviors
	How Do Conscientiousness and Emotional Stability Affect Job Performance?
	Are There Exceptions to the General Principle?
	Subprinciple: Other Traits Predict Performance in Particular Jobs
	Are There Legal Issues in Implementing These Principles?
	Best Practices for Implementation
	Case Examples
		1.  Relationship of Conscientiousness and Emotional Stability to Career Success
		2.  Conscientiousness and Emotional Stability and Astronauts Going to Mars
	References
	Exercises
	Discussion Questions
Chapter 3 Structure Interviews to Recruit and Hire the Best People
	Decision-Making Research
	Decision-Making in Interviews
		Interviewers’ Decisions
		Applicant’s Decisions
	Structured Interviews
	Improving Decision-Making by Increasing Interview Structure
		Subprinciple 1: Identify the primary goals for the interview: recruitment, selection, or a combined focus.
		Subprinciple 2: Develop a set of questions – based on job analysis – that ask about applicants’ capacity to perform the job.
		Formats
		Subprinciple 3: Develop a set of scoring criteria for evaluating applicants’ answers.
		Subprinciple 4: When interviewing, ask all applicants the same questions in the same order.
		Subprinciple 5: Ask interviewers to take brief notes on each applicant and to review their notes before rating applicants.
		Subprinciple 6: Select or train interviewers to build rapport with applicants.
		Subprinciple 7: If interviews receive preinterview information about applicants, make sure that it is valid.
		Subprinciple 8: Ask applicants about their decision process and criteria, and share realistic information tailored to those processes and criteria.
		Subprinciple 9: If it is not possible to structure interviews, then arrange for three to four independent interviewers to meet with each applicant.
	Case Examples
		Untrained Interview Case
		Past Behavior Description-Based Interview Case
		Untrained Recruitments Interview Case
	References
	Exercises
		Interviewing Applicants Exercise
		Evaluating Applicant Answers Exercise
		Video Analysis and Discussion
	Discussion Questions
Chapter 4 Attain Emotional Control by Understanding What Emotions Are
	What Emotions Are
		The causal sequence
		A mood is an enduring emotional state
		Multiple emotions
		Secondary appraisal
		Emotions and action
		Emotions and reason
		Consequences of emotion at work
		Changing an emotion
		Emotions and life
	Moderators
	Achieving Emotional Control
	Auxiliary Issues in Emotion
		Is there such a thing as Emotional Intelligence (EI)?
		Emotional experience versus emotional expression
		The effect of the manager on the mood of the office
		Should you fake emotions?
		What about customer service personnel?
		Burnout
		Defensiveness
	Is the Core Role of the Leader Emotional or Rational?
		One’s job and careers as a source of life happiness
	References
	Exercises
		Personal
		Group
	Discussion Questions
Chapter 5 Motivate Employee Performance Through Goal Setting
	Main Principle
		Subprinciples
		Set Challenging Specific Goals
	Mediators
	MODERATORS
		Provide Feedback in Relation to Goals
		Gain Goal Commitment
		Provide Resources Needed to Attain the Goal
		Learning Versus Performance Goals
		Environmental Uncertainty
		Stretch Goals
	Use the High Performance Cycle
	Issues in Implementation
		For What Should Goals Be Set?
		Who Should Set the Goals?
		Training Self-Regulation
	Case Examples
		Positive: The University of Washington
		Negative: The Potential Downside of Goal Setting
	Goals Set in the Subconscious
	Future Research
		Conclusion
	References
	Exercises
		Exercise #1
		Exercise #2
		Exercise #3
	Discussion Questions
	Appendix: Guidelines for Effective Goal Setting in Organizations
	Focus
	Types of Goals
	Prioritization
	Goals, Difficulty, and Effort
	Stretch (Very Hard or Impossible) Goals as an Exception
	Goals and Time
	Knowledge and Skill
	Feedback
	Gaining Commitment to Goals
	Who Sets the Goals?
	How to Prevent Cheating
	Goals and Pay
	Goals and Job Satisfaction
	Goals and Teams
	Goals and Bullying
	Recent Discoveries
		Writing About Goals and Values
		Subconscious Priming of Goals
Chapter 6 Cultivate Self-Efficacy for Personal and Organizational Effectiveness
	Editors’ Note
	Core Functional Properties of Perceived Self-Efficacy
	Diverse Organizational Impact of Perceived Self-Efficacy
	Principles Governing the Development of Personal and Collective Efficacy
		Enablement Through Guided Mastery
	Cultivation of Self-Regulatory Competencies
		Conclusion
	References
	Exercises
		1. Personal Self-Efficacy Building
		2. Building Team Efficacy
Chapter 7 Pay for Performance
	What Is Required to Make the Principle Work?
		Define Performance
		Communicate
		Ensure Competence
		Make Pay Systems Commensurate with Employees’ Values
		Use Nonfinancial Motivators Too
		Use Money in Conjunction with Intrinsic Motivation
		Promote a Culture of Honesty and Integrity
		Target the Appropriate Organizational Level
		Make Pay Commensurate with the Level of Risk Employees Are Required to Bear
	Possible Exceptions to the Principle of Paying for Performance
		When Employees Are Learning
		When the Employer Can Monitor
		When Other Motivators Are Sufficient or Compensatory
		When the Company Is Unionized
		Case Examples
		1.  Paying for Individual Performance
		Wells Fargo
		2. Paying for Team Performance
		Children’s Hospital of Boston
		3. Paying for Organizational Performance
		Handelsbanken
	References
	Exercises
		Analyzing the Pay System at Your Job
	Discussion Questions
Chapter 8 Promote Job Satisfaction Through Mental Challenge
	Job Characteristics Model
		Measurement of Job Characteristics
		Research Support
	How to Increase Mental Challenge in Jobs
	Criticisms and Limitations
		Measurement of Job Characteristics
		Motivational Versus Mechanistic Work Design Approaches
	Moderators
		Employees with Low Growth Need Strength
		Employees Who Value Other Job Attributes
		Personality
		Other Moderators
	Case Examples
		1. Job Redesign at Volvo’s Manufacturing Plants
		2. A Case of Resolving Boredom at Work in the Catering Sector
	References
	Exercises
		1. Identifying Factors Related to Job Satisfaction
		2. Redesigning Jobs to Increase Mental Challenge
	Discussion Questions
Chapter 9 Follow the Science to Make Training Work
	Analyze Training Needs
		Execute Due Diligence
		Define Performance Requirements
		Define Cognitive and Affective States
		Define Knowledge, Skills, and Abilities (KSA) Attributes
		Delineate Learning Objectives
	Develop Training Content
		Design Learning Architecture
		Forge Instructional Experiences
		Develop Assessment Tools
	Deploy Training
		Set the Stage for Learning
		Deliver the Blended Learning Solution
		Support Transfer and Maintenance
	Evaluate Training
		Execute Evaluation Planning
		Gauge Trainee and Team Learning
		Gauge Organizational Impact
	Case Examples
		1.  A Success: The Aviation Experience
		2.  A Failure: Training the Sales Force
	Acknowledgments
	References
	Exercises
		1. Training Planning
		2. Training Evaluation
	Discussion Questions
	Training Media Resources
Chapter 10 Embed Performance Appraisals into Broader Performance or Management Systems
	Components of a Performance Appraisal
		Individual Objectives Attainment
		Behavior-Based Appraisal
		Personal Development Plan
		Summary
	How to Improve Individual and Organizational Performance
		Goal Setting
		Leader as Coach
		Multisource Feedback
		Training
		Summary
	Case Examples
		Example A
		Example B
	References
	Exercises
		Conduct a Self-Appraisal or Group Appraisal
		Video Analysis and Discussion
	Discussion Questions
Chapter 11 Use Participation to Share Information and Distribute Knowledge
	Participation Does Not Always Motivate, and the Lack of it Does Not Always Demotivate
		Moderators: When Is Participation Most Likely to Motivate?
	Primary Causal Mechanism: Participation Disseminates Information
		Moderators: When Is Participation Most Able to Inform?
	Implementation: Structuring Participation Can Make it More Effective
	Case Examples
		1. Volvo
		2. Toyota
	References
	Exercises
		1. Demonstrating the effectiveness of participation as a method of sharing information
		2. Choosing the most appropriate process
		3. Video analysis and discussion
	Discussion Questions
Chapter 12 Recognizing Employees
	Why Recognition Works
	What and Who Should Be Recognized
	How Recognition Should Occur
	At What Level Should the Recognition Happen
	The Role of Recognition Beyond Employee and Organization Outcomes
	Case Examples
		Recognition at Walt Disney World
		Recognition Errors
	References
	Exercises
		Video Analysis and Discussion
	Discussion Questions
Chapter 13 Sustain Organizational Performance Through Continuous Learning, Change, and Realignment
	Basic Facts About Organizational Behavior and Change
		Organizations Are Complex Open Systems
		Organizational Alignment Develops a Distinctive and Persistent Culture
		Organizational Behavior Is Resistant to Change
	Forces for Organizational Change: Dissatisfaction and Leadership
		Consistency Between Means and Ends
	How to Lead Change: Seven Steps for Successful Change
		1.  Mobilize energy for change
		2. Develop a new compelling direction – Strategy and values
		3. Identify organizational barriers to implementing the new direction
		4. Develop a vision of how the business will be organized for success
		5. Communicate and involve people in implementation
		6. Support behavior change
		7. Monitor progress and make further changes
	Orchestrating Corporate-Wide Strategic Change
	Case Examples
		Apple Computer: A case of failure
		Hewlett Packard’s Santa Rosa Systems Division (HP/SRSD): Successful unit-level change
		ASDA: Successful corporate-wide strategic change
	Exceptions and Moderators: How Universal Are These Change Guidelines?
		Conclusion
	References
	Exercises
		Assess the effectiveness of your MBA program and diagnose reasons for misalignment and ineffectiveness
		Develop a change plan that will align the MBA program with strategic goals articulated in the first exercise
	Video Analysis and Discussion
	Discussion Questions
Chapter 14 Empowerment’s Pivotal Role in Enhancing Effective Self- and Shared Leadership
	The Empowerment Process
		Stage 1
		Stage 2
		Stage 3
		Stages 4–6
	Boundary Conditions/Moderators
	Case Examples
		Richard Branson, the Virgin Group
		Julie Morath, Children’s Hospital and Clinics of Minneapolis
		To and from the Depths of Despair
	References
	Exercises
		Your empowerment profile
	Description
	Diagnosis with a Partner
		Analysis of the Film Dead Poets Society
	Discussion Questions
Chapter 15 Effective Use of Power and Influence Tactics in Organizations
	Introduction
	Sources of Individual Power
		Legitimate Power
		Reward Power
		Coercive Power
		Information Power
		Expert Power
		Referent Power
	Power and Leadership Effectiveness
	Outcomes of Specific Influence Attempts
	Proactive Influence Tactics
		Rational Persuasion
		Apprising
		Inspirational Appeals
		Consultation
		Exchange Tactics
		Collaboration
		Personal Appeals
		Ingratiation Tactics
		Legitimating Tactics
		Pressure Tactics
		Coalition Tactics
	Effectiveness of Single and Combined Tactics
	Case Examples
		Positive Case: Restview Hospital
		Negative Case: Jeff Skilling and the Rise and Fall of Enron
	References
	Exercises
		Exercise 1
		Exercise 2
		Video Analysis and Discussion
	Discussion Questions
Chapter 16 Engage in Visionary Leadership
	Background in the Literature
	What Visionary Leadership Is All About
		Frequency of Visionary Behavior
		Boldness and Idealism
		Bright Versus Dark Vision as Part of Change Processes
		Singular Versus Shared Vision Formation
	What Drives Visionary Leadership Behavior?
		Neural Underpinnings of Visionary Leadership
	Case Examples
		Martin Luther King
		Mary Kay Ash
		Steve Jobs
		Hugh Pace
		John Mackey
		Elon Musk
		Michael Crow
		Blockbuster Vision: From the Heights of Success to Bankruptcy
	References
	Appendix A
	Future Orientation Scale
	Appendix B
	Strategic Decision-Making Values
		Video Analysis and Discussion
	Discussion Questions
Chapter 17 Foster Trust Through Ability, Benevolence, and Integrity
	Editors’ Note
	The Benefits of Trust
		Redefining the Work Relationship
		Creativity and Innovation
		Job Performance
		Communication
		Commitment to Decisions
		Commitment to the Organization
	Implementing the Principle
		Create a Culture of Trustworthiness
		Increase Leader Ability
		Build Leader Benevolence
		Demonstrate Leader Integrity
		Fostering Trustworthiness Through Alternate Means
	Exceptions to the Principle
		Visibility of the Leader’s Behavior
		Personality of Followers
		Follower Information Processing
	Case Examples
		1. Moving from a Functional to a Product-Oriented Structure
		2. Managing Organizational Change
	References
	Exercises
		1. Appraising the Trustworthiness of Others
		2. Reacting to Trustworthy and Untrustworthy Leaders
		Video Analysis and Discussion
	Discussion Questions
Chapter 18 Teamwork in OrganizationsThe Best Teams Learn, Adapt, and Are Resilient
	Case Examples
		1. Effective Teamwork in the Operating Room
		2. Ineffective Project Team
	Acknowledgment
	References
	Exercises
		Exercise 1
		Exercise 2
		Video Analysis and Discussion
	Discussion Questions
Chapter 19 Compose Teams to Ensure Successful External Activity
	Justification of the Principle
	Mechanisms for Meeting External Demands
		Diversity in Function
		Members’ Connections to Other Groups and Individuals
		Team Configuration
	Applications of the Principle: Using Functional Diversity, Ties, and Team Configuration for Team Composition
	Moderators and Limitations
	Case Examples
		Case 1
		Case 2
	References
	Exercises
		Exercise 1
		Exercise 2
		Video Analysis and Discussion
	Discussion Questions
Chapter 20 Manage Intrateam Conflict Through Collaboration
	Identifying the Type of Intrateam Conflict
	Engaging an Effective Collaboration Strategy
		Use a Collaborative, Problem-Solving Approach
		Key Collaboration Behaviors
	Cultivate Conditions That Promote Collaboration
		Create a Team-Oriented Environment
		Select Team Members with a Propensity to Collaborate
	Summary
	Case Examples
		Dysfunctional Cross-Functional Product Development Team
		Collaborative Integrated Product Development (IPD) Team
		Summary of Cases
	References
	Exercises
		Personal Assessment of Your Team Conflict Management Style
		Video Analysis and Discussion
	Discussion Questions
Chapter 21 Clarity, Conciseness, and Consistency Are the Keys to Effective Communication
	How Communication Happens
	Types of Communication
	Clarity
	Conciseness
	Consistency
	Active Listening
	Overcoming Communication Barriers
	Case Examples
		Effective Communication
		Ineffective Communication
	Exercise
		Video Analysis and Discussion
	Discussion Questions
	References
Chapter 22 Stimulate Creativity by Fueling Passion
	Contextual Factors: Features of the Work Environment
	Determining Factors
	Exceptions to and Extensions of the Basic Principle
	Implementation
	Case Examples1
		Karpenter Versus O’Reilly
	References
	Classroom Exercises
		1. “Scribbles”
		2. Your Ideal Work Environment
		Video Analysis and Discussion
Chapter 23 Manage Stress at Work Through Preventive and Proactive Coping
	Stress at Work
		The Experience of Stress
		Cognitive-Transactional Theory of Stress
		Assessment of Stress
	Coping with Stress at Work
		Consequences of Poor Adjustment to Stress at Work
		Antecedents of Stress and Coping: Demands and Resources
		Dimensions of Coping
	Four Coping Perspectives in Terms of Timing and Certainty
	Ways of Coping
		Coping at the Level of Organizations: Designing Healthy Workplaces
	Case Examples
		Preventive Coping at the Level of Organizations: Improving the Employability of an Aging Workforce
		Proactive Coping at the Individual Level Within Organizations: Dealing with an Authoritarian Leader
		Proactive Coping at the Individual Level Within Organizations: Gain Control by Developing Hardiness
		Proactive Coping at the Individual Level Within Organizations: Learned Optimism Training
	References
	Exercises
		1.  Coping Behaviors
		2. Personal Coping Experiences
		Video Analysis and Discussion
	Discussion Questions
Chapter 24 Conflict Resolution Through Negotiation and Mediation
	The Sources of Conflict and Effectiveness Criteria
	Negotiation as a Managerial Tool for Reconciling Interests
		Negotiation Principles and Recommendations
	The Manager as Mediator
		Key Components of Mediation
		Key Qualities of a Mediator
	Case Example
		Conflict at TelComm: An Exercise Stressing the Different Negotiation and Mediation Approaches to Handling Conflict
	References
	Exercise
		Video Analysis and Discussion
	Tip Sheet for Mediation Preparation and Implementation
		Considerations Prior to Convening the Meeting:
		Commencing the Meeting:
		During the Meeting:
		If Encountering Problems During the Meeting:
Chapter 25 Achieve Entrepreneurial Growth Through Swiftness and Experimentation1
	Entrepreneurs and Entrepreneurship
		The Entrepreneurial Context
	Swiftness – Principle 1
	Experimentation – Principle
	Determining Factors
		Creativity
		Tenacity
		Entrepreneurial Self-Efficacy
		Goal Setting
	Moderating Factors
		Industry Dynamism
		Regional Munificence
		Organizational Resources
	Improving Your Entrepreneurial Skill Set
		Improving Your Creativity
		Improving Your Tenacity
		Improving Your Entrepreneurial Self-Efficacy
		Improving Your Goal Setting
	Exceptions
	Case Examples 1. AIRBNB
	2. Fluent Systems2
		Conclusion
	References
	Exercises
		1.  Adaptation and Change Through Experimentation
		2. Business Venture Idea
		Video Analysis and Discussion
	Discussion Questions
Chapter 26 Achieve Work-Family Balance Through Individual and Organizational Strategies
	Work–Family Balance
		What Factors Influence Balance Perceptions?
	Individual Strategies
		The Selection, Optimization, and Compensation Model
		Boundary Management Styles
		Action-Regulation Strategies
		Allocating Resources to Work and Family Goals
		Changing Resources and Barriers Pertaining to Work and Family Goals
		Sequencing Work and Family Goals
		Revising Existing Work and Family Goals and Selecting New Goals
	Moderators of Individual Strategies
	Organizational Strategies
		Formal Organizational Policies
		Informal Organizational Supports
	Moderators of Organizational Strategies
	Case Examples
		1. First Tennessee Bank
		2. XYZ Company
	References
	Exercises
		1. What Is Your Level of Work–Family Balance?
	2. Small Group Discussion
		Video Analysis and Discussion
	Discussion Questions
Chapter 27 Use Advanced Information Technology to Transform Organizations
	Emerging Technologies
		Social Media
		Internet of Things
		Artificial Intelligence and Big Data
		5G Networks
		3D Printing
		Blockchain
		Three Broad Themes of Information Technologies
	Five Ways It Can Change Organizations
		Increasing the Speed and Efficiency of Operations
		Enhancing Decision-Making and Communication
		Softening/Extending Boundaries of Organizations
		Changing Traditional Industry Structures
	Potential Risks of Large-Scale IT Applications
	Case Example
		Digital Transformation of the Mobility Industry
	References
	Exercises
	Discussion Questions
Chapter 28 Make Management Practice Fit National Cultures and the Global Culture
	From Local to Global Work Contexts
	The Global Work Culture
		The First Subprinciple: Globally Implement Task-Oriented Managerial Practices and Locally Implement Interpersonal-Oriented Practices
		The Second Subprinciple: Identify the Cultural Characteristics of the Countries with Which You Conduct Business
		The Third Subprinciple: Understand Yourself and the Cultural Values You Hold
		The Fourth Subprinciple: Implement Employee-Related Management Practices That Fit in with the Cultural Values
	Matching Management Practices to Cultural Variations
		Goals and Feedback
		Reward Allocation
		Teamwork and Multicultural, Virtual Teams
	Case Examples
		1. Personal Dilemma in an International Acquisition
		2. Cultural Differences Between Employees and Their Manager
	References
	Exercises
		1. The Multicultural Team (MCT) Project – Bonus Allocation
		2. Getting to Know the Host Culture
		Video Analysis and Discussion
	Discussion Questions
Chapter 29 Strategy and Structure for Effectiveness
	Principles of Organization Design
	Levers of Organization Design
	Organization Design and Strategy
	The Four Lenses of Organization Design and Their Impact on Strategy
	Evolution of Organization Design and Strategy
	Case Examples
		Organization Design in Practice: Apple Versus Motorola in Mobile Devices
	References
	Exercise
		Video Analysis and Discussion
	Discussion Questions
Index
EULA