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TABLE OF CONTENTS Chapter 1 The Person and the Organization Organizational Life Defining Organizational Behavior Content Areas of OB Level of Analysis Guiding Principles of OB Skills Technical Skills Decision Making and Judgment Skills Interpersonal Skills Ethical and Moral Skills Self-Knowledge Skills Key Tensions and Challenges for People in Organizations Self versus Organizational Interest Task versus People Focus Work versus Family Exploration versus Exploitation Promotion versus Prevention Depth of Knowledge versus Breadth of Knowledge Post-Script Building a Body of OB Science Methods of OB Field Studies Laboratory Studies Classroom Studies Case Studies Meta-Analysis Surveys and Polls Business Pundits Learning You Are a Work in Progress Engage in Double-Loop versus Single-Loop Learning Bridge the Knowing-Doing Gap Conclusion Chapter 2 Understanding People and Their Behavior What Makes People Tick? Behavior is a Function of Personality and the Situation Intelligence G-Factor Intelligence Multiple Intelligences Emotional Intelligence Skill Areas of Emotional Intelligence Emotions Measuring EQ Research Support for EQ Skills for Building EQ Temperament and the Big Five Motivation A Key Distinction: Intrinsic versus Extrinsic Motivation Maslow's Hierarchy of Needs Expectancy Theory Goal Setting Motivations Vis-Ë-Vis Others Self-Efficacy Organizational Culture Organizational Norms Psychological Contracts Biases in Understanding Others Fundamental Attribution Error Consistency Bias: Halos and forked Tails Primacy and Recency Bias Bandwagon Bias Roadblocks to Understanding Ourselves Unrealistic Optimism Self-Serving Bias / Egocentrism Omniscience Omnipotence The Powerful Process of Adaptation Conclusion Chapter 3 Ethics & Values Ethics and OB Ethics: Moments of Truth Can Ethics Be Taught? Ethics and Levels of Analysis Unethical Behavior as Incremental Descents Into Wrong Doing Cognitive mechanisms Rationalization Norm of Self-Interest Pluralistic Ignorance Desensitization Social-Situational Mechanisms Socialization Conformity Pressure Resource Shortages & Competition Ethical Breaches Prescriptive Ethical Models Mason, Mason, and Culnam's 6 questions Badaracco's 4 enduring questions Anand, Ashforth and Joshi's method for dealing with rationalization and socialization of unethical behavior Ethical Rules of Thumb Front-page test Role modeling Third party advice Policies Accountability Conflicts of interest Conclusion Chapter 4 Communication Overview Basic Communication Model Sender Receiver Message Or Information Intellectual Bandwidth Communication Medium Noise Encoding and Decoding Context Social-Constructionist Communication Model The Social Meanings Model The Collaborative Model Grice's Communication Maxims Whorfian Hypothesis Communication Model and Levels of Analysis Individual Communication: Challenges and Competencies GPA Theory: Goals/Plans/Action Theory Developing Communication Skill Speed Accuracy Flexibility Communication Anxiety Or Apprehension Style Or Accent Control Or Dominance Interpersonal Communication: Challenges and Competencies Message Tuning Message Distortion Biased Interpretation Curse of Knowledge Illusion of Transparency Proximity Effect Indirect versus Direct Communication Group and Team Communication: Challenges and Competencies Uneven Communication Problem Contagion Minimizing Communication Errors in Groups Role Assignments and Role Clarity Discuss Group Process Train People as a Team Perspective Taking Communication and Attention Non-Verbal Communication Types of Cues Lying and Deception Accuracy in Detecting Deception Nonverbal Leakage Detecting Deception and the Written Word Deception and Information Technology The Organizationally-Competent Communicator: Taking Yourself to The Next Level Overt Practice Mental Practice Direct Instruction and Coaching Modeling Role-Playing Story-Telling and Narrative Ask Questions Process Consultation and Active Inquiry Pure Inquiry Exploratory Diagnostic Inquiry Confrontative Inquiry Conclusion Chapter 5 Power and Influence in Organizations Power and Influence Defined Power and Politics in Organizations Playing Organizational Politics Power as an Individual Difference Power and Perception Sources of Power Power Motivation Distinction: Ppower versus sPower Benevolent and Malevolent Power Crimes of Obedience Power and Perception Influence Strategies Weapons of Influence Reciprocation: "The Old Give and Take; and Take" Commitment and Consistency: "Hobgoblins of the Mind" Social Proof: "Truths Are Us" Liking: "The Friendly Thief" Authority: "Directed Deference" Scarcity: "The Rule of the Few" Impression Management Why Do People Conform? Informational Influence Social Influence When Do People Conform? Group Size Group Unanimity Group Commitment Conclusion Chapter 6 Relationships and Social Networks Fundamental Building Blocks of Dyadic Relationships Interdependence Theory Social Exchange Theory Evaluating Outcomes Coordinating Outcomes Social Utility Communal versus Exchange Relationships Social Identity and Organizational Identity Two Types of Ties: People and Group Improving Relationships Developing Relationships Friendship and Work Choices in Relationships: Voice, Loyalty, Neglect and Exit Types of Trust Deterrence-Based Trust Knowledge-Based Trust Identification-Based Trust Building Trust: Instrumental and Emotional Mechanisms Recovering From Breaches of Trust Networks Social Capital versus Human Capital Measuring Social Capital Types of Networks Evidence for the Value of Social Capital Knowledge of Your Own Network (Krackhardt) Ethics of Social Capital Conclusion Chapter 7 Decision Making Decision Making: Levels of Analysis Intra-Personal Decisions Want/Self versus Should/Self Conflict: Approach and Avoidance Interpersonal Decisions Coordination Prisoner's Dilemma Group Decisions Organizational-Level Decisions Cyert/March/Simon (Carnegie Model) Garbage Can Model Organizational Sense-Making Insider versus Outsider Views Domains of Decisions Riskless Choice: Decision Making Under Certainty Decision Making Under Uncertainty Risky Choice: Decision Making Under Risk Expected Utility Theory Utility Function Expected Value Principle Expected Utility Principle Prospect Theory Descriptive, Normative, and Prescriptive Decision Making Normative Models Descriptive Models Faulty Perceptions About Ourselves Faulty Perceptions About Other People Flawed Decision Making Post-Script On Human Bias Prescriptive Models Conclusion Chapter 8 Conflict Management and Negotiation Managerial Grid Types of Conflict Task Conflict Process Conflict Relationship Conflict Conflict and Productivity Resolving Conflict Negotiation: a Mixed-Motive Enterprise Balancing Mixed Motives Negotiation Styles Opportunistic Negotiation Creating Value: Integrative Negotiation Separate Positions from Interests Prioritize and Weight the Issues Unbundle the Issues Asking for (the Right) Information Create a Superset of Issues Propose Value-Added Tradeoffs Make Multiple offers Simultaneously Propose Contingency Contracts Postsettlement Settlements Claiming Value: Distributive Negotiation Know Your B.A.T.N.A. and Develop Your Reservation Price Your BATNA Is Not a Passive Concept Should You Reveal Your BATNA? Developing Your Reservation Price Research the Other Party's BATNA and Assess Their Reservation Price Anchoring Re-anchoring Make the First Offer If You Are Prepared Do Not Make Unilateral Concessions Summary Improving Your Negotiation Skills Take Every Opportunity to Negotiate Seek Feedback on Your Negotiation Skills Use Worksheets Plan Your Approach Offer to Be a Negotiation Coach Don't Brag or Boast Third Party Intervention Ranges of Third Party Roles Effective Third Party Intervention Physical and social structure of the dispute Issue structure Motivation Challenges Facing Third Parties Conclusion Chapter 9 Leading and Managing Teams Types of Teams in Organizations Manager-Led Teams Self-Managing Teams Self-Directing (or Self-Designing) Teams Self-Governing Teams Types of Teamwork Tactical Teams Shared Mental Models Transactive Memory Systems Problem Solving Teams Individual versus Team Decision Making Groupthink Abilene Paradox Common Information Effect Creative Teams Creativity and Innovation Measuring Creativity Brainstorming Real Groups versus Nominal Groups Paulus' Three New Rules Enhancing Team Creativity Team Boundaries Team Socialization and Norms Process Team Boundaries Bridging and Building Integrated Model of Successful Teamwork Conclusion Chapter 10 Leadership Leadership in Organizations Leadership versus Management Highly Effective Leaders Systems View of Leadership Toxic Leaders Can Leadership Be Taught? Leadership and Nature: Trait Theory Leadership and Trait Intelligence Leadership and Temperament Birth Order and Leadership Male and Female Differences and Leadership Post-Script On Trait Theories of Leadership Behavioral Theories of Leadership Lewin, Lippit, and White's (1939) Studies of Reactions to Group Leadership Styles People versus Task (Managerial Grid) Leadership Styles and EQ Skills Transactional versus Transformational Leadership Servant Leadership Situational Theories of Leadership: How the Situation Shapes the Leader How the Environment Shapes Leaders Contingency Theories of Leadership Situational Leadership Path-Goal Theory of Leadership Normative Decision Model Fiedler's Contingency Theory of Leadership Effectiveness LMX Theory Expectations of Leaders Does Leadership Matter? Conclusion Chapter 11 Organizational Change Individual Change Interpersonal change Communicator characteristics Credibility Liking Reference Group The Communication Discrepancy Motive Arousal Argument Strength The Situation Forewarning Distraction The Target Ego Involvement Inoculation Fear and Anxiety Intervening Processes and Response Elaboration Likelihood Model Group change Organizational Development Organizational Life cycle Type of Change Greiner's Five Phases of Growth Theories of Change Lewin's Unfreezing-Change-Refreezing Model of Change Sociotechnical Systems Theory Total Quality Management Re-engineering Restructuring Prescritive models of change Kotter's 8 steps Rao's PRESS Model Persuading Recruiting Energizing Staffing the Change Team Sequencing Change Garvin & Roberto's Change Through Persuasion Setting the Stage Creating the Frame Managing the Mood Reinforcing Good Habits Beer and Nohria: Theory E versus Theory O Change Conclusion Chapter 12 Fairness and Justice Distributive and Procedural Justice Distributive Justice Remuneration and Pay Rewards and Recognition The Big Three Distributive Justice Systems Situation-Specific Rules of Fairness Equity Theory Measuring Equity Reactions to Inequity Procedural Justice: The Science of How People Enact Justice Voice Thibaut and Walker's ( 1975) Model of Procedural Justice Group Value Model Relational Model of Authority Fairness Heuristic Theory Retributive Justice Evaluating Organizational Employees Social Comparison Justice Systems Consistency Simplicity Effectiveness Justifiability Consensus Generalizability Satisfaction Conclusion Chapter 13 Diversity and Culture Introduction Diversity Defined Individual, Relational, and Collective Selves Optimal Distinctiveness Theory The Business Case for Organizational Diversity Individual Level Interpersonal Level Teams and Groups Organizational Level Barriers to Diversity Stereotyping Homogeneity Bias In-Group Bias Bias in Judgment as Revealed by Preconscious Activation of Attitudes Stereotype Threat Privilege Systems Creating and Sustaining Diversity Affirmative Action Valuing Diversity Managing Diversity Contact Hypothesis Cross-Cut Role Assignments Educate Members On the Reasons Underlying the Plan Gender Diversity Gender Pay Gap: The Evidence Glass Ceiling: The Evidence Double Standards: The Evidence Cultural Diversity Stereotypes versus Prototypes Culture as an Iceberg Cultural Values Individualism versus Collectivism Egalitarianism versus Hierarchy Direct versus Indirect Communication Models of Social Relationships Predictors of Success in Intercultural Interactions Options for Change Chapter Summary Chapter 14 The Virtual Workplace Place-Time Model of Social Interaction Same-Time, Same-Place Communication Same-Time, Different-Place Communication Different-Time, Same-Place Communication Different-Time, Different-Place Communication Psychological Distancing Model: Media Richness Electronic Brainstorming Virtual Teams Information Technology and Its Effects On Social and Organizational Behavior Disadvantages Greater Misunderstanding Less Rapport Less Efficiency Risky Decision Making Less Inhibition Multi-Tasking Advantages Greater Task Focus Reduced Status Differences Equalization of Team Members' Participation Less Conformity Less inhibition: Potentially Healthier Task Conflict Potential for Diverse Communities Going the Distance: Making the Best of Virtual Teams Structural Solutions Challenging Task That Requires Interdependence Team Empowerment Initial Face-to-Face Experience Temporary Engagement One-Day Video Conference Process Solutions Role Clarity Revisit Collective Assumptions Regularly Perspective-Taking Boundary-Spanning Team Contract Structured Task Conflict Conclusion Chapter 15 Life, Learning and Personal Development Life Maxims versus Practical Advice Critical Choice Points 100 Day Plan? What Are You Going to Do? Transition Acceleration and the Breakeven Point The Self-Sustaining Person The Corporate Athlete Ideal Performance State Rituals and Recovery Mental Exercise Psychological Flow Flow and Good Business Happiness Is a Skill Happiness and Money Happiness and Work Performance The Evidence for Happiness and Longevity Pleasure versus Philanthropy Engaging Our Strengths and Virtues Three Types of Happiness Inspiration Threat and Hardship: The Ultimate Test Forgiveness Executive Coaching Three Levels of Coaching Navigating the Coaching Role Management Education Choices Conclusion
Library of Congress Subject Headings for this publication:
Organizational behavior.