Organizational behavior:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Pearson/Prentice Hall
2007
|
| Ausgabe: | 12. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXXI, 759 S. Ill., graph. Darst. 1 CD-ROM (12 cm, Self-assessment library) |
| ISBN: | 0132431564 |
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Datensatz im Suchindex
| _version_ | 1804135636271104000 |
|---|---|
| adam_text | JľSrief
Contents
I
refaço
і
і
uh
Introduction
1
What, Is Organizational Behavior?
2
■ ■■■■si The Individual
2
Foundations of Individual Behavior
42
3
Att
iludes
and-lot) Satisfaction
72
4
Personality and Values
104
5
Perception and Individual Decision Making
144
6
Motivation Concepts
184
7
Motivation: From Concepts to Applications
224
8
Emotions and Moods
258
The Group
9
Foundations of Group Behavior
298
10
Understanding Work Teams
336
11
Communication
366
12
Basic Approaches to Leadership
400
13
Contemporary Issues in Leadership
428
14
Power and Politics
468
15
Conflict and Negotiation
502
;
n;
The Organization System
16
Foundations of Organization Structure
536
17
Organizational Culture
570
18
Human Resource Policies and Practices
606
Organizational Dynamics
19
Organizational Change and Stress Management
642
APPENDIX A Research in Organizational Behavior
686
COMPREHENSIVE CASES
693
INDEXES
Name
719
Organization
. 738
Glindex (subject index/glossary)
759
xvii
с
ontents
Preface
і
Part 0»e Introduction
2
Chapter
1
What Is Organizational Behavior?
2
What, Managers Do
4
Management. Functions
5 ·
Management Roles
6 ·
Management Skills
7 ·
Effective Versus
Successful Managerial Activities
8 ·
A Review of the Manager s Job
9
Kuter
Organizational Behavior
9
Complementing Intuition with Systematic Study
1Ü
Contributing Disciplines to the OB Field
12
Psychology
12 ·
Social Psychology
12 ·
Sociology
13 ·
Anthropology
14
Then1 Are Few Absolutes in OB
14
Challenges and Opportunities for OB
14
Responding to Globalization
15 ·
Managing Workforce Diversity
16 ·
Improving Quality
and Productivity
19 ·
Responding to the Coming Labor Shortage
20 ·
Improving Customer
Sernice
21 ·
Improving People Skills
22 ·
Empowering People
22 ·
Stimulating Innovation
and Change
23 ·
Coping with Temporariness
23 ·
Working in Networked Organizations
24 ·
Helping Employees Balance Work-Life Conflicts
25 ·
Improving Ethical Behavior
25
Coming Attractions: Developing an OB Model
26
An Overview
26 «
The Dependent Variables
27 ·
The Independent Variables
31 ·
Toward a
Contingency OB Model
32
Summary and Implications for Managers
34
S
MYTH OR SCIENCE? Preconceived Notions Versus Substantive Evidence
11
і
О В
!
Ν Τ
НЕ
Ν
EWS
How Globalization Is Changing tabor Markets
Ί
7
1
i N
TERN ATI ONAL OB Transfer Pricing and International Corporate Deviance
30
Я
POINT COUNTERPOINT In Search of the Quick Fix
35
Questions for Review
36
Questions for Critical Thinking
36
Team Exercise Workforce Diversity
36
Ethical Dilemma Lying in Business
37
Case Incident
1
How a UPS
Manage)-
Cut Turnover
38
Case Incident
2
Workplace Violence
39
Part Two The Individual
42
Chapter
2
Foundations of Individual Behavior
42
Ability
44
Intellectual Abilities
44 *
Physical Abilities
47·
The Ability-Job Fit
48
Biographical Characteristics
48
Age
49 ·
Gender
50 ·
Race
51 ·
Tenure
52 xix
xx CONTENTS
Learning
53
A Definition of Learning
53 ·
Theories of Learning
53 ·
Shaping: A Managerial
Tool
57
Summary and Implications for Managers
64
M
INTERNATIONAL
(Ж
The Benefits of Cultural Intelligence
46
Ш
MYTH OR SCIENCE? You Can t Teach an Old Dog New Tricks!
58
■
OB IN THE NEWS Learning How to Reward CEOs
59
SELF-ASSESSMENT LIBRARY HowGood Am I at Disciplining Others?
59
О Ш
POINT COL ¡S¡TLRPOi.Yi All Human Behavior Is Learned
65
Questions for Review
66
Questions for·
Criticat
Thinking
66
Team Exercise Positive, Reinforcement Versus
Punislmumt
66
Ethical Dilemma Is OH Mod a Form of Manipulation.
67
Case Incident
1
Managers Who Use Punishment
67
Case Incident
2
Professional Spoils: RcuHtrding and Punishing
tlie
Sanie
Behavior?
68
Chapter
3
Attitudes and Job Satisfaction
Ί2
Attitudes
74
WfiatAre the Main Components of Attitudes?
74 ·
How Consistent Are
Attitudes?
75 *
Does Behavior Always Follow from Attitudes?
77 ·
What Are the
Major Job Attitudes?
79 ·
How Are Employee Altitudes Measu red? tW
·
What Is
the Importance of Attitudes to Workplace Diversity? S4
Job Satisfaction
85
Measuring Job Satisfaction
85 ·
Hoiv Satisfied Are People in Their Jobs?
86 *
What Causes Job Satisfaction?
87 ·
The Impact of Dissatisfied and Satisfied
Employees on the Workplace
89
Summary and Implications for Managers
93
■
INTERNATIONAL OB Chinese Employees and Organizational Commitment
81
BOB IN THE NEWS Job Satisfaction Hits Record Lows
85
SELF-ASSESSMENT LIBRARY How Satisfied Am I with My Job?
87
I· MYTH OR SCIENCE? Happy Workers Are Productive Workers
89
m
POINT/COUNTERPOINT Managers Can Create Satisfied Employees
94
Questions for Review
95
Questions for Critical Thinking
95
Team Exercise Self-Employment and Job Satisfaction
96
Ethical Dilemma Are Americans Overworked?
96
Case Incident
1
Albertsons
Work on Employee Altitudes
97
Case Incident
2
Long Hoars, Hundreds of E-mails, and No Sleep: Does lids
Sound Like a Satisfying Job?
98
Chapter
4
Personality and Values
104
Personality
106
What Is Personality?
106 ·
Personality Determinants
106»
CONTENTS xxi
Personality
Ћ
-aÍts
108 ·
Measuring
Personality 112
Major
Personality Attributes Influencing OB
113·
Personality and National
Culture
118
Values
120
Importance of Values
121 ·
Types of Values
121 ·
Values, Loyalty, and Ethical
Behavior
124 ·
Values Across Cultures
125
Linking an Individual s Personality and Values to the Workplace
130
Summary and Implications for Managers
134
Ξ
SELF-ASSESSMENT LIBRARY What s My Bask Personality?
110
Q
■
MYTH OR SCIENCE? Deep Down, People Are All Alike
119
■
INTERNATIONAL
ÖB
A Global Personality
120
■ < )
Β ΙΝ ΊΉ
ľ,
NEWS Are Americans Values Different?
130
■
POINT /COUNTERPOINT Traits Are Powerful Predictors of Behavior
135
Questions for Review
136
Questions for Critical Thinking
136
Team Exercise Challenges in Negotiating with Chinese Executives
136
Ethical Dilemma Hiring Based on Genetic Data
137
Case Incident
1
The Rise and Fall of Carl
y
Fiorina
137
Case Incident
2
A Diamond Personality
138
Chapter
5
Perception and Individual Decision
Making
144
What Is Perception
146
Factors Influencing Perception
146
Person Perception: Making Judgments About Others
148
Attribution Theory
148 ·
Frequently Used Shortcuts in Judging Others
150 ·
Specific Applications of Shortcuts in Organizations
153
The Link between Perception and Individual Decision Making
155
How Should Decisions Be Made?
156
The Rational Decision-Making Process
156 ·
Improving Creativity in Decision
Making
158
How Are Decisions Actually Made in Organizations?
160
Bounded Rationality
161 ·
Common Biases and Errors
162 ·
Intuition
166*
Individual Differences
168 ·
Organizational Constraints
169 ·
Cultural
Differences
171
What About Ethics in Decision Making?
171
Three Ethical Decision Criteria
172 ·
Ethics and National Culture
173
Summary and Implications for Managers
173
Ш
INTERNATO
)ΝΛΙ
.
OB Can
Negative
Perceptions Dampen International
Business Relations?
151
ra SELF-ASSESSMENT LIBRARY How Creative Am I?
159
H iOBIMIENIÍWS
Google and the Winner s Curse
167
■ MYTH OR SCIENCE? Ethical People Don t Do Unethical Things
172
■
POINT/COUNTERPOINT When in Doubt, Do!
176
Questions for Review
177
xxii CONTENTS
Questions
for Cri tical
Thinking
177
Team Exercise Biases in
Décision
Making
177
Ethical Dilemma Five Ethical Decisions: What Would You Do?
178
Case Incident
1
M J
A v
lom ol
i ve
Sales
178
Case Incident
2
Whislle-Blmrars: Saints or Sinners?
179
Chapter
6
Motivation Concepts
184
Defining Motivation
186
Early Theories of Motivation
186
Hierarchy of Needs Theory
187 ·
Theory X and Theory
Y
188 ·
Two-Factor
Theory
189
Contemporary Theories of Motivation
192
McClelland s Theory of Needs
192 ·
Cognitive
Evaluai
ion Theory
194 ·
Goal-Selling llieory
197 ·
MBO
Programs: Pulling Goal-Selling Theory into
Practice
199 ·
Self-Efficacy Theory
200 ·
Reinforcement Theory
202 ·
Equity Theory
20· } ·
Expectancy Theory
208
Integrating Contemporary Theories of Motivation
210
Caveat Emptor: Motivation Theories Are Often Culture-Bound
212
Summary and Implications for Managers
213
m
MYTH OR SCIENCE? People Are Inherently Lazy
188
i OB
ÌN
THE NEWS What Do Employees Want?
193
Ї
INTERNATIONAL OB How Managers Evaluate Their Employees Depends on Culture
196
Щ
SELF-ASSESSMENT LIBRARY What Are My Course Performance Goals?
199
Ó
»POINT/COUNTERPOINT Money Motivates!
215
Questions for Review
216
Questions
f
or Critical Thinking
216
Team, Exercise Goal-Setting Task
216
Ethical Dilemma Is Motivation Manipulation
? 217
Case Incident
1
Frustrated at Age
30 217
Case Incident
2
Bullying Bosses
218
Chapter
7
Motivation: From Concepts to Applications
224
Motivating by Changing the Nature of the Work Eiwironnient
226
The Job Characteristics Model
226 ·
How Can Jobs Be Redesigned?
228 ·
Alternative Work Arrangements
232 *
Don t Forget Ability and Opportunity
235
Employee Involvement
235
Examples of Employee Involvement Programs
236 ·
Linking Employee
Involvement Programs and Motivation Theories
237
Rewarding Employees
237
What to Pay: Establishing a Pay Structure
237 ·
How to Pay: Rewarding
Individual Employees Through Variable-Pay Programs
238 ·
How to Pay:
Rewarding Individual Employees Through Skill-Based Pay Plans
242 ·
Linking Skill-Based Pay Plans to Motivation Theories
243 ·
Skill-Based
Pay in Practice
243 ·
Flexible Benefits: Developing a Benefits Package
244 ·
Intrinsic Rewards: Employee Recognition Programs
245
CONTENTS xxiii
Summary and Implications for Managers
247
SELF-ASSESSMENT LIBRARY What s My Job s Motivating Potential?
228
D
Ш
MYTH OR SCIKNCE: Everyone Wants a Challenging Job
230
1OH IN ilil; NKWS The Rise and Fall of Stock Options
242
Ш
IN IT.RNA HONAL OB Cultural Differences in Job Characteristics and Job Satisfaction
247
IH OiVr
(
OUNTt RPOINT Professional Employees Are More Difficult to Motivate
249
Questions for Review
250
Questions for
Criticai
Thinking
250
Team Exercise Assessing Employee Motivation and Satisfaction Using the
Job Characteristics Model,
250
Ethical Dilemma Are American. CEOs Paid Too Much?
251
Ca.se Incident
1
When the Perks Fade
252
Case Incident
2
Thanks for Nothing
253
Chapter
8
Emotions and Moods
258
What Are Emotions and Moods?
260
A Basic Set of Emotions
262 *
Some Aspects of Emotions
262 ·
Mood as Positive
and Negative Affect
264 ·
Sources of Emotions and Moods
266 ·
External
Constraints on Emotions
271
Emotional Labor
274
Felt Versus Displayed Emotions
274 ·
Are Emotionally Demanding Jobs
Rewarded with Better Pay?
276
Affective Events Theory
277
Emotional Intelligence
278
The Case for El
279 ·
The Case Against, El
280
OB Applications of Emotions and Moods
281
Selection
281 ·
Decision Making
281 ·
Creativity
282 ·
Motivation
282 ·
Leadership
283 ·
Interpersonal Conflict
284 ·
Negotiation
284 ·
Customer
Service
284 *
Job Attitudes
285 ·
Deviant Workplace Behaviors
285
How Managers Can Influence Moods
285
Summary and Implications for Managers
286
»MYTH OR SCIENCE? Does Sharing Good News Affect Our Mood?
270
Ш
INTERNATIONAL OB Emotional Recognition: Universal or Culture-Specific?
273
SELF ASSESSMENT LIBRARY What s My Emotional Intelligence Score?
281
I
1
OB IN
THF; NKWS
Workplace GriefCostsU.S. Employers Billions
286
і
POINT,
coi. NÏERPO INT
The Costs and Benefits of Organizational Display Rules
288
Questions for Review
289
Questions for Critical Thinking
289
Team Exercise Who Can Catch a Liar?
289
Ethical Dilemma Are Workplace Romances Unethical?
290
Case Incident
1
The Upside of Anger?
290
Case Incident
2
Abusive Customers Cause Emotions to Run High
291
xxiv CONTENTS
Part Three The Group
298
Chapter
9
Foundations of Group Behavior
298
Defining and Classifying Groups
300
Stages of Group Development
302
The Five-Stage Model
302 ·
An Alternative Model: For Temporary Groups with
Deadlines
303
Group Properties: Roles, Norms, Status, Size, and Cohesiveness
304
Roles
304 ·
Norms
308 ·
Status
313 ·
Size
316 ·
Cohesiveness
318
Group Decision Making
319
Groups Versus the Individual
319 ·
Groupthink and Groupshift.
321 ·
Group
Decision-Making Techniques
323
Summary and Implications for Managers
326
Щ
SELF-ASSESSMENT LIBRARY Do I Trust Others?
301
Ó
■
OB
ÍN
THE NEWS Goofing-Off in the Twenty-First Century: Cyberloafing
317
■
INTKRNATIONAL OB Group Cohesiveness Across Cultures
319
1
MYTH OR SCIENCE? Are Two Heads Better Than One?
321
В
PÍ)JNT/ÍX)IJNTER!OINT
All Jobs Should Be Designed Around Groups
328
Questions for Review
329
Questions for Critical Thinking
329
Team Exercise Wildness Survival
329
Ethical Dilemma Arab
Discrimination
330
Case Incident
1
Role Conflict Among Telephone Service Employees
331
Case Incident
2
The Dangers of Groupthink
331
Chapter
10
Understanding Work Teams
336
Why Have Teams Become So Popular?
338
Differences Between Groups and Teams
339
Types of Teams
340
Problem-Solving Teams
340 ·
Self-Managed Work Teams
340 *
Cross-Functional
Teams
341 ·
Virtual Teams
342
Creating Effective Teams
344
Context
345 ·
Composition
346 ·
Work Design
351 ·
Process
351
Turning Individuals into Team Players
353
The Challenge
354 ·
Shaping Team Players
354
Teams and Quality Management
355
Beware! Teams Aren t Always the Answer
356
Summary and Implications for Managers
357
■
OB IN THE NEWS Teams Work to Save Lives in Tsunami-Stricken Asia
338
Я
INTERNATIONA!, OB Global Virtual Teams
343
Щ
SELF ASSESSMENT LIBRARY How Good Am I at Building and Leading a Team?
353
Q
1
POINT/COUNTERPOINT Sports Teams Are Good Models for Workplace Teams
358
Questions for Review
359
Questions for Critical Thinking
359
CONTENTS xxv
Team Exercise
Fixed
Versus Variable
Flight. Crews
359
Ethical Dilemma Pi vss
и
>
e
To Be a Tea
m
Flo
це і
■ 359
Case Incident
1
A Virtual Team at
TA. Stearns
360
Case Incident
2
Team-Building Retreats
361
Chapter
11
Communication
366
Functions of Communication
368
The
Communication
Process
369
Direction of Communication
370
Downward
370 *
Upward
370 ·
Lateral
371
Interpersonal Communication
371
Oral Communication
371 ·
Written Communication
372 ·
Nonverbal
Communication
373
Organizational Communication
374
Formal Small-Group Networks
374 ·
77м?
Grapevine
375 ·
Computer-Aided
Communication
376 *
Knowledge
Management
380
Choice of Communication Channel
382
Barriers to Effective
Communication
383
Filtering
383 *
Selective Perception
384 ·
Information
Overload
384 ·
Emotions
384 *
Language
384 *
Communication Apprehension
385
Current Issues in Communication
386
Communication Barriers Between Women and Men
386 *
Silence as
Communication
387 *
Politically Correct Communication
387 *
Cross-Cultural Communication
389
Summary and Implications for Managers
392
1
INTERNATIONAL OB Lost in Translation?
392
m
OB IN THE NLVVS Internet Gripe Sites: A Challenge for Management
380
m
MYTH OR SCIENCE? People Are Good at Catching Liars at Work
385
8
MYTH OR SCIENCE? Are East Asians More Responsive to Indirect Communication?
391
^ SELF ASSESSMENT LIBRARY How Good Are My Listening Skills?
391
í
Ш
POINT/COUNTERPOINT Open-Book Management Improves the Bottom Line
394
Questions for Review
395
Questions for Critical Thinking
395
Team Exercise An Absence of
Non »erbai
Сопти
nication
395
Ethical Dilemma
Defiii uuj
the Boundaries of Technology
396
Case Incident
1
James W. Caruso Has Communication Problems
396
Case Incident
2
The Bus
і
1
1
ess
о)
Blogs
396
Chapter
12
Basic Approaches to Leadership
400
What Is Leadership?
402
Trait Theories
402
Behavioral Theories
405
Ohio State Studies
405 ·
University of Michigan Studies
406 ·
The Managerial
Grid
407 ·
Summary of Trait Theories and Behavioral Theories
408
Contingency Theories
4Ü8
xxvi CONTENTS
f
·
Fiedler
Model
409 · Hersey and Blanchard s Süuational
Theory
413
Leader-Member Exchange Theory
414 ·
Path-Goal Theory
415 ·
Contingency
Variables and Predictions
416 ·
Leader-Participation Model
417
Summary and Implications for Managers
419
m
OB IN
ТШ·.
Ν
RVS
Managers Speak Out on Leadership Competencies
404
SELF-ASSESSMENT LIBRARY What s My Leadership Style?
408
йМУТМ
Oit
SC:ii X(:ś >
It s Experience That Counts!
412
í;·
ÌNTLvRN.-VVK
. Ν.Λν
1
ľ
Cultivating an International Perspective: A Necessity for Leaders
419
:3
POíNT ( I N; · :·14
:
The Perils of Leadership Training
420
Questions for Review
421
Questions for Critical Thinking
421
Team Exercise Debate: Do Leader* Really Matter?
421
Ethical Dilemma Do Ends Justify the Means?
422
Case Incident
1
Moving from Colleague, to
Supervisor
422
Case Incident
2
Barack öbavui
423
Chapter
13
Contemporary Issues in Leadership
428
Framing: Using Words to Shape Meaning and Inspire Others
430
Inspirational Approaches to Leadership
431
Charismatic Leadership
431 *
Transformational Leadership
431
Authentic Leadership: Ethics and Trust Are the Foundation of Leadership
440
What Is Authentic Leadership?
440 ·
Ethics and Leadership
441 ·
What Is
Trust?
442 ·
Trust and Leadership
443 ·
Three Types of Trust
443 ·
Basic
Principles of Trust
444 ·
Is Trust in Our Leaders in Decline?
445
Contemporary Leadership Roles
447
Providing Team Leadership
447 *
Mentoring
448 ·
Self-Leadership
450 ·
Online Leadership
451
Challenges to the Leadership Construct
453
Leadership as an Attribution
454 ·
Substitutes and Neutralizers to
Leadership
455
Finding and Creating Effective Leaders
456
Selection
456 ·
Training
457
Summary and Implications for Managers
457
H
OB IN THE NEWS War and the Art of Framing
431
SELF ASSESSMENT LIBRARY How Charismatic Am I?
436
«MYTH OR SCIENCE? Men Make Better Leaders Than Women
450
iã
INTERNATIONAL· OB Cultural Variation in Charismatic Attributions
454
m POINT,
COUNTERPOINT Leadership Is Culturally Bound
459
Questions
f
or Review
460
Questions for Critical Thinking
460
Team Exercise You Be the Judge: Which Vision Statement Is
Effective?
460
Ethical Dilemma Ethical Leadership or Would You Work Here?
461
Case Incident
1
Will George W. Bush Be a Great President?
461
Case Incident
2
Generation Gap: Mentors and
Protégés
462
CONTENTS xxvii
Chapter
14 Power
and Politics
468
A Definition of Power
470
Contrasting Leadership and Power
470
Bases of Power
471
Formal Power
471 ·
Personal Pawer
472 ·
Which Bases of Power Are Most
Effective?
473
Dependency: The Key to Power
474
The General Dependency Postulate
474 ·
What Creates Dependency?
474
Power Tactics
476
Power in Groups: Coalitions
478
Sexual Harassment: Unequal Power in the Workplace
479
Politics: Power in Action
481
Definition
481 ·
The Reality of Politics
482 ·
Factors Contributing to Political
Behavior
484 ·
How Do People Respond to Organizational Politics?
487 ·
Impression Management
489 ·
The Ethics of Behaving Politically
491
Summary and Implications for Managers
492
· ■■
і
T íl XO iS
At University of Kansas: Coach Gets Boss Fired?
475
,
■; ■ ;;
л
.Л і ЮлЛс /і
Influence Tactics in China
477
n
Г и
OR
ЅПѓ:.4»
U-;?
It s Not What You Know, It s Who You Know
484
SELF ASSESSMENT LIBRARY How Good Am I at Playing Politics?
492
■-
VOïXV
CuLK Yliixľ . yť·- . ·.
Managing Impressions Is unethical
494
Questions for Review
495
Questions for Critical flunking
495
Team Exercise Understanding Power Dynamics
495
Ethical Dilemma Swapping Personal Favors?
496
Case Incident
1
Bill Fowler at Blackmer/Dover Resources Inc.
496
Case Incident
2
The Politics of Backs tabbing
497
Chapter
15
Conflict and Negotiation
502
A Definition of Conflict,
504
Transitions in Conflict Thought
505
The Traditional View
505 ·
Tiie Human Relations View
505 ·
The
Interactionist
View
505
The Conflict Process
506
Stage I: Potential Opposition or Incompatibility
506
Stage II: Cognition and Personalization
509 ·
Stage III: Intentions
510·
Stage IV: Behavior
511 ·
Stage V: Outcomes
512
Negotiation
516
Bargaining Strategies
516·
The Negotiation Process
520
»Issues in
Negotiation
521
Summary and Implications for Managers
527
1
MYTH OR
SCIiiľs í
;]· .:-
The Source of Most Conflicts Is Lack of Communication
507
üïNTKRNATiONAl.OB
Negotiating Across Cultures
525
xxviii CONTENTS
И
SELF ASSESSMENT LIBRARY What s My Negotiating Style?
525
Ò
BOB IN THE NEWS An Effective Negotiation Experience
526
■
POINT/COUNTERPOINT Conflict Benefits Organizations
529
Questions for Review
530
Questions for Critical Thinking
530
Team Exercise A Negotiation Role Play
530
Ethical Dilemma Is It Unethical to Lie and Deceive During
Negotiations?
531
Case Incident
1 Schneide)·
National
532
Case Incident
2
Negotiation Puts Hockey in the Penally Box
532
Part Four The Organization System
536
Chapter
16
Foundations of Organization Structure
536
What Is Organizational Structure
538
Work Specialization
538 ·
Departynentalizalion
540 ·
Chain of Command
541 ·
Span of Control
542 ·
Centralization and Decentralization
543 ·
Formalizalion
545
Common Organizational Designs
545
The Simple Structure
545 ·
The Bureaucracy
546 ·
The Matrix Structure
548
New Design Options
550
The Team Structure
550 ·
The Virtual Organization
550 ·
The Boundaryless
Organization
552
Why Do Structures Differ?
554
Strategy
554 ·
Organization Size
556 ·
Technology
556 ·
Environment
557
Organizational Designs and Employee Behavior
559
Summary and Implications for Managers
561
Ш
OB IN THE NEWS There Is No One Right Span of Control
543
Щ
SELF ASSESSMENT LIBRARY HowWilling Am I to Delegate?
544
Ó H
INTERNATIONAL OB
Struđural
Considerations in Multinationals
548
■
MYTI
I OR SCIENCE? Bureaucracy Is Dead
558
■
POINT/COUNTERPOINT Technology Is Reshaping Organizations
564
Questions
f
or Review
565
Questions for Critical Thinking
565
Team Exercise Authority Figures
565
Ethical Dilemma Just Following Orders
566
Case Incident
1
I Detest Bureaucracy
566
Case Incident
2
No Bosses at W. L. Gore
&
Associates
567
Chapter
17
Organizational Culture
570
Institutionalization: A Forerunner of Culture
572
What Is Organizational Culture?
572
A Definition
573 ·
Culture Is a Descriptive Term
575 ·
Do Organizations Have
Uniform Cultures?
575 ·
Strong Versus Weak Cultures
576 ·
Culture Versus
Formalization
577 ·
Organizational Culture Versus National Culture
578
CONTENTS xxix
What Do Cultures Do?
578
Culture s Functions
578 ·
Culture as a Liability
579
Creating and Sustaining Culture
581
How a Culture Begins
581 ·
Keeping a Culture Alive
582 ·
Summary:
How Cultures Form
586
How Employees Learn Culture
587
Stories
587 ·
Rituals
587 ·
Material Symbols
587 ·
Language
588
Creating an Ethical Organizational Culture
589
Creating a Customer-Responsive Culture
590
Key Variables Shaping Customer-Responsive Cultures
590 ·
Managerial Action
590
Spirituality and Organizational Culture
592
What Is Spirituality?
592 ·
Wiy Spirituality Now?
592 ·
Characteristics of a
Spiritual Organization
593 ·
Criticisms of Spirituality
594
Summary and Implications for Managers
595
Π
SELF ASSESSMENT LIBRARY What s the Right Organizational Culture for Me?
575
D
Ш
IN TKRN.Yi lONAi.
Uli
A Good Organizational Culture Knows No Boundaries
577
Ш
OB IN
i í
it
M
VVS
A Strong Culture Keeps Managers Aboard at Bubba Gump Shrimp Co.
579
Ш
M
i H
ORSCłtNi
Er
Success Breeds Success
580
« (■ ()!.
i i UĽN i i-.KľOlM
Organizational Cultures Can t Be Changed
597
Questions for Review
598
Questions for Critical Thinking
598
Team Exercise Rate Your Classroom Culture
598
Ethical Dilemma Is Involuntary Ethics Training Unethical?
599
Case Incident
1
Southwest Airlines Faces New Challenges
600
Case Incident
2
Wegmans
601
Chapter
18
Human Resource Policies and Practices
606
Selection Practices
608
How the Selection Process Works
608 ·
Initial Selection
608 ·
Substantive
Selection
610 ·
Contingent Selection
613
Training and Development Programs
614
Types of Training
614 ·
Training Methods
616 ·
Individualizing Formal
Training to Fit the Employee s Learning Style
617 ·
Evaluating
Effectiveness
618
Performance Evaluation
618
Purposes of Performance Evaluation
619 ·
WiatDo We Evaluate?
619 ·
Who
Should Do the Evaluating?
620 ·
Methods of Performance Evaluation
622 ·
Suggestions for Improving Performance Evaluations
624 ·
Providing
Performance Feedback
626
International Human Resource Practices: Selected Issues
627
Selection
627 ·
Performance Evaluation
628
Managing Diversity in Organizations
629
Work-Life Conflicts
629 ·
Diversity Training
631
Summary and Implications for Managers
632
CONTENTS
В
MYTH OR SCIENCE? It s First Impressions That Count!
612
Ш
INTERNATIONAL OB Cultural Training
616
Ш
OB IN THE NEWS The Rise and Fall of Forced Ranking
624
rs SELF ASSESSMENT LIBRARY How Good Am I at Giving Performance Feedback?
627
β
■
POINT/COUNTERPOINT Get Rid of the SAT and ACT as Tools to Select Students
634
Questions for Review
635
Questions for Critical Thinking
635
Team Exercise Evaluating
Performance
und
Providiuy Feedback
635
Ethical Dilemma Is It Unethical to Shape Your Resume?
636
Case Incident I A Unique Training Program
al UPS
636
Case Incident
2
Job Candidates Without Strong SAT Scores Need Not
Apply
637
Part Five Organizational Dynamics
642
Chapter
19
Organizational Change and Stress
Management
642
Forces for Change
644
Managing Planned Change
646
Resistance to Change
647
Overcoming Resistance to Change
648 ·
The Politics of Change
650
Approaches to Managing Organizational Change
651
Lewin s Three-Step Model
651 ·
Roller s Eight-Step Plan for Implementing
Change
653 ·
Action Research
653 ·
Organizational Development
654
Contemporary Change Issues for Today s Managers
658
Technology in the Workplace
658 ·
Stimulating Innovation
660 ·
Creating a
Learning Organization
662 ·
Managing Change: It s Culture-Bound
664
Work Stress and Its Management
665
What Is Stress?
666 ·
Understanding Stress and Its Consequences
667 ·
Potential Sources of Stress
668 ·
Individual Differences
670 ·
Consequences
of Stress
671 ·
Managing Stress
673
Summary and Implications for Managers
676
Щ
SELF ASSESSMENT LIBRARY How Well Do I Respond to Turbulent Change?
650
О в
OB IN THE NEWS Stress Levels Reach Record Highs
672
■
INTERNATIONAL OB Coping with Stress: Cultural Differences
675
■
POINT/COUNTERPOINT Managing Change Is an Episodic Activity
678
Questions for Review
6 79
Questions for Critical Thinking
679
Team Exercise Power and the Changing Environment
679
Ethical Dilemma Increasing Employee Productivity and Stress
680
Case Incident
1
GE s Work-Out
680
Case Incident
2
Innovating Innovation
681
Appendix A Research in Organizational Behavior
686
CONTENTS xxxi
Comprehensive Cases
693
( ase
1
Arnold Schwarzenegger Leader ol Calil oniia?
693
Case
2
What ( usioiiKus
Doni.
Know Won t Hurt Them, ov Will It?
697
Case
3
Are Five Heads Better Than One?
7ÜÜ
( asci
Wal-Vhirť.sWoild
703
Casc
Γ)
Apple s Beethoven
706
Case
(í
(¡M and
lhe
DAW: A One-Hided Negotiation?
709
Case
7
A Question ol Motivation
712
Case
8
Πιο
Big
Promotion
715
Illustration Credits
718
Indexes
719
Name
719
Organization
738
(ilindex (sulijecl
ini
lex/glossary)
743
|
| adam_txt |
JľSrief
Contents
I
'refaço
і
і
uh
Introduction
1
What, Is Organizational Behavior?
2
'■'■■■■si The Individual
2
Foundations of Individual Behavior
42
3
Att
iludes
and-lot) Satisfaction
72
4
Personality and Values
104
5
Perception and Individual Decision Making
144
6
Motivation Concepts
184
7
Motivation: From Concepts to Applications
224
8
Emotions and Moods
258
The Group
9
Foundations of Group Behavior
298
10
Understanding Work Teams
336
11
Communication
366
12
Basic Approaches to Leadership
400
13
Contemporary Issues in Leadership
428
14
Power and Politics
468
15
Conflict and Negotiation
502
;
n;
The Organization System
16
Foundations of Organization Structure
536
17
Organizational Culture
570
18
Human Resource Policies and Practices
606
Organizational Dynamics
19
Organizational Change and Stress Management
642
APPENDIX A Research in Organizational Behavior
686
COMPREHENSIVE CASES
693
INDEXES
Name
719
Organization
. 738
Glindex (subject index/glossary)
759
xvii
с
ontents
Preface
і
Part 0»e Introduction
2
Chapter
1
What Is Organizational Behavior?
2
What, Managers Do
4
Management. Functions
5 ·
Management Roles
6 ·
Management Skills
7 ·
Effective Versus
Successful Managerial Activities
8 ·
A Review of the Manager's Job
9
Kuter
Organizational Behavior
9
Complementing Intuition with Systematic Study
1Ü
Contributing Disciplines to the OB Field
12
Psychology
12 ·
Social Psychology
12 ·
Sociology
13 ·
Anthropology
14
Then1 Are Few Absolutes in OB
14
Challenges and Opportunities for OB
14
Responding to Globalization
15 ·
Managing Workforce Diversity
16 ·
Improving Quality
and Productivity
19 ·
Responding to the Coming Labor Shortage
20 ·
Improving Customer
Sernice
21 ·
Improving People Skills
22 ·
Empowering People
22 ·
Stimulating Innovation
and Change
23 ·
Coping with "Temporariness"
23 ·
Working in Networked Organizations
24 ·
Helping Employees Balance Work-Life Conflicts
25 ·
Improving Ethical Behavior
25
Coming Attractions: Developing an OB Model
26
An Overview
26 «
The Dependent Variables
27 ·
The Independent Variables
31 ·
Toward a
Contingency OB Model
32
Summary and Implications for Managers
34
S
MYTH OR SCIENCE? "Preconceived Notions Versus Substantive Evidence"
11
і
О В
!
Ν Τ
НЕ
Ν
EWS
How Globalization Is Changing tabor Markets
Ί
7
1
i N
TERN ATI ONAL OB Transfer Pricing and International Corporate Deviance
30
Я
POINT COUNTERPOINT In Search of the Quick Fix
35
Questions for Review
36
Questions for Critical Thinking
36
Team Exercise Workforce Diversity
36
Ethical Dilemma Lying in Business
37
Case Incident
1
How a UPS
Manage)-
Cut Turnover
38
Case Incident
2
Workplace Violence
39
Part Two The Individual
42
Chapter
2
Foundations of Individual Behavior
42
Ability
44
Intellectual Abilities
44 *
Physical Abilities
47·
The Ability-Job Fit
48
Biographical Characteristics
48
Age
49 ·
Gender
50 ·
Race
51 ·
Tenure
52 xix
xx CONTENTS
Learning
53
A Definition of Learning
53 ·
Theories of Learning
53 ·
Shaping: A Managerial
Tool
57
Summary and Implications for Managers
64
M
INTERNATIONAL
(Ж
The Benefits of Cultural Intelligence
46
Ш
MYTH OR SCIENCE? "You Can't Teach an Old Dog New Tricks!"
58
■
OB IN THE NEWS Learning How to Reward CEOs
59
SELF-ASSESSMENT LIBRARY HowGood Am I at Disciplining Others?
59
О Ш
POINT COL ¡S¡TLRPOi.Yi All Human Behavior Is Learned
65
Questions for Review
66
Questions for·
Criticat
Thinking
66
Team Exercise Positive, Reinforcement Versus
Punislmumt
66
Ethical Dilemma Is OH Mod a Form of Manipulation.'
67
Case Incident
1
Managers Who Use Punishment
67
Case Incident
2
Professional Spoils: RcuHtrding and Punishing
tlie
Sanie
Behavior?
68
Chapter
3
Attitudes and Job Satisfaction
Ί2
Attitudes
74
WfiatAre the Main Components of Attitudes?
74 ·
How Consistent Are
Attitudes?
75 *
Does Behavior Always Follow from Attitudes?
77 ·
What Are the
Major Job Attitudes?
79 ·
How Are Employee Altitudes Measu red? tW
·
What Is
the Importance of Attitudes to Workplace Diversity? S4
Job Satisfaction
85
Measuring Job Satisfaction
85 ·
Hoiv Satisfied Are People in Their Jobs?
86 *
What Causes Job Satisfaction?
87 ·
The Impact of Dissatisfied and Satisfied
Employees on the Workplace
89
Summary and Implications for Managers
93
■
INTERNATIONAL OB Chinese Employees and Organizational Commitment
81
BOB IN THE NEWS Job Satisfaction Hits Record Lows
85
SELF-ASSESSMENT LIBRARY How Satisfied Am I with My Job?
87
I· MYTH OR SCIENCE? "Happy Workers Are Productive Workers"
89
m
POINT/COUNTERPOINT Managers Can Create Satisfied Employees
94
Questions for Review
95
Questions for Critical Thinking
95
Team Exercise Self-Employment and Job Satisfaction
96
Ethical Dilemma Are Americans Overworked?
96
Case Incident
1
Albertsons
Work on Employee Altitudes
97
Case Incident
2
Long Hoars, Hundreds of E-mails, and No Sleep: Does lids
Sound Like a Satisfying Job?
98
Chapter
4
Personality and Values
104
Personality
106
What Is Personality?
106 ·
Personality Determinants
106»
CONTENTS xxi
Personality
Ћ
-aÍts
108 ·
Measuring
Personality 112'
Major
Personality Attributes Influencing OB
113·
Personality and National
Culture
118
Values
120
Importance of Values
121 ·
Types of Values
121 ·
Values, Loyalty, and Ethical
Behavior
124 ·
Values Across Cultures
125
Linking an Individual's Personality and Values to the Workplace
130
Summary and Implications for Managers
134
Ξ
SELF-ASSESSMENT LIBRARY What's My Bask Personality?
110
Q
■
MYTH OR SCIENCE? "Deep Down, People Are All Alike"
119
■
INTERNATIONAL
ÖB
A Global Personality
120
■ < )
Β ΙΝ ΊΉ
ľ,
NEWS Are Americans' Values Different?
130
■
POINT /COUNTERPOINT Traits Are Powerful Predictors of Behavior
135
Questions for Review
136
Questions for Critical Thinking
136
Team Exercise Challenges in Negotiating with Chinese Executives
136
Ethical Dilemma Hiring Based on Genetic Data
137
Case Incident
1
The Rise and Fall of Carl
y
Fiorina
137
Case Incident
2
A Diamond Personality
138
Chapter
5
Perception and Individual Decision
Making
144
What Is Perception
146
Factors Influencing Perception
146
Person Perception: Making Judgments About Others
148
Attribution Theory
148 ·
Frequently Used Shortcuts in Judging Others
150 ·
Specific Applications of Shortcuts in Organizations
153
The Link between Perception and Individual Decision Making
155
How Should Decisions Be Made?
156
The Rational Decision-Making Process
156 ·
Improving Creativity in Decision
Making
158
How Are Decisions Actually Made in Organizations?
160
Bounded Rationality
161 ·
Common Biases and Errors
162 ·
Intuition
166*
Individual Differences
168 ·
Organizational Constraints
169 ·
Cultural
Differences
171
What About Ethics in Decision Making?
171
Three Ethical Decision Criteria
172 ·
Ethics and National Culture
173
Summary and Implications for Managers
173
Ш
INTERNATO
)ΝΛΙ
.
OB Can
Negative
Perceptions Dampen International
Business Relations?
151
ra SELF-ASSESSMENT LIBRARY How Creative Am I?
159
H iOBIMIENIÍWS
Google and the Winner's Curse
167
■ MYTH OR SCIENCE? "Ethical People Don't Do Unethical Things"
172
■
POINT/COUNTERPOINT When in Doubt, Do!
176
Questions for Review
177
xxii CONTENTS
Questions
for Cri tical
Thinking
177
Team Exercise Biases in
Décision
Making
177
Ethical Dilemma Five Ethical Decisions: What Would You Do?
178
Case Incident
1
M J
A v
lom ol
i ve
Sales
178
Case Incident
2
Whislle-Blmrars: Saints or Sinners?
179
Chapter
6
Motivation Concepts
184
Defining Motivation
186
Early Theories of Motivation
186
Hierarchy of Needs Theory
187 ·
Theory X and Theory
Y
188 ·
Two-Factor
Theory
189
Contemporary Theories of Motivation
192
McClelland's Theory of Needs
192 ·
Cognitive
Evaluai
ion Theory
194 ·
Goal-Selling 'llieory
197 ·
MBO
Programs: Pulling Goal-Selling Theory into
Practice
199 ·
Self-Efficacy Theory
200 ·
Reinforcement Theory
202 ·
Equity Theory
20·'} ·
Expectancy Theory
208
Integrating Contemporary Theories of Motivation
210
Caveat Emptor: Motivation Theories Are Often Culture-Bound
212
Summary and Implications for Managers
213
m
MYTH OR SCIENCE? "People Are Inherently Lazy"
188
i OB
ÌN
THE NEWS What Do Employees Want?
193
Ї
INTERNATIONAL OB How Managers Evaluate Their Employees Depends on Culture
196
Щ
SELF-ASSESSMENT LIBRARY What Are My Course Performance Goals?
199
Ó
»POINT/COUNTERPOINT Money Motivates!
215
Questions for Review
216
Questions
f
or Critical Thinking
216
Team, Exercise Goal-Setting Task
216
Ethical Dilemma Is Motivation Manipulation
? 217
Case Incident
1
Frustrated at Age
30 217
Case Incident
2
Bullying Bosses
218
Chapter
7
Motivation: From Concepts to Applications
224
Motivating by Changing the Nature of the Work Eiwironnient
226
The Job Characteristics Model
226 ·
How Can Jobs Be Redesigned?
228 ·
Alternative Work Arrangements
232 *
Don't Forget Ability and Opportunity
235
Employee Involvement
235
Examples of Employee Involvement Programs
236 ·
Linking Employee
Involvement Programs and Motivation Theories
237
Rewarding Employees
237
What to Pay: Establishing a Pay Structure
237 ·
How to Pay: Rewarding
Individual Employees Through Variable-Pay Programs
238 ·
How to Pay:
Rewarding Individual Employees Through Skill-Based Pay Plans
242 ·
Linking Skill-Based Pay Plans to Motivation Theories
243 ·
Skill-Based
Pay in Practice
243 ·
Flexible Benefits: Developing a Benefits Package
244 ·
Intrinsic Rewards: Employee Recognition Programs
245
CONTENTS xxiii
Summary and Implications for Managers
247
SELF-ASSESSMENT LIBRARY What's My Job's Motivating Potential?
228
D
Ш
MYTH OR SCIKNCE: "Everyone Wants a Challenging Job"
230
1OH IN ilil; NKWS The Rise and Fall of Stock Options
242
Ш
IN IT.RNA'HONAL OB Cultural Differences in Job Characteristics and Job Satisfaction
247
IH'OiVr
(
OUNTt'RPOINT Professional Employees Are More Difficult to Motivate
249
Questions for Review
250
Questions for
Criticai
Thinking
250
Team Exercise Assessing Employee Motivation and Satisfaction Using the
Job Characteristics Model,
250
Ethical Dilemma Are American. CEOs Paid Too Much?
251
Ca.se Incident
1
When the Perks Fade
252
Case Incident
2
Thanks for Nothing
253
Chapter
8
Emotions and Moods
258
What Are Emotions and Moods?
260
A Basic Set of Emotions
262 *
Some Aspects of Emotions
262 ·
Mood as Positive
and Negative Affect
264 ·
Sources of Emotions and Moods
266 ·
External
Constraints on Emotions
271
Emotional Labor
274
Felt Versus Displayed Emotions
274 ·
Are Emotionally Demanding Jobs
Rewarded with Better Pay?
276
Affective Events Theory
277
Emotional Intelligence
278
The Case for El
279 ·
The Case Against, El
280
OB Applications of Emotions and Moods
281
Selection
281 ·
Decision Making
281 ·
Creativity
282 ·
Motivation
282 ·
Leadership
283 ·
Interpersonal Conflict
284 ·
Negotiation
284 ·
Customer
Service
284 *
Job Attitudes
285 ·
Deviant Workplace Behaviors
285
How Managers Can Influence Moods
285
Summary and Implications for Managers
286
»MYTH OR SCIENCE? "Does Sharing Good News Affect Our Mood?"
270
Ш
INTERNATIONAL OB Emotional Recognition: Universal or Culture-Specific?
273
SELF ASSESSMENT LIBRARY What's My Emotional Intelligence Score?
281
I
1
OB IN
THF; NKWS
Workplace GriefCostsU.S. Employers Billions
286
і
POINT,
coi. NÏERPO'INT
The Costs and Benefits of Organizational Display Rules
288
Questions for Review
289
Questions for Critical Thinking
289
Team Exercise Who Can Catch a Liar?
289
Ethical Dilemma Are Workplace Romances Unethical?
290
Case Incident
1
The Upside of Anger?
290
Case Incident
2
Abusive Customers Cause Emotions to Run High
291
xxiv CONTENTS
Part Three The Group
298
Chapter
9
Foundations of Group Behavior
298
Defining and Classifying Groups
300
Stages of Group Development
302
The Five-Stage Model
302 ·
An Alternative Model: For Temporary Groups with
Deadlines
303
Group Properties: Roles, Norms, Status, Size, and Cohesiveness
304
Roles
304 ·
Norms
308 ·
Status
313 ·
Size
316 ·
Cohesiveness
318
Group Decision Making
319
Groups Versus the Individual
319 ·
Groupthink and Groupshift.
321 ·
Group
Decision-Making Techniques
323
Summary and Implications for Managers
326
Щ
SELF-ASSESSMENT LIBRARY Do I Trust Others?
301
Ó
■
OB
ÍN
THE NEWS Goofing-Off in the Twenty-First Century: Cyberloafing
317
■
INTKRNATIONAL OB Group Cohesiveness Across Cultures
319
1
MYTH OR SCIENCE? "Are Two Heads Better Than One?"
321
В
PÍ)JNT/ÍX)IJNTER!OINT
All Jobs Should Be Designed Around Groups
328
Questions for Review
329
Questions for Critical Thinking
329
Team Exercise Wildness Survival
329
Ethical Dilemma Arab
Discrimination
330
Case Incident
1
Role Conflict Among Telephone Service Employees
331
Case Incident
2
The Dangers of Groupthink
331
Chapter
10
Understanding Work Teams
336
Why Have Teams Become So Popular?
338
Differences Between Groups and Teams
339
Types of Teams
340
Problem-Solving Teams
340 ·
Self-Managed Work Teams
340 *
Cross-Functional
Teams
341 ·
Virtual Teams
342
Creating Effective Teams
344
Context
345 ·
Composition
346 ·
Work Design
351 ·
Process
351
Turning Individuals into Team Players
353
The Challenge
354 ·
Shaping Team Players
354
Teams and Quality Management
355
Beware! Teams Aren't Always the Answer
356
Summary and Implications for Managers
357
■
OB IN THE NEWS Teams Work to Save Lives in Tsunami-Stricken Asia
338
Я
INTERNATIONA!, OB Global Virtual Teams
343
Щ
SELF ASSESSMENT LIBRARY How Good Am I at Building and Leading a Team?
353
Q
1
POINT/COUNTERPOINT Sports Teams Are Good Models for Workplace Teams
358
Questions for Review
359
Questions for Critical Thinking
359
CONTENTS xxv
Team Exercise
Fixed
Versus Variable
Flight. Crews
359
Ethical Dilemma Pi vss
и
>
e
To Be a Tea
m
Flo
це і
■ 359
Case Incident
1
A Virtual Team at
TA. Stearns
360
Case Incident
2
'Team-Building Retreats
361
Chapter
11
Communication
366
Functions of Communication
368
The
Communication
Process
369
Direction of Communication
370
Downward
370 *
Upward
370 ·
Lateral
371
Interpersonal Communication
371
Oral Communication
371 ·
Written Communication
372 ·
Nonverbal
Communication
373
Organizational Communication
374
Formal Small-Group Networks
374 ·
77м?
Grapevine
375 ·
Computer-Aided
Communication
376 *
Knowledge
Management
380
Choice of Communication Channel
382
Barriers to Effective
Communication
383
Filtering
383 *
Selective Perception
384 ·
Information
Overload
384 ·
Emotions
384 *
Language
384 *
Communication Apprehension
385
Current Issues in Communication
386
Communication Barriers Between Women and Men
386 *
Silence as
Communication
387 *
"Politically Correct" Communication
387 *
Cross-Cultural Communication
389
Summary and Implications for Managers
392
1
INTERNATIONAL OB Lost in Translation?
392
m
OB IN THE NLVVS Internet Gripe Sites: A Challenge for Management
380
m
MYTH OR SCIENCE? "People Are Good at Catching Liars at Work"
385
8
MYTH OR SCIENCE? "Are East Asians More Responsive to Indirect Communication?"
391
^ SELF ASSESSMENT LIBRARY How Good Are My Listening Skills?
391
í
Ш
POINT/COUNTERPOINT Open-Book Management Improves the Bottom Line
394
Questions for Review
395
Questions for Critical Thinking
395
Team Exercise An Absence of
Non »erbai
Сопти
nication
395
Ethical Dilemma
Defiii'uuj
the Boundaries of Technology
396
Case Incident
1
James W. Caruso Has Communication Problems
396
Case Incident
2
The Bus
і
1
1
ess
о)
'
Blogs
396
Chapter
12
Basic Approaches to Leadership
400
What Is Leadership?
402
Trait Theories
402
Behavioral Theories
405
Ohio State Studies
405 ·
University of Michigan Studies
406 ·
The Managerial
Grid
407 ·
Summary of Trait Theories and Behavioral Theories
408
Contingency Theories
4Ü8
xxvi CONTENTS
f
·
Fiedler
Model
409 · Hersey and Blanchard's Süuational
Theory
413
Leader-Member Exchange Theory
414 ·
Path-Goal Theory
415 ·
Contingency
Variables and Predictions
416 ·
Leader-Participation Model
417
Summary and Implications for Managers
419
m
OB IN
ТШ·.
Ν'
RVS
Managers Speak Out on Leadership Competencies
404
SELF-ASSESSMENT LIBRARY What's My Leadership Style?
408
йМУТМ
Oit
SC:ii'X(:ś''>
"It's Experience That Counts!"
412
í;·
ÌNTLvRN.-VVK
.'Ν.Λν
1
"ľ'
Cultivating an International Perspective: A Necessity for Leaders
419
:3
POíNT ('I N;'·':·14
:
The Perils of Leadership Training
420
Questions for Review
421
Questions for Critical Thinking
421
Team Exercise Debate: Do Leader* Really Matter?
421
Ethical Dilemma Do Ends Justify the Means?
422
Case Incident
1
Moving from Colleague, to
Supervisor
422
Case Incident
2
Barack öbavui
423
Chapter
13
Contemporary Issues in Leadership
428
Framing: Using Words to Shape Meaning and Inspire Others
430
Inspirational Approaches to Leadership
431
Charismatic Leadership
431 *
Transformational Leadership
431
Authentic Leadership: Ethics and Trust Are the Foundation of Leadership
440
What Is Authentic Leadership?
440 ·
Ethics and Leadership
441 ·
What Is
Trust?
442 ·
Trust and Leadership
443 ·
Three Types of Trust
443 ·
Basic
Principles of Trust
444 ·
Is Trust in Our Leaders in Decline?
445
Contemporary Leadership Roles
447
Providing Team Leadership
447 *
Mentoring
448 ·
Self-Leadership
450 ·
Online Leadership
451
Challenges to the Leadership Construct
453
Leadership as an Attribution
454 ·
Substitutes and Neutralizers to
Leadership
455
Finding and Creating Effective Leaders
456
Selection
456 ·
Training
457
Summary and Implications for Managers
457
H
OB IN THE NEWS War and the Art of Framing
431
SELF ASSESSMENT LIBRARY How Charismatic Am I?
436
«MYTH OR SCIENCE? "Men Make Better Leaders Than Women"
450
iã
INTERNATIONAL· OB Cultural Variation in Charismatic Attributions
454
m POINT,
COUNTERPOINT Leadership Is Culturally Bound
459
Questions
f
or Review
460
Questions for Critical Thinking
460
Team Exercise You Be the Judge: Which Vision Statement Is
Effective?
460
Ethical Dilemma Ethical Leadership or Would You Work Here?
461
Case Incident
1
Will George W. Bush Be a Great President?
461
Case Incident
2
Generation Gap: Mentors and
Protégés
462
CONTENTS xxvii
Chapter
14 Power
and Politics
468
A Definition of Power
470
Contrasting Leadership and Power
470
Bases of Power
471
Formal Power
471 ·
Personal Pawer
472 ·
Which Bases of Power Are Most
Effective?
473
Dependency: The Key to Power
474
The General Dependency Postulate
474 ·
What Creates Dependency?
474
Power Tactics
476
Power in Groups: Coalitions
478
Sexual Harassment: Unequal Power in the Workplace
479
Politics: Power in Action
481
Definition
481 ·
The Reality of Politics
482 ·
Factors Contributing to Political
Behavior
484 ·
How Do People Respond to Organizational Politics?
487 ·
Impression Management
489 ·
The Ethics of Behaving Politically
491
Summary and Implications for Managers
492
·' '' '' '■■
і
"'
T'íl XO'iS
At University of Kansas: Coach Gets Boss Fired?
475
,
\
■; ■ ;;
л
.Л'і'ЮлЛс /і
Influence Tactics in China
477
\n
Г и
OR
ЅПѓ:.4»
U-;?
"It's Not What You Know, It's Who You Know"
484
SELF ASSESSMENT LIBRARY How Good Am I at Playing Politics?
492
■-
VOïXV
CuLK'Yliixľ'.'yť·-'.'·.
Managing Impressions Is unethical
494
Questions for Review
495
Questions for Critical flunking
495
Team Exercise Understanding Power Dynamics
495
Ethical Dilemma Swapping Personal Favors?
496
Case Incident
1
Bill Fowler at Blackmer/Dover Resources Inc.
496
Case Incident
2
The Politics of Backs tabbing
497
Chapter
15
Conflict and Negotiation
502
A Definition of Conflict,
504
Transitions in Conflict Thought
505
The Traditional View
505 ·
Tiie Human Relations View
505 ·
The
Interactionist
View
505
The Conflict Process
506
Stage I: Potential Opposition or Incompatibility
506
Stage II: Cognition and Personalization
509 ·
Stage III: Intentions
510·
Stage IV: Behavior
511 ·
Stage V: Outcomes
512
Negotiation
516
Bargaining Strategies
516·
The Negotiation Process
520
»Issues in
Negotiation
521
Summary and Implications for Managers
527
1
MYTH OR
SCIiiľs'í
;]·'.:-
"The Source of Most Conflicts Is Lack of Communication"
507
üïNTKRNATiONAl.OB
Negotiating Across Cultures
525
xxviii CONTENTS
И
SELF ASSESSMENT LIBRARY What's My Negotiating Style?
525
Ò
BOB IN THE NEWS An Effective Negotiation Experience
526
■
POINT/COUNTERPOINT Conflict Benefits Organizations
529
Questions for Review
530
Questions for Critical Thinking
530
Team Exercise A Negotiation Role Play
530
Ethical Dilemma Is It Unethical to Lie and Deceive During
Negotiations?
531
Case Incident
1 Schneide)·
National
532
Case Incident
2
Negotiation Puts Hockey in the Penally Box
532
Part Four The Organization System
536
Chapter
16
Foundations of Organization Structure
536
What Is Organizational Structure
538
Work Specialization
538 ·
Departynentalizalion
540 ·
Chain of'Command
541 ·
Span of Control
542 ·
Centralization and Decentralization
543 ·
Formalizalion
545
Common Organizational Designs
545
The Simple Structure
545 ·
The Bureaucracy
546 ·
The Matrix Structure
548
New Design Options
550
The Team Structure
550 ·
The Virtual Organization
550 ·
The Boundaryless
Organization
552
Why Do Structures Differ?
554
Strategy
554 ·
Organization Size
556 ·
Technology
556 ·
Environment
557
Organizational Designs and Employee Behavior
559
Summary and Implications for Managers
561
Ш
OB IN THE NEWS There Is No One Right Span of Control
543
Щ
SELF ASSESSMENT LIBRARY HowWilling Am I to Delegate?
544
Ó H
INTERNATIONAL OB
Struđural
Considerations in Multinationals
548
■
MYTI
I OR SCIENCE? "Bureaucracy Is Dead"
558
■
POINT/COUNTERPOINT Technology Is Reshaping Organizations
564
Questions
f
or Review
565
Questions for Critical Thinking
565
Team Exercise Authority Figures
565
Ethical Dilemma Just Following Orders
566
Case Incident
1
"I Detest Bureaucracy"
566
Case Incident
2
No Bosses at W. L. Gore
&
Associates
567
Chapter
17
Organizational Culture
570
Institutionalization: A Forerunner of Culture
572
What Is Organizational Culture?
572
A Definition
573 ·
Culture Is a Descriptive Term
575 ·
Do Organizations Have
Uniform Cultures?
575 ·
Strong Versus Weak Cultures
576 ·
Culture Versus
Formalization
577 ·
Organizational Culture Versus National Culture
578
CONTENTS xxix
What Do Cultures Do?
578
Culture's Functions
578 ·
Culture as a Liability
579
Creating and Sustaining Culture
581
How a Culture Begins
581 ·
Keeping a Culture Alive
582 ·
Summary:
How Cultures Form
586
How Employees Learn Culture
587
Stories
587 ·
Rituals
587 ·
Material Symbols
587 ·
Language
588
Creating an Ethical Organizational Culture
589
Creating a Customer-Responsive Culture
590
Key Variables Shaping Customer-Responsive Cultures
590 ·
Managerial Action
590
Spirituality and Organizational Culture
592
What Is Spirituality?
592 ·
Wiy Spirituality Now?
592 ·
Characteristics of a
Spiritual Organization
593 ·
Criticisms of Spirituality
594
Summary and Implications for Managers
595
Π
SELF ASSESSMENT LIBRARY What's the Right Organizational Culture for Me?
575
D
Ш
IN TKRN.Yi lONAi.
Uli
A Good Organizational Culture Knows No Boundaries
577
Ш
OB IN
i í
it
M
VVS
A Strong Culture Keeps Managers Aboard at Bubba Gump Shrimp Co.
579
Ш
M\
i H
ORSCłtNi
Er
"Success Breeds Success"
580
« (■'()!.
\
i i UĽN i i-.KľOlM
Organizational Cultures Can't Be Changed
597
Questions for Review
598
Questions for Critical Thinking
598
Team Exercise Rate Your Classroom Culture
598
Ethical Dilemma Is Involuntary Ethics Training Unethical?
599
Case Incident
1
Southwest Airlines Faces New Challenges
600
Case Incident
2
Wegmans
601
Chapter
18
Human Resource Policies and Practices
606
Selection Practices
608
How the Selection Process Works
608 ·
Initial Selection
608 ·
Substantive
Selection
610 ·
Contingent Selection
613
Training and Development Programs
614
Types of Training
614 ·
Training Methods
616 ·
Individualizing Formal
Training to Fit the Employee's Learning Style
617 ·
Evaluating
Effectiveness
618
Performance Evaluation
618
Purposes of Performance Evaluation
619 ·
WiatDo We Evaluate?
619 ·
Who
Should Do the Evaluating?
620 ·
Methods of Performance Evaluation
622 ·
Suggestions for Improving Performance Evaluations
624 ·
Providing
Performance Feedback
626
International Human Resource Practices: Selected Issues
627
Selection
627 ·
Performance Evaluation
628
Managing Diversity in Organizations
629
Work-Life Conflicts
629 ·
Diversity Training
631
Summary and Implications for Managers
632
CONTENTS
В
MYTH OR SCIENCE? "It's First Impressions That Count!"
612
Ш
INTERNATIONAL OB Cultural Training
616
Ш
OB IN THE NEWS The Rise and Fall of Forced Ranking
624
rs SELF ASSESSMENT LIBRARY How Good Am I at Giving Performance Feedback?
627
β
■
POINT/COUNTERPOINT Get Rid of the SAT and ACT as Tools to Select Students
634
Questions for Review
635
Questions for Critical Thinking
635
Team Exercise Evaluating
Performance
und
Providiuy Feedback
635
Ethical Dilemma Is It Unethical to "Shape" Your Resume?
636
Case Incident I A Unique Training Program
al UPS
636
Case Incident
2
Job Candidates Without Strong SAT Scores Need Not
Apply
637
Part Five Organizational Dynamics
642
Chapter
19
Organizational Change and Stress
Management
642
Forces for Change
644
Managing Planned Change
646
Resistance to Change
647
Overcoming Resistance to Change
648 ·
The Politics of Change
650
Approaches to Managing Organizational Change
651
Lewin's Three-Step Model
651 ·
Roller's Eight-Step Plan for Implementing
Change
653 ·
Action Research
653 ·
Organizational Development
654
Contemporary Change Issues for Today's Managers
658
Technology in the Workplace
658 ·
Stimulating Innovation
660 ·
Creating a
Learning Organization
662 ·
Managing Change: It's Culture-Bound
664
Work Stress and Its Management
665
What Is Stress?
666 ·
Understanding Stress and Its Consequences
667 ·
Potential Sources of Stress
668 ·
Individual Differences
670 ·
Consequences
of Stress
671 ·
Managing Stress
673
Summary and Implications for Managers
676
Щ
SELF ASSESSMENT LIBRARY How Well Do I Respond to Turbulent Change?
650
О в
OB IN THE NEWS Stress Levels Reach Record Highs
672
■
INTERNATIONAL OB Coping with Stress: Cultural Differences
675
■
POINT/COUNTERPOINT Managing Change Is an Episodic Activity
678
Questions for Review
6 79
Questions for Critical Thinking
679
Team Exercise Power and the Changing Environment
679
Ethical Dilemma Increasing Employee Productivity and Stress
680
Case Incident
1
GE's Work-Out
680
Case Incident
2
Innovating Innovation
681
Appendix A Research in Organizational Behavior
686
CONTENTS xxxi
Comprehensive Cases
693
('ase
1
Arnold Schwarzenegger Leader ol'Calil'oniia?
693
Case
2
What ('usioiiKus
Doni.
Know Won't Hurt Them, ov Will It?
697
Case
3
Are Five Heads Better Than One?
7ÜÜ
('asci
Wal-Vhirť.sWoild
703
Casc
Γ)
Apple's Beethoven
706
Case
(í
(¡M and
lhe
DAW: A One-Hided Negotiation?
709
Case
7
A Question ol' Motivation
712
Case
8
'Πιο
Big
Promotion
715
Illustration Credits
718
Indexes
719
Name
719
Organization
738
(ilindex (sulijecl
ini
lex/glossary)
743 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Robbins, Stephen P. 1943- |
| author_GND | (DE-588)124203973 (DE-588)143142909 |
| author_facet | Robbins, Stephen P. 1943- |
| author_role | aut |
| author_sort | Robbins, Stephen P. 1943- |
| author_variant | s p r sp spr |
| building | Verbundindex |
| bvnumber | BV021769501 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
| callnumber-sort | HD 258.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | CW 1000 QP 340 QP 342 |
| ctrlnum | (OCoLC)62118457 (DE-599)BVBBV021769501 |
| dewey-full | 658.4 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 658.3 |
| dewey-search | 658.4 658.3 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| edition | 12. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV021769501 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:37:54Z |
| indexdate | 2024-07-09T20:43:39Z |
| institution | BVB |
| isbn | 0132431564 |
| language | English |
| lccn | 2005055469 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014982447 |
| oclc_num | 62118457 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-92 DE-M347 DE-20 DE-573 DE-11 DE-2070s DE-706 DE-473 DE-BY-UBG |
| owner_facet | DE-19 DE-BY-UBM DE-92 DE-M347 DE-20 DE-573 DE-11 DE-2070s DE-706 DE-473 DE-BY-UBG |
| physical | XXXI, 759 S. Ill., graph. Darst. 1 CD-ROM (12 cm, Self-assessment library) |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Pearson/Prentice Hall |
| record_format | marc |
| spelling | Robbins, Stephen P. 1943- Verfasser (DE-588)124203973 aut Organizational behavior Stephen P. Robbins ; Timothy A. Judge Organizational behaviour 12. ed. Upper Saddle River, NJ Pearson/Prentice Hall 2007 XXXI, 759 S. Ill., graph. Darst. 1 CD-ROM (12 cm, Self-assessment library) txt rdacontent n rdamedia nc rdacarrier Literaturangaben Comportement organisationnel Management gtt Organisatiegedrag gtt Organisatiekunde gtt Comportamiento organizacional Organizational behavior Organisation (DE-588)4043774-7 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Unternehmen (DE-588)4061963-1 s Führung (DE-588)4018776-7 s Organisationsverhalten (DE-588)4285859-8 s DE-604 Organisation (DE-588)4043774-7 s Organisationspsychologie (DE-588)4043786-3 s 2\p DE-604 Organisationssoziologie (DE-588)4043788-7 s 3\p DE-604 Judge, Timothy A. Sonstige (DE-588)143142909 oth Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014982447&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Robbins, Stephen P. 1943- Organizational behavior Comportement organisationnel Management gtt Organisatiegedrag gtt Organisatiekunde gtt Comportamiento organizacional Organizational behavior Organisation (DE-588)4043774-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmen (DE-588)4061963-1 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4043786-3 (DE-588)4061963-1 (DE-588)4043788-7 (DE-588)4018776-7 (DE-588)4285859-8 (DE-588)4123623-3 |
| title | Organizational behavior |
| title_alt | Organizational behaviour |
| title_auth | Organizational behavior |
| title_exact_search | Organizational behavior |
| title_exact_search_txtP | Organizational behavior |
| title_full | Organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_fullStr | Organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_full_unstemmed | Organizational behavior Stephen P. Robbins ; Timothy A. Judge |
| title_short | Organizational behavior |
| title_sort | organizational behavior |
| topic | Comportement organisationnel Management gtt Organisatiegedrag gtt Organisatiekunde gtt Comportamiento organizacional Organizational behavior Organisation (DE-588)4043774-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmen (DE-588)4061963-1 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Comportement organisationnel Management Organisatiegedrag Organisatiekunde Comportamiento organizacional Organizational behavior Organisation Organisationspsychologie Unternehmen Organisationssoziologie Führung Organisationsverhalten Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014982447&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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