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CONTENTS PART ONE Introduction 1 Introduction to the Field of Organizational Behavior 2 The Field of Organizational Behavior 4 What Are Organizations? 5 Why Study Organizational Behavior? 6 Organizational Behavior Trends 7 Globalization 8 Information Technology and OB 9 The Changing Workforce 11 Emerging Employment Relationships 14 Global Connections 1.1: Japan?s Rising Tide of Freeters 15 Workplace Values and Ethics 16 The Five Anchors of Organizational Behavior 18 The Multidisciplinary Anchor 18 The Systematic Research Anchor 20 The Contingency Anchor 20 The Multiple Levels of Analysis Anchor 20 The Open Systems Anchor 21 Knowledge Management 23 Knowledge Management Processes 23 Organizational Memory 25 The Journey Begins 26 Chapter Summary 26 Key Terms 27 Discussion Questions 27 Case Study 1.1: Pfizer-Pharmacia Merger 28 Case Study 1.2: Ancol Corporation 30 Case Study 1.3: Planet Starbucks 31 Team Exercise 1.4: Human Checkers 32 Self-Assessment Exercise 1.5: It All Makes Sense 33 Self-Assessment Exercise 1.6: Telework Disposition Assessment 33 PART TWO Individual Behavior and Processes 35 Individual Behavior, Values, and Personality 36 MARS Model of Individual Behavior and Results 38 Employee Motivation 39 Ability 39 Role Perceptions 41 Situational Factors 41 Types of Individual Behavior in Organizations 42 Task Performance 42 Exhibiting Organizational Citizenship 43 Counterproductive Work Behaviors 43 Joining and Staying with the Organization 44 Maintaining Work Attendance 45 Values in the Workplace 45 Global Connections 2.1: Cultivating Values at New Zealand?s ?The Warehouse? 46 Types of Values 47 Values Congruence 48 Values across Cultures 49 Global Connections 2.2: South Korean Culture Meets American Values in Montgomery, Alabama 50 Individualism and Collectivism 51 Other Cross-Cultural Values 52 Ethical Values and Behavior 53 Four Ethical Principles 54 Moral Intensity, Ethical Sensitivity, and Situational Influences 55 Cultural Differences in Business Ethics 55 Supporting Ethical Behavior 56 Personality in Organizations 57 The Origins of Personality 57 Personality and Organizational Behavior 58 The Big Five Personality Dimensions 58 Myers-Briggs Type Indicator 60 Other Personality Traits 61 Personality and Vocational Choice 62 Chapter Summary 64 Key Terms 65 Discussion Questions 65 Case Study 2.1: Heading for the Big Apple 66 Case Study 2.2: Pushing Paper Can Be Fun 68 Case Study 2.3: After Enron: The Ideal Corporation 69 Team Exercise 2.4: Comparing Cultural Values 70 Team Exercise 2.5: Ethics Dilemma Vignettes 70 Self-Assessment Exercise 2.6: Identifying Your Self-Monitoring Personality 71 Self-Assessment Exercise 2.7: Individualism?Collectivism Scale 73 Self-Assessment Exercise 2.8: Identifying Your Locus of Control 73 Self-Assessment Exercise 2.9: Matching Holland?s Career Types 73 Perception and Learning in Organizations 74 The Perceptual Process 76 Selective Attention 77 Perceptual Organization and Interpretation 77 Social Identity Theory 78 Perceiving Others through Social Identity 80 Stereotyping in Organizational Settings 80 Why Stereotyping Occurs 81 Problems with Stereotyping 81 Global Connections 3.1: Social Identity and Stereotypes Discourage Women from Engineering 82 MINIMIZING STEREOTYPING BIAS 83 Connections 3.2: Meaningful Contact through the UPS Community Internship Program 84 Attribution Theory 85 Attribution Errors 86 Self-Fulfilling Prophecy 87 Self-Fulfilling Prophecies in Practice 88 Other Perceptual Errors 89 Primacy Effect 89 Recency Effect 89 Halo Error 90 Projection Bias 90 Improving Perceptions 91 Improving Perceptions through Empathy 91 Know Yourself: Applying the Johari Window 92 Learning in Organizations 93 Learning Explicit and Tacit Knowledge 93 Behavior Modification: Learning through Reinforcement 94 A-B-C?s of Behavior Modification 94 Contingencies of Reinforcement 95 Schedules of Reinforcement 96 Behavior Modification in Practice 97 Social Learning Theory: Learning by Observing 98 Behavioral Modeling 98 Learning Behavior Consequences 99 Self-Reinforcement 99 Learning through Experience 99 Experiential Learning in Practice 100 Chapter Summary 102 Key Terms 103 Discussion Questions 103 Case Study 3.1: Nupath Foods, Inc. 104 Case Study 3.2: No Way to Treat a Lady 105 Team Exercise 3.3: The Learning Exercise 106 Self-Assessment Exercise 3.4: Assessing Your General Self-Efficacy 106 Self Assessment Exercise 3.5: Assessing Your Perspective-Taking (Cognitive Empathy) 106 Self-Assessment Exercise 3.6: Assessing Your Emotional Empathy 107 Workplace Emotions and Attitudes 108 Emotions in the Workplace 110 Types of Emotions 111 Emotions, Attitudes, and Behavior 111 Connections 4.1: Serious Fun: Companies Want Employees to Experience Positive Emotions 115 Managing Emotions at Work 116 CONDITIONS REQUIRING EMOTIONAL LABOR 116 Emotional Dissonance 117 Global Connections 4.2: Japanese Employees Learn Service with a Smile 118 Supporting Emotional Labor 118 Emotional Intelligence 119 Job Satisfaction 122 Job Satisfaction and Work Behavior 123 Job Satisfaction and Performance 124 Job Satisfaction and Customer Satisfaction 125 Organizational Commitment 126 Consequences of Organizational Commitment 127 Building Organizational Commitment 127 Psychological Contracts 128 Types of Psychological Contracts 129 Psychological Contracts across Cultures and Generations 130 Chapter Summary 131 Key Terms 131 Discussion Questions 132 Case Study 4.1: Diana?s Disappointment: The Promotion Stumbling Block 132 Case Study 4.2: The Big Squeeze on Workers 134 Team Exercise 4.3: Ranking Jobs on Their Emotional Labor 134 Self-Assessment Exercise 4.4: School Commitment Scale 135 Self-Assessment 4.5: Dispositional Mood Scale 137 Motivation in the Workplace 138 Needs-Based Theories of Motivation 140 Needs Hierarchy Theory 141 ERG Theory 141 Innate Human Drives 143 Theory of Learned Needs 145 Practical Implications of Needs-Based Motivation Theories 147 Expectancy Theory of Motivation 147 Expectancy Theory Model 148 Expectancy Theory in Practice 149 Does Expectancy Theory Fit Reality? 151 Goal Setting and Feedback 151 Characteristics of Effective Goals 152 Characteristics of Effective Feedback 153 Connections 5.1: A Coach for All Seasons 155 Applications and Limitations of Goal Setting and Feedback 156 Organizational Justice 157 Distributive Justice and Equity Theory 157 Global Connections 5.2: Protesting Unfair ?Fat Cat? Pay in the United Kingdom 160 Procedural Justice 161 CHAPTER SUMMARY 164 Key Terms 165 Discussion Questions 165 Case Study 5.1: Buddy?s Snack Company 166 Case Study 5.2: CEO Coaches 167 Team Exercise 5.3: A Question of Feedback 168 Self-Assessment Exercise 5.4: Measuring Your Equity Sensitivity 168 Self-Assessment Exercise 5.5: Measuring Your Growth Need Strength 170 Applied Performance Practices 172 The Meaning of Money in the Workplace 174 Money and Employee Needs 174 Money Attitudes and Values 174 Money and Self-Identity 175 Reward Practices 176 Membership- and Seniority-Based Rewards 176 Job Status?Based Rewards 176 Competency-Based Rewards 177 Performance-Based Rewards 178 Global Connections 6.1: Opening the Books at Tien Wah Press 180 Improving Reward Effectiveness 181 Connections 6.2: When Rewards Go Wrong 183 Job Design Practices 184 Job Design and Work Efficiency 184 Job Design and Work Motivation 186 Increasing Work Motivation through Job Design 188 Empowerment Practices 191 Creating Empowerment 191 Global Connections 6.3: The Empowerment of Semco 192 Practicing Self-Leadership 193 Personal Goal Setting 194 Constructive Thought Patterns 194 Designing Natural Rewards 195 Self-Monitoring 195 Self-Reinforcement 195 Self-Leadership in Practice 195 Chapter Summary 196 Key Terms 197 Discussion Questions 197 Case Study 6.1: The Regency Grand Hotel 198 Case Study 6.2: Now It?s Getting Personal 200 Team Exercise 6.3: Is Student Work Enriched? 200 Self-Assessment Exercise 6.4: What Is Your Attitude toward Money? 202 Self-Assessment Exercise 6.5: Assessing Your Self-Leadership 202 Self-Assessment Exercise 6.6: Student Empowerment Scale 203 WORK-RELATED STRESS AND STRESS MANAGEMENT 204 What Is Stress? 206 General Adaptation Syndrome 207 Stressors: The Causes of Stress 208 Interpersonal Stressors 208 Role-Related Stressors 211 Task-Control Stressors 211 Global Connections 7.1: Karoshi: Death by Overwork in Japan 212 Organizational and Physical Environment Stressors 212 Work?Nonwork Stressors 213 Stress and Occupations 214 Individual Differences in Stress 215 Work Stress and Type A/Type B Behavior Patterns 216 Work Stress and Workaholism 216 Connections 7.2: Workaholism: An American Addiction 217 Consequences of Distress 218 Physiological Consequences 218 Psychological Consequences 218 Behavioral Consequences 220 Managing Work-Related Stress 220 Remove the Stressor 221 Withdraw from the Stressor 223 Change Stress Perceptions 223 Control the Consequences of Stress 224 Receive Social Support 225 Chapter Summary 226 Key Terms 226 Discussion Questions 226 Case Study 7.1: A Typical Day for Joe Hansen, Managing Director 227 Case Study 7.2: Rethinking the Rat Race 229 Team Exercise 7.3: Stage Fright! 230 Self-Assessment Exercise 7.4: Time Stress Scale 230 Self-Assessment Exercise 7.5: Behavior Activity Profile?The Type A Scale 231 Self-Assessment Exercise 7.6: Work Addiction Risk Test 231 Self Assessment Exercise 7.7: Perceived Stress Scale 231 PART THREE Team Processes 233 Decision Making and Creativity 234 The ?Rational? Decision-Making Model 236 Problems with the Rational Decision-Making Model 237 Identifying Problems and Opportunities 238 Perceptual Biases and Diagnostic Skill Failures 238 Connections 8.1: Famous Missed Opportunities 239 IDENTIFYING PROBLEMS AND OPPORTUNITIES MORE EFFECTIVELY 240 Evaluating and Choosing Alternatives 240 Problems with Goals 241 Problems with Information Processing 241 Problems with Maximization 242 Emotions and Making Choices 242 Intuition and Making Choices 243 Choosing Solutions More Effectively 243 Evaluating Decision Outcomes 244 Escalation of Commitment 244 Evaluating Decision Outcomes More Effectively 245 Employee Involvement in Decision Making 246 Global Connections 8.2: High Involvement Saves Argentine Companies 247 Benefits of Employee Involvement 248 Contingencies of Employee Involvement 248 Creativity 249 The Creative Process Model 250 Creative People and Work Environments 251 Activities that Encourage Creativity 253 Chapter Summary 254 Key Terms 255 Discussion Questions 255 Case Study 8.1: Employee Involvement Cases 256 Case Study 8.2: The Art of Brainstorming 257 Team Exercise 8.3: Where in the World Are We? 258 Team Exercise 8.4: Winter Survival Exercise 260 Team Exercise 8.5: The Hopping Orange 261 Team Exercise 8.6: Creativity Brainbusters 261 Self-Assessment Exercise 8.7: Measuring Your Creative Personality 262 Self-Assessment Exercise 8.8: Testing Your Creative Bench Strength 263 Self-Assessment Exercise 8.9: Decision-Making Style Inventory 263 Foundations of Team Dynamics 264 Types of Teams and Informal Groups 266 Permanent and Temporary Teams 267 Informal Groups 268 Why Rely on Teams? 269 Connections 9.1: Teamwork Revs Up Production at Bombardier Marine Corporation 270 A Model of Team Effectiveness 270 Organizational and Team Environment 271 Team Design Features 272 Task Characteristics 273 Team Size 274 Team Composition 275 Team Processes 276 Team Development 277 Team Norms 278 Global Connections 9.2: Elite New Zealand Prison Team?s ?Culture of Obedience? 280 Team Roles 281 Team Cohesiveness 282 The Trouble with Teams 285 Social Loafing 286 Chapter Summary 287 Key Terms 288 Discussion Questions 288 Case Study 9.1: Treetop Forest Products 289 Case Study 9.2: Detroit Is Cruising for Quality 290 Team Exercise 9.3: Team Tower Power 291 Self-Assessment Exercise 9.4: Team Roles Preferences Scale 292 Developing High-Performance Teams 294 Self-Directed Work Teams 296 Sociotechnical Systems Theory and SDWTs 297 Challenges to Self-Directed Work Teams 300 Virtual Teams 301 Why Companies Form Virtual Teams 302 Designing High-Performance Virtual Teams 303 Team Trust 305 Team Decision Making 307 Constraints on Team Decision Making 307 Team Structures to Improve Creativity and Decision Making 309 Connections 10.1: IDEO Catches a Brainstorm 312 Team Building 314 Types of Team Building 314 Global Connections 10.2: Asian Companies Move Team Building Outdoors 315 Is Team Building Effective? 316 Chapter Summary 316 Key Terms 318 Discussion Questions 318 Case Study 10.1: The Shipping Industry Accounting Team 318 Case Study 10.2: The New Teamwork 320 Team Exercise 10.3: Egg Drop Exercise 320 Self-Assessment Exercise 10.4: The Team Player Inventory 321 Communicating in Teams and Organizations 322 A Model of Communication 325 Communication Channels 326 Verbal Communication 326 Electronic Mail 326 Other Computer-Mediated Communication 328 Global Connections 11.1: British Organizations Ban E-Mail to Rediscover Live Conversation 329 Nonverbal Communication 330 Global Connections 11.2: Nonverbal Gestures Help Crowd Control during Iraq War 331 Choosing the Best Communication Channels 332 Media Richness 332 Symbolic Meaning of the Medium 334 Communication Barriers (Noise) 334 Perceptions 334 Filtering 334 Language 335 Information Overload 336 Cross-Cultural and Gender Communication 337 Nonverbal Differences 338 Gender Differences in Communication 339 Improving Interpersonal Communication 340 Getting Your Message Across 340 Active Listening 341 Communicating in Organizational Hierarchies 342 Work Space Design 343 Newsletters and E-Zines 343 Employee Surveys 344 Direct Communication with Top Management 344 Communicating through the Grapevine 345 Grapevine Characteristics 345 Grapevine Benefits and Limitations 345 Chapter Summary 347 Key Terms 348 Discussion Questions 348 Case Study 11.1: Bridging the Two Worlds: The Organizational Dilemma 348 Case Study 11.2: Watch What You Put in that Office E-Mail 350 Team Exercise 11.3: Analyzing the Electronic Grapevine 350 Team Exercise 11.4: Active Listening 351 Team Exercise 11.5: A Cross-Cultural Communications Game 352 Self-Assessment Exercise 11.6: Active Listening Skills Inventory 353 Power and Influence in the Workplace 356 The Meaning of Power 358 A Model of Power in Organizations 359 Sources of Power in Organizations 359 Legitimate Power 360 Reward Power 361 Coercive Power 362 Expert Power 362 Referent Power 362 Information and Power 362 Contingencies of Power 364 Substitutability 364 Centrality 365 Discretion 366 Visibility 366 Networking and Power 367 Office Romance and Power 367 Connections 12.1: Golf Power 368 Influencing Others 369 Types of Influence Tactics 369 Contingencies of Influence Tactics 374 Influence Tactics and Organizational Politics 375 Conditions Supporting Organizational Politics 376 Global Connections 12.2: The Organizational Politics of Replacing Your Boss 377 Minimizing Organizational Politics and Its Consequences 377 Chapter Summary 378 Key Terms 379 Discussion Questions 379 Case Study 12.1: TriVac Industries, Inc. 380 12.2: A Whistle-Blower Rocks an Industry 382 Team Exercise 12.3: Budget Deliberations 383 Self-Assessment Exercise 12.4: Upward Influence Scale 384 Self-Assessment Exercise 12.5: Perceptions of Politics Scale (POPS) 384 Self-Assessment Exercise 12.6: Machiavellianism Scale 384 Conflict and Negotiation in the Workplace 386 The Conflict Process 388 Conflict Perceptions and Emotions 388 Manifest Conflict 389 Conflict Outcomes 390 Sources of Conflict in Organizations 391 Incompatible Goals 391 Differentiation 391 Global Connections 13.1: Midair Conflicts for Air Canada and Former Canadian Airline Pilots 392 Task Interdependence 393 Scarce Resources 393 Ambiguous Rules 394 Communication Problems 394 Interpersonal Conflict Management Styles 394 Choosing the Best Conflict Management Style 396 Cultural and Gender Differences in Conflict Management Styles 397 Structural Approaches to Conflict Management 398 Emphasizing Superordinate Goals 398 Reducing Differentiation 400 Improving Communication and Understanding 400 Reducing Task Interdependence 400 Connections 13.2: Learning Cooperative Teamwork through the Drumbeat 401 Increasing Resources 402 Clarifying Rules and Procedures 402 Resolving Conflict through Negotiation 402 Bargaining Zone Model of Negotiations 403 Situational Influences on Negotiations 404 Negotiator Behaviors 405 Third-Party Conflict Resolution 406 Choosing the Best Third-Party Intervention Strategy 407 Chapter Summary 408 Key Terms 409 Discussion Questions 409 Case Study 13.1: Conflict in Close Quarters 410 Case Study 13.2: The House of Pritzker 412 Team Exercise 13.3: Ugli Orange Role Play 412 Self-Assessment Exercise 13.4: The Dutch Test for Conflict Handling 413 Leadership in Organizational Settings 414 Perspectives of Leadership 416 Competency (Trait) Perspective of Leadership 417 Connections 14.1: In Search of Leader Integrity 419 Competency (Trait) Perceptive Limitations and Practical Implications 420 Behavioral Perspective of Leadership 421 Choosing Task- versus People-Oriented Leadership 421 Contingency Perspective of Leadership 422 Path?Goal Theory of Leadership 422 Contingencies of Path?Goal Theory 424 Practical Implications and Limitations of Path?Goal Theory 425 Other Contingency Theories 425 Transformational Perspective of Leadership 428 Transformational versus Transactional Leadership 428 Transformational versus Charismatic Leadership 429 Elements of Transformational Leadership 429 Evaluating the Transformational Leadership Perspective 431 Implicit Leadership Perspective 432 Attributing Leadership 432 Stereotyping Leadership 432 Need for Situational Control 433 Cross-Cultural and Gender Issues in Leadership 433 Global Connections 14.2: Leading through Ubuntu Values 434 Gender Differences in Leadership 435 Chapter Summary 436 Key Terms 437 Discussion Questions 437 Case Study 14.1: Josh Martin 437 Case Study 14.2: Staying on Top 439 Team Exercise 14.3: Leadership Diagnostic Analysis 439 Self-Assessment Exercise 14.4: Leadership Dimensions Instrument 440 PART FOUR Organizational Processes 443 Organizational Structure and Design 444 Division of Labor and Coordination 446 Division of Labor 446 Coordinating Work Activities 447 Elements of Organizational Structure 449 Span of Control 449 Centralization and Decentralization 451 Formalization 453 Mechanistic versus Organic Structures 453 Connections 15.1: The Extreme Organic Structure of Harbinger Partners 454 Forms of Departmentalization 455 Simple Structure 455 Functional Structure 456 Divisional Structure 457 Matrix Structure 459 Team-Based (Lateral) Structure 461 Global Connections 15.2: Flight Centre?s Team-Based Tribal Structure 462 Network Structures 463 Contingencies of Organizational Design 465 Organizational Size 465 Technology 466 External Environment 466 Organizational Strategy 468 Chapter Summary 468 Key Terms 469 Discussion Questions 469 Case Study 15.1: The Rise and Fall of PMC AG 470 Case Study 15.2: Ballmer?s Microsoft 471 Team Exercise 15.3: The Club Ed Exercise 472 Self-Assessment Exercise 15.4: Identifying Your Preferred Organizational Structure 472 Organizational Culture 474 Elements of Organizational Culture 476 Content of Organizational Culture 477 Organizational Subcultures 478 Deciphering Organizational Culture through Artifacts 478 Organizational Stories and Legends 479 Rituals and Ceremonies 480 Organizational Language 480 Physical Structures and Symbols 481 Organizational Culture and Performance 481 Organizational Culture Strength and Fit 482 Global Connections 16.1: German Advertising Firm Embraces a ?Back to Work? Culture 483 Adaptive Cultures 483 Organizational Culture and Business Ethics 484 Merging Organizational Cultures 484 Bicultural Audit 485 Connections 16.2: Injecting ?Compaq DNA? into Hewlett-Packard Culture 486 Strategies to Merge Different Organizational Cultures 486 Changing and Strengthening Organizational Culture 488 Strengthening Organizational Culture 489 Organizational Socialization 491 Socialization as a Learning and Adjustment Process 491 Stages of Socialization 492 Improving the Socialization Process 494 Socialization Agents 494 Chapter Summary 495 Key Terms 496 Discussion Questions 496 Case Study 16.1: AssetOne Bank 497 Case Study 16.2: Shaking Up Merrill 498 Web Exercise 16.3: Diagnosing Corporate Culture Proclamations 498 Team Exercise 16.4: Truth in Advertising 499 Self-Assessment Exercise 16.5: Corporate Culture Preference Scale 499 Organizational Change 502 Lewin?s Force Field Analysis Model 504 Restraining Forces 505 Unfreezing, Changing, and Refreezing 507 Creating an Urgency for Change 508 Reducing the Restraining Forces 508 Global Connections 17.1: Coaching for Change at Unilever?s Elida Faberge Factory in Seacroft 511 Refreezing the Desired Conditions 513 Strategic Visions, Change Agents, and Diffusing Change 513 Strategic Visions 514 Change Agents 514 Diffusion of Change 514 Three Approaches to Organizational Change 515 Action Research Approach 515 Appreciative Inquiry Approach 517 Connections 17.2: Changing for the Better by Appreciating the Positive 519 Parallel Learning Structure Approach 520 Cross-Cultural and Ethical Issues in Organization Change 520 Personal Change for the Road Ahead 521 Understand Your Needs and Values 521 Understand Your Competencies 522 Set Career Goals 522 Maintain Networks 523 Get a Mentor 523 Organizational Behavior: The Journey Continues 523 CHAPTER SUMMARY 523 Key Terms 524 Discussion Questions 524 Case Study 17.1: The Excellent Employee 525 Case Study 17.2: Will Jeff Immelt?s New Push Pay Off for GE? 526 Team Exercise 17.3: Strategic Change Incidents 527 Self-Assessment Exercise 17.4: Tolerance of Change Scale 528 ADDITIONAL CASES 530 Case 1: Aegis Electronic Group, Inc. 530 Case 2: Arctic Mining Consultants 533 Case 3: Big Screen?s Big Failure 535 Case 4: Keeping Suzanne Chalmers 540 Case 5: Magic Cable 542 Case 6: Perfect Pizzeria 546 Case 7: Two Men and a Truck International 547 Video Summaries 552 APPENDIX A Theory Building and Systematic Research Methods 557 APPENDIX B Scoring Keys for Self-Assessment Exercises 565 GLOSSARY 575 NOTES 583 PHOTO CREDITS 656 COMPANY INDEX 658 NAME INDEX 661 SUBJECT INDEX 681 URL INDEX 688
Library of Congress Subject Headings for this publication:
Organizational behavior.