Understanding and managing organizational behavior:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ
Pearson Prentice Hall
2008
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| Edition: | 5. ed. |
| Subjects: | |
| Online Access: | Table of contents only Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references (p. [641]-683) and indexes |
| Physical Description: | XXV, 707 S. Ill. 29 cm |
| ISBN: | 013239457X 9780132394574 |
Staff View
MARC
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| 246 | 1 | 3 | |a Organizational behaviour |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Pearson Prentice Hall |c 2008 | |
| 300 | |a XXV, 707 S. |b Ill. |c 29 cm | ||
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| 500 | |a Includes bibliographical references (p. [641]-683) and indexes | ||
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| 650 | 4 | |a Organizational effectiveness | |
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Record in the Search Index
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| adam_text | Brief Contents
Preface xix
Chapter 1 Introduction to Organizational Behavior 1
Appendix: A Short History of Organizational Behaviour Research 35
PART 1 Individuals in Organization 1
Chapter 2 Individual Differences: Personality and Ability 39
Chapter 3 Values, Attitudes, and Moods and Emotions 71
Chapter 4 Perception, Attribution, and the Management of
Diversity 107
Chapter 5 Learning and Creativity 145
Chapter 6 The Nature of Work Motivation 179
Chapter 7 Creating a Motivating Work Setting 209
Chapter 8 Pay, Careers, and Changing Employment
Relationships 245
Chapter 9 Managing Stress and Work-Life Balance 283
PART 2 Group and Team Processes 321
Chapter 10 The Nature of Work Groups and Teams 321
Chapter 11 Effective Work Groups and Teams 355
Chapter 12 Leaders and Leadership 389
Chapter 13 Power, Politics, Conflict, and Negotiation 427
Chapter 14 Communicating Effectively in Organizations 459
Chapter 15 Decision Making and Organizational Learning 497
PART 3 Organizational Processes 533
Chapter 16 Organizational Design and Structure 533
Chapter 17 Organizational Culture and Ethical Behavior 565
Chapter 18 Organizational Change and Development 601
Chapter 17 Organizational Culture and Ethical Behavior 565
Appendix: Research Methods in Organizational Behavior 635
References 641
Photo Credits 684
Name Index 685
Company Index 695
Subject Index 698
Contents
Chapter 1 Introduction to Organizational Behavior 1
Opening Case
How Jeff Bezos Manages at Amazon.com 2
What is Organizational Behavior? 4
The Nature of Organizational Behavior 4
Levels of OB 5
OB and Management 7
Managerial Functions 8
¦ OB TODAY: Dick s Restaurants Understands Its Employees 10
Managerial Roles 11
Managerial Skills 11
Challenges for OB 13
Challenge 1: The Changing Social and Cultural Environment 14
Developing Organizational Ethics and Well-Being 14
Dealing With a Diverse Workforce 16
¦ ETHICS IN ACTION: Everything is Not Coming Up Roses 17
Challenge 2: The Evolving Global Environment 20
Understanding Global Differences 20
Global Learning 20
¦ GLOBAL VIEW: IKEA s World-Wide Approach to OB 21
Global Crisis Management 23
Challenge 3: Advancing Information Technology 24
IT and Organizational Effectiveness 24
¦ OB TODAY: Entrepreneurs Found Relationship Dotcom s 25
IT, Creativity, and Organizational Learning 26
Challenge 4: Shifting Work and Employment Relationships 26
¦ YOU RE THE MANAGEMENT EXPERT: Moving to Self-Managed
Teams 27
SUMMARY 29
EXERCISES IN UNDERSTANDING AND MANAGING OB 30
NEW YORK TIMES CASES IN THE NEWS:
For the Avon Lady, A World Beyond Ringing Doorbell s 32
Outsourcers Struggling to Keep Workers in the Field 33
Appendix 1: A Short History of Organizational Behaviour Research 35
F. W. Taylor and Scientific Management 35
The Work of Mary Parker Follett 36
The Hawthorne Studies and Human Relations 36
Theory X and Theory Y 38
Theory X 38
Theory Y 38
v
PART 1 Individuals in Organizations 1
Chapter 2 Individual Differences: Personality and Ability 39
Opening Case
Forging into China 40
The Nature of Personality 41
Determinants of Personality: Nature and Nurture 42
Personality and the Situation 43
¦ FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska
Communications 45
Personality: A Determinant of the Nature of Organization 45
The Big Five Model of Personality 46
Extraversion 47
Neuroticism 47
Agreeableness 48
Conscientiousness 48
Openness to Experience 49
¦ GLOBAL VIEW: Fujio Mitarai Cuts Costs and Develops New Products
at Canon 51
Conclusions 52
¦ YOU RE THE MANAGEMENT EXPERT: Understanding a
New Employee 52
Other Organizationally Relevant Personality Traits 53
Locus of Control 53
Self-Monitoring 53
Self-Esteem 55
Type A and Type B Personalities 55
Needs for Achievement, Affiliation, and Power 55
How Personality Is Measured 56
The Nature of Ability 56
Cognitive Ability 57
Physical Ability 57
Where Do Abilities Come From and How Are They Measured? 57
Emotional Intelligence: A New Kind of Ability 59
The Management of Ability in Organizations 62
Selection 62
Placement 62
Training 62
SUMMARY 63
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 64
NEW YORK TIMES CASES IN THE NEWS:
The Math Whiz vs. the Media Moguls in a Battle for Millions 66
Served as King of England, Said the Resume 68
Chapter 3 Values, Attitudes, and Moods and Emotions 71
Opening Case
A Winning Formula at Valero Energy 72
Values, Attitudes, and Moods and Emotions 73
The Nature of Values 74
¦ MANAGING ETHICALLY: When Codes of Ethics Fail 77
The Nature of Work Attitudes 78
CONTENTS Vii
The Nature of Moods and Emotions 78
¦ GLOBAL VIEW: Richard Branson Thrives on Excitement 81
Relationships Between Values, Attitudes, and Moods and Emotions 83
Job Satisfaction 84
Determinants of Job Satisfaction 84
Theories of Job Satisfaction 88
The Facet Model of Job Satisfaction 88
Herzberg s Motivator-Hygiene Theory of Job Satisfaction 90
The Discrepancy Model of Job Satisfaction 91
The Steady-State Theory of Job Satisfaction 91
Measuring Job Satisfaction 92
Potential Consequences of Job Satisfaction 93
Does Job Satisfaction Affect Job Performance? 93
Absenteeism 94
Turnover 94
Organizational Citizenship Behavior 95
Employee Weil-Being 97
Organizational Commitment 97
Determinants of Affective Commitment 97
Potential Consequences of Affective Commitment 97
¦ YOU RE THE MANAGEMENT EXPERT: Increasing Affective
Commitment 98
SUMMARY 98
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 100
NEW YORK TIMES CASES IN THE NEWS:
Here s an Idea: Let Everyone Have Ideas 102
Trying Out for Life s Second Act 104
Chapter 4 Perception, Attribution, and the Management
of Diversity 107
Opening Case
Effectively Managing Diversity is an Ongoing Challenge 108
The Nature of Perception 110
Motivation and Performance 111
Fairness and Equity 111
Ethical Action 112
Characteristics of the Perceiver 113
Schemas: The Perceiver s Knowledge Base 113
The Perceiver s Motivational State 115
¦ FOCUS ON DIVERSITY: Some Older Workers Lose Jobs, Others
Find Them 116
The Perceiver s Mood 116
Characteristics of the Target and Situation 117
Ambiguity of the Target 118
Social Status of the Target 118
Impression Management by the Target 119
Information Provided by the Situation 120
Standing Out in the Crowd: The Effects of Salience in a Situation 120
¦ ETHICS IN ACTION: Disabled Employees Key to Success at Habitat
International 123
Biases and Probiems in Person Perception 124
Primacy Effects 124
Contrast Effects 126
Halo Effects 126
Similar-to-Me Effects 126
Harshness, Leniency, and Average Tendency Biases 127
Knowledge-of-Predictor Bias 127
Attribution Theory 128
Internal and External Attributions 128
Attributional Biases 129
¦ YOU RE THE MANAGEMENT EXPERT: Helping a Coworker 131
Effectively Managing a Diverse Workforce 131
Securing Top-Management Commitment to Diversity 131
Diversity Training 133
Education 134
Mentoring Programs 134
Sexual Harassment 135
SUMMARY 137
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 138
NEW YORK TIMES CASES IN THE NEWS:
Up the Down Staircase: Why Do So Few Women Reach the Top of
Big Law Firms? 140
Looking at the Free Market, and Seeing Red 143
Chapter 5 Learning and Creativity 145
Opening Case
Continuous Learning and the Global Creativity Advantage 146
The Nature of Learning 148
Learning Through Consequences 148
Encouraging Desired Behaviors Through Positive and Negative Reinforcement 149
Shaping 152
Discouraging Undesired Behaviors Through Extinction and Punishment 152
Organizational Behavior Modification 154
Ethical Issues in OB MOD 156
Learning From Others 157
¦ GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton 159
Learning On Your Own 160
Beliefs About One s Ability to Learn: The Role of Self-Efficacy 161
Sources of Self-Efficacy 162
Learning By Doing 162
Continuous Learning Through Creativity 163
The Creative Process 163
¦ GLOBAL VIEW: Creating New Products at Samsung 165
Characteristics of Employees that Contribute to Creativity 166
Characteristics of the Organizational Situation that Contribute to Creativity 167
The Interaction of Personality and Situational Factors 168
¦ YOU RE THE MANAGEMENT EXPERT: Encouraging Independent
Thinking 169
The Learning Organization 169
SUMMARY 170
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 172
CONTENTS ix
NEW YORK TIMES CASES IN THE NEWS:
Running Away from the Pack in Japan 174
Going Off the Beaten Path for New Design Ideas 176
Chapter 6 The Nature of Work Motivation 179
Opening Case
Motivating Employees at the SAS Institute: A Global Success Story 180
What is Work Motivation? 181
Direction of Behavior 182
Level of Effort 182
Level of Persistence 183
The Distinction Between Motivation and Performance 183
Intrinsic and Extrinsic Motivation 184
Theories of Work Motivation 184
¦ MANAGING ETHICALLY: Protecting the Environment 185
Need Theory 186
Maslow s Hierarchy of Needs 187
Alderfer s ERG Theory 188
The Research Evidence 189
Expectancy Theory 189
Valence: How Desirable Is an Outcome? 190
Instrumentality: What Is the Connection Between Job Performance
and Outcomes? 191
Expectancy: What Is the Connection Between Effort and Job
Performance? 191
The Combined Effects of Valence, Instrumentality, and Expectancy
on Motivation 192
Equity Theory 193
Equity 194
Inequity 194
Ways to Restore Equity 195
The Effects of Inequity and the Research Evidence 195
Organizational Justice Theory 196
¦ YOU RE THE MANAGEMENT EXPERT: When Equal Treatment
Backfires 196
Forms of Organizational Justice 197
Consequences of Organizational Justice 199
¦ OB TODAY: Organizational Justice at Genentech 200
SUMMARY 201
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 202
NEW YORK TIMES CASES IN THE NEWS:
Career Switchers Add New Depth to Talent Pool in
Real Estate 204
Airline Pilots Still Flying, but No Longer Quite So High 205
Chapter 7 Creating a Motivating Work Setting 209
Opening Case
Motivating Employees at Google 210
Job Design: Early Approaches 211
Scientific Management 212
Job Enlargement and Job Enrichment 214
¦ OB TODAY: Cutting Costs and Increasing Efficiency at General Mills 215
Job Design: The Job Characteristics Model 216
Core Job Dimensions 216
The Motivating Potential Score 217
Critical Psychological States 221
Work and Personal Outcomes 221
The Role of Individual Differences in Employees Responses to Job Design 223
The Research Evidence 224
¦ YOU RE THE MANAGEMENT EXPERT: Redesigning Jobs 225
Job Design: The Social Information Processing Model 225
The Role of the Social Environment 226
The Role of Past Behaviors 227
Job Design Models Summarized 228
Organizational Objectives 230
¦ GLOBAL VIEW: Hydro s Commitment to the Environment and
Its Employees 230
¦ GLOBAL VIEW: Offshoring Is Here to Stay 232
Goal Setting 233
What Kinds of Goals Lead to High Motivation and Performance? 233
Why Do Goals Affect Motivation and Performance? 234
Limits to Goal-Setting Theory 235
Management by Objectives 235
Goal Setting and Job Design as Motivation Tools 236
SUMMARY 237
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 238
NEW YORK TIMES CASES IN THE NEWS:
DuPont Looking to Displace Fossil Fuels as Building Blocks
of Chemicals 240
Finding Happiness In the Pursuit 242
Chapter 8 Pay, Careers, and Changing Employment
Relationships 245
Opening Case
Valuing Employees at Costco 246
Psychological Contracts 248
Determinants of Psychological Contracts 248
Types of Psychological Contracts 249
When Psychological Contracts Are Broken 251
¦ ETHICS IN ACTION: GM Gypsies and Other Displaced Workers Face
On-Going Struggle 252
Performance Appraisal 253
Encouraging High Levels of Motivation and Performance 253
Providing Information for Decision Making 254
Developing a Performance Appraisal System 255
¦ YOU RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer
Service 257
Potential Problems in Subjective Performance Appraisal 262
Pay and the Employment Relation 262
Merit Pay Plans 262
Should Merit Pay Be Based on Individual, Group, or Organizational
Performance? 263
Should Merit Pay Be in the Form of a Salary Increase or a Bonus? 264
CONTENTS Xi
Examples of Merit Pay Plans 264
The Ethics of Pay Differentials and Comparable Worth 265
Careers 265
The Nature of Careers 266
Types of Careers 266
Career Stages 267
¦ FOCUS ON DIVERSITY: Older Workers Contribute to Make Valuable
Contributions 271
Contemporary Career Challenges 272
SUMMARY 275
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 276
NEW YORK TIMES CASES IN THE NEWS:
Off to the Races Again, Leaving Many Behind 278
Short on Drivers, Truckers Dangle Stock and 401 (K) 281
Chapter 9 Managing Stress and Work-Life Balance 283
Opening Case
Globalization Heightens Work Stress 284
The Nature of Stress 286
¦ MANAGING ETHICALLY: Violence in the Workplace 287
Individual Differences and Stress 288
Consequences of Stress 289
Sources of Stress 293
Personal Stressors 294
Job-Related Stressors 296
¦ MANAGING ETHICALLY: Laid Off and On Your Own 298
Group- and Organization-Related Stressors 299
Stressors Arising Out of Work-Life Balance 301
Environmental Uncertainty 301
¦ GLOBAL VIEW: Coping with Grief and Loss 302
Coping with Stress 303
Problem-Focused Coping Strategies for Individuals 304
Emotion-Focused Coping Strategies for Individuals 305
Problem-Focused Coping Strategies for Organizations 307
¦ YOU RE THE MANAGEMENT EXPERT: Coping with the Stress of a
Challenging New Job 308
Emotion-Focused Coping Strategies for Organizations 310
SUMMARY 313
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 314
NEW YORK TIMES CASES IN THE NEWS:
Nine to Five, And Then Some 316
An Ugly Side of Free Trade: Sweatshops in Jordan 317
PART 2 Group and Team Processes 321
Chapter 10 The Nature of Work Groups and Teams 321
Opening Case
Teams Fuel Global Innovation at Whirlpool 322
Introduction to Groups 324
Types of Work Groups 324
Group Development over Time: The Five-Stage Model 327
Characteristics of Work Groups 328
Group Size 328
Group Composition 329
Group Function 331
Group Status 331
¦ FOCUS ON DIVERSITY: Heterogeneous Groups Combat Knowledge
Drain 332
Group Efficacy 333
Social Facilitation 334
How Groups Control Their Members: Roles and Rules 335
Roles 335
Written Rules 337
¦ OB TODAY: Zingerman s Steps to Success 337
How Groups Control Their Members: Group Norms 338
Why Do Group Members Conform to Norms? 339
Idiosyncrasy Credit 339
The Pros and Cons of Conformity and Deviance 340
Balancing Conformity and Deviance 340
Ensuring that Group Norms Are Functional for the Organization 342
¦ YOU RE THE MANAGEMENT EXPERT: Aligning Goals 343
Socialization: How Group Members Learn Roles, Rules, and Norms 344
Socialization and Role Orientation 344
Socialization Tactics 345
SUMMARY 349
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 350
NEW YORK TIMES CASES IN THE NEWS:
Firefighters Gone Vegan? Even Austin Is Impressed 352
Coke s Board to Get Bonus or Nothing 353
Chapter 11 Effective Work Groups and Teams 355
Opening Case
Why Microsoft s Measurement System Led to Problems with Group
Performance 356
Process Losses, Process Gains, and Group Effectiveness 358
Potential Performance 358
Process Losses and Performance 358
Process Gains and Performance 359
¦ OB TODAY: The Rolling Stones Learn to Play Together 361
Social Loafing: A Problem in Group Motivation and Performance 362
Group Size and Social Loafing 363
Ways to Reduce Social Loafing 363
¦ OB TODAY: How GlaxoSmithKline Used Groups to Boost Productivity 365
How the Nature of Tasks Affects Group Performance 366
Pooled Interdependence 366
Sequential Interdependence 367
Reciprocal Interdependence 369
¦ YOU RE THE MANAGEMENT EXPERT: What Kinds of
Groups and Tasks? 371
Group Cohesiveness and Performance 371
Factors that Contribute to Group Cohesiveness 372
Consequences of Group Cohesiveness 373
¦ A GLOBAL VIEW: Teams, Teams, and More Teams at Nokia 376
CONTENTS Xiii
Important Organizational Groups 377
The Top Management Team 377
Self-Managed Work Teams 378
Research and Development Teams 379
Virtual Teams 381
¦ OB TODAY: The Challenges of Being a Virtual
Team Member 382
SUMMARY 383
ORGANIZATIONAL BEHAVIOR IN ACTION 384
NEW YORK TIMES CASES IN THE NEWS:
Surgical Teams Found Lacking 386
Working Together, Wherever They Are 387
Carmakers Big Idea: Think Small 388
Chapter 12 Leaders and Leadership 389
Opening Case
A Sister Act Helps Claire s Stores to Sparkle 390
Introduction to Leadership 391
Early Approaches to Leadership 392
The Leader Trait Approach 393
The Leader Behavior Approach 393
The Behavior Approach: Leader Reward and Punishing Behavior 395
Measuring Leader Behaviors 395
What Is Missing in the Trait and Behavior Approaches? 395
Fiedler s Contingency Theory of Leadership 397
Leader Style 397
Situational Characteristics 398
The Contingency Model 399
Contemporary Perspectives On Leadership 401
Path-Goal Theory: How Leaders Motivate Followers 401
¦ OB TODAY: Tammy Savage and the NETGENeration 403
The Vroom and Yetton Model: Determining the Level of Subordinate Participation
in Decision Making 404
Leader-Member Exchange Theory: Relationships Between Leaders
and Followers 406
Does Leadership Always Matter in Organizations? 407
Leadership Substitutes 407
Leadership Neutralizes 408
¦ OB TODAY: No One Size Fits All Approach to Leadership 409
The Romance of Leadership 410
¦ YOU RE THE MANAGEMENT EXPERT: How to Lead Me 410
New Topics in Leadership Research 411
Transformational and Charismatic Leadership 411
¦ A GLOBAL VIEW: Avon is Calling Everywhere 412
Leader Mood 414
Gender and Leadership 414
Ethical Leadership 415
¦ OB IN ACTION: Whole Foods Markets Leads Through Ethics and Social
Responsibility 416
Recap of Leadership Approaches 418
SUMMARY 418
ORGANIZATIONAL BEHAVIOR IN ACTION 420
NEW YORK TIMES CASES IN THE NEWS:
At LucasArts, No Playing Around in Quest to
Be No. 1 422
He Naps, He Sings, and He Isn t Michael Dell 424
Chapter 13 Power, Politics, Conflict, and Negotiation 427
Opening Case
Mixing Business and Family Causes Conflict 428
The Nature of Power and Politics 429
Sources of Individual Power 430
Source of Formal Individual Power 430
Sources of Informal Individual Power 432
¦ YOU RE THE MANAGEMENT EXPERT: Identifying Who Has
Power 433
¦ OB TODAY: Power Corrupts at WorldCom 434
Sources of Functional and Divisional Power 435
Ability to Control Uncertain Contingencies 435
Implacability 435
¦ OB TODAY: Telemarketing Turns-Off Customers 436
Centrality 437
Ability to Control and Generate Resources 437
Organizational Politics: The Use of Power 437
Tactics for Increasing Individual Power 438
¦ OB TODAY: Politics at Kodak 440
Managing Organizational Politics 441
What is Organizational Conflict? 441
Sources of Organizational Conflict 442
Differentiation 442
Task Relationships 443
¦ OB TODAY: Battle for Control Changes Gucci 443
Scarcity of Resources 444
Pondy s Model of Organizational Conflict 445
Latent Conflict 445
Perceived Conflict 445
Felt Conflict 445
Manifest Conflict 446
¦ OB TODAY: When Partners Battle For Control of
Their Company 447
Conflict Aftermath 448
Negotiation: Resolving Conflict 448
Individual-Level Conflict Management 449
Group-Level Conflict Management 450
Promoting Compromise 451
SUMMARY 453
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 454
NEW YORK TIMES CASES IN THE NEWS:
New DaimlerChrysler CEO Targets Infighting and
Intrigues 456
Fewer Corporate Chiefs are also Serving as
Chairmen* 457
CONTENTS XV
Chapter 14 Communicating Effectively in Organizations 459
Opening Case
Chrysler s Tom Lasorda Knows How to Talk to Employees 460
What is Communication? 461
The Functions of Communication 462
¦ MANAGING ETHICALLY: What s the Right Way to Use
the WWW? 464
Communication Networks in Organizations 466
The Communication Process 468
The Sender and the Message 468
Encoding 469
The Medium 470
The Receiver: Decoding and the Feedback Loop 471
¦ OB IN ACTION: Dressing for Leadership Success 472
Barriers to Effective Communication 473
Filtering and Information Distortion 473
Poor Listening 474
¦ OB TODAY: The Consequences of Poor Listening Skills 475
Lack of or Inappropriate Feedback 476
Rumors and the Grapevine 476
Workforce Diversity 477
Differences in Crosscultural Linguistic Styles 478
Selecting an Appropriate Communication Medium 479
Information Richness 479
Trade-Offs in the Choice of Media 481
Using New Information Technology 481
¦ OB IN ACTION: Intranets are Good for Business 482
¦ YOU RE THE MANAGEMENT EXPERT: How to Speed Product
Development? 483
Persuasive Communication 484
A Model of Persuasive Communication 484
¦ OB TODAY: A Failure in Communication 486
Communication in Crisis Situations 487
SUMMARY 489
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 490
NEW YORK TIMES CASES IN THE NEWS:
Guess Who s Got His Back 492
Guidant Consultant Advised Company to Release Data on
Defects 494
Anatomy of a Flawed Company 495
Chapter 15 Decision Making and Organizational Learning 497
Opening Case
Dolls in Combat: Barbie Versus the Bratz 498
Types of Decisions 500
Nonprogrammed Decisions 500
Programmed Decisions 501
The Decision-Making Process 502
The Classical Model of Decision Making 502
March and Simon s Administrative Model of Decision Making 503
Sources of Error in Decision Making 505
Heuristics and the Biases They May Lead To 505
Escalation of Commitment 507
Buyer s Remorse 509
The Role of Information Technology 509
¦ GLOBAL VIEW: SAP s ERP System 510
Group Decision Making 511
Advantages of Group Decision Making 511
¦ OB TODAY: Gap Understands Diverse Customers Needs 512
Disadvantages of Group Decision Making 513
Other Consequences of Group Decision Making 515
Decision Making in Crisis Situations 516
¦ YOU RE THE MANAGEMENT EXPERT: Solving Competition Between
Teams 517
Group Decision-Making Techniques 518
Brainstorming 518
The Nominal Group Technique 518
The Delphi Technique 519
Group Decision-Making Techniques Used in Total Quality Management 519
¦ OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing
Pay Off 520
Organizational Learning 521
Types of Organizational Learning 522
Principles of Organizational Learning 523
¦ OB TODAY: Nike Creates a Learning Organization 524
Leadership and Learning 525
SUMMARY 527
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 529
NEW YORK TIMES CASES IN THE NEWS:
Buyer s Remorse Is Causing Some Palpitations at Johnson Johnson 530
A Gamble on LCD TV s Meant Survival for Sharp 531
PART 3 Organizational Processes 533
Chapter 16 Organizational Design and Structure 533
Opening Case
Home Depot s New Military-Style Structure 534
Designing Organizational Structure 535
The Organizational Environment 536
Technology 536
Human Resources and the Employment Relationship 538
Organic and Mechanistic Structures 538
Grouping Jobs into Functions and Divisions 539
¦ YOU RE THE MANAGEMENT EXPERT: Which Work System Is the Best? 539
Functional Structure 540
Disadvantages of a Functional Structure 541
Divisional Structures: Product, Market and Geographic 541
Advantages of a Divisional Structure 543
Disadvantages of a Divisional Structure 544
Matrix Structure 545
Summary 546
CONTENTS XVii
Coordinating Functions and Divisions 547
Allocating Authority 547
¦ OB TODAY: Microsoft Centralizes to Meet Google s
Challenge 550
Mutual Adjustment and Integrating Mechanisms 551
Standardization 553
¦ GLOBAL VIEW: Sun Life s New Product Team Structure 554
New IT-Enabled Forms of Organizational Design and Structure 556
The Effects of IT Inside Organizations 556
¦ OB TODAY: Accenture s Virtual Organization 557
The Effects of IT Between Organizations 558
SUMMARY 559
ORGANIZATIONAL BEHAVIOR IN ACTION 560
NEW YORK TIMES CASES IN THE NEWS:
At Time Inc. the Big Heads Roll 562
Dow Jones Plans to Merge Online and Print Divisions 563
Mellon Combines 2 Units Into a New Group 564
ABN Amro Plans Reorganization to Shift Focus 564
Chapter 17 Organizational Culture and Ethical Behavior 565
Opening Case
Opening Case How to Build a Creative Culture 566
What Is Organizational Culture? 567
How is an Organization s Culture Transmitted to Its Members? 570
Socialization and Socialization Tactics 570
Stories, Ceremonies, and Organizational Language 571
¦ OB TODAY: Sam Walton and Wal-Mart s Culture 572
¦ YOU RE THE MANAGEMENT EXPERT: A Culture of Cleanliness 573
Factors Shaping Organizational Culture 574
Characteristics of People Within the Organization 574
Organizational Ethics 576
The Employment Relationship 577
¦ OB TODAY: Bimba Changes Its Approach 578
Organizational Structure 579
Adaptive Cultures versus Inert Cultures 580
¦ OB TODAY: How Google s Founders Created a Groovy
Culture 581
Traits of Strong, Adaptive Corporate Cultures 582
Values From The National Culture 583
Hofstede s Model of National Culture 584
¦ GLOBAL VIEW: A Gaijin Works to Turnaround Sony 587
Creating an Ethical Culture 588
Why Does Unethical Behavior Occur? 589
Ways to Create an Ethical Culture 590
¦ ETHICS IN ACTION: Corporate Governance at Walt Disney 591
SUMMARY 593
ORGANIZATIONAL BEHAVIOR IN ACTION 594
NEW YORK TIMES CASES IN THE NEWS:
For Trader Joe s, a New York Taste Test 596
Sears Chairman Works to Emphasize Selling 597
Excerpts From Report of the Columbia Accident Board 598
Chapter 18 Organizational Change and Development 601
Opening Case
Anne Mulcahy Transforms Xerox 602
Forces for and Resistance to Organization Change 603
Forces forChange 604
Impediments to Change 606
¦ ETHICS IN ACTION: Nike, Reebok, Adidas, and the Sweatshops 607
Organization-Level Resistance to Change 608
Group-Level Resistance to Change 609
Individual-Level Resistance to Change 609
Lewin s Force-Reid Theory of Change 610
Evolutionary and Revolutionary Change in Organizations 611
Evolutionary Change I: Socio-Technical Systems Theory 611
Evolutionary Change II: Total Quality Management 612
¦ GLOBAL VIEW: Toyota s Commitment to Continuous
Improvement 613
Revolutionary Change I: Reengineering 615
¦ OB TODAY: Chrysler Adopts a Crossfunctional Team Structure 616
Revolutionary Change II: Restructuring 618
¦ GLOBAL VIEW: eMachines Merges with Gateway 619
Revolutionary Change III: Innovation 619
Managing Change: Action Research 620
Diagnosis of the Organization 621
Determining the Desired Future State 621
Implementing Action 621
Evaluating the Action 623
¦ YOU RE THE MANAGEMENT EXPERT: Bringing Change to a
Restaurant 624
Institutionalizing Action Research 624
Organization Development 624
OD Techniques to Deal with Resistance to Change 625
OD Techniques to Promote Change 626
SUMMARY 629
ORGANIZATIONAL BEHAVIOR IN ACTION 630
NEW YORK TIMES CASES IN THE NEWS:
Ford Eliminating Up to 30,000 Jobs and 14 Factories 632
When Terry Met Jerry, Yahoo! 633
Appendix: Research Methods in Organizational Behavior 635
References 641
Photo Credits 684
Name Index 685
Company Index 695
Subject Index 698
|
| adam_txt |
Brief Contents
Preface xix
Chapter 1 Introduction to Organizational Behavior 1
Appendix: A Short History of Organizational Behaviour Research 35
PART 1 Individuals in Organization 1
Chapter 2 Individual Differences: Personality and Ability 39
Chapter 3 Values, Attitudes, and Moods and Emotions 71
Chapter 4 Perception, Attribution, and the Management of
Diversity 107
Chapter 5 Learning and Creativity 145
Chapter 6 The Nature of Work Motivation 179
Chapter 7 Creating a Motivating Work Setting 209
Chapter 8 Pay, Careers, and Changing Employment
Relationships 245
Chapter 9 Managing Stress and Work-Life Balance 283
PART 2 Group and Team Processes 321
Chapter 10 The Nature of Work Groups and Teams 321
Chapter 11 Effective Work Groups and Teams 355
Chapter 12 Leaders and Leadership 389
Chapter 13 Power, Politics, Conflict, and Negotiation 427
Chapter 14 Communicating Effectively in Organizations 459
Chapter 15 Decision Making and Organizational Learning 497
PART 3 Organizational Processes 533
Chapter 16 Organizational Design and Structure 533
Chapter 17 Organizational Culture and Ethical Behavior 565
Chapter 18 Organizational Change and Development 601
Chapter 17 Organizational Culture and Ethical Behavior 565
Appendix: Research Methods in Organizational Behavior 635
References 641
Photo Credits 684
Name Index 685
Company Index 695
Subject Index 698
Contents
Chapter 1 Introduction to Organizational Behavior 1
Opening Case
How Jeff Bezos Manages at Amazon.com 2
What is Organizational Behavior? 4
The Nature of Organizational Behavior 4
Levels of OB 5
OB and Management 7
Managerial Functions 8
¦ OB TODAY: Dick's Restaurants Understands Its Employees 10
Managerial Roles 11
Managerial Skills 11
Challenges for OB 13
Challenge 1: The Changing Social and Cultural Environment 14
Developing Organizational Ethics and Well-Being 14
Dealing With a Diverse Workforce 16
¦ ETHICS IN ACTION: Everything is Not Coming Up Roses 17
Challenge 2: The Evolving Global Environment 20
Understanding Global Differences 20
Global Learning 20
¦ GLOBAL VIEW: IKEA's World-Wide Approach to OB 21
Global Crisis Management 23
Challenge 3: Advancing Information Technology 24
IT and Organizational Effectiveness 24
¦ OB TODAY: Entrepreneurs Found "Relationship" Dotcom's 25
IT, Creativity, and Organizational Learning 26
Challenge 4: Shifting Work and Employment Relationships 26
¦ YOU'RE THE MANAGEMENT EXPERT: Moving to Self-Managed
Teams 27
SUMMARY 29
EXERCISES IN UNDERSTANDING AND MANAGING OB 30
NEW YORK TIMES CASES IN THE NEWS:
For the Avon Lady, A World Beyond Ringing Doorbell's 32
"Outsourcers Struggling to Keep Workers in the Field" 33
Appendix 1: A Short History of Organizational Behaviour Research 35
F. W. Taylor and Scientific Management 35
The Work of Mary Parker Follett 36
The Hawthorne Studies and Human Relations 36
Theory X and Theory Y 38
Theory X 38
Theory Y 38
v
PART 1 Individuals in Organizations 1
Chapter 2 Individual Differences: Personality and Ability 39
Opening Case
Forging into China 40
The Nature of Personality 41
Determinants of Personality: Nature and Nurture 42
Personality and the Situation 43
¦ FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska
Communications 45
Personality: A Determinant of the Nature of Organization 45
The Big Five Model of Personality 46
Extraversion 47
Neuroticism 47
Agreeableness 48
Conscientiousness 48
Openness to Experience 49
¦ GLOBAL VIEW: Fujio Mitarai Cuts Costs and Develops New Products
at Canon 51
Conclusions 52
¦ YOU'RE THE MANAGEMENT EXPERT: Understanding a
New Employee 52
Other Organizationally Relevant Personality Traits 53
Locus of Control 53
Self-Monitoring 53
Self-Esteem 55
Type A and Type B Personalities 55
Needs for Achievement, Affiliation, and Power 55
How Personality Is Measured 56
The Nature of Ability 56
Cognitive Ability 57
Physical Ability 57
Where Do Abilities Come From and How Are They Measured? 57
Emotional Intelligence: A New Kind of Ability 59
The Management of Ability in Organizations 62
Selection 62
Placement 62
Training 62
SUMMARY 63
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 64
NEW YORK TIMES CASES IN THE NEWS:
"The Math Whiz vs. the Media Moguls in a Battle for Millions" 66
Served as King of England, Said the Resume 68
Chapter 3 Values, Attitudes, and Moods and Emotions 71
Opening Case
A Winning Formula at Valero Energy 72
Values, Attitudes, and Moods and Emotions 73
The Nature of Values 74
¦ MANAGING ETHICALLY: When Codes of Ethics Fail 77
The Nature of Work Attitudes 78
CONTENTS Vii
The Nature of Moods and Emotions 78
¦ GLOBAL VIEW: Richard Branson Thrives on Excitement 81
Relationships Between Values, Attitudes, and Moods and Emotions 83
Job Satisfaction 84
Determinants of Job Satisfaction 84
Theories of Job Satisfaction 88
The Facet Model of Job Satisfaction 88
Herzberg's Motivator-Hygiene Theory of Job Satisfaction 90
The Discrepancy Model of Job Satisfaction 91
The Steady-State Theory of Job Satisfaction 91
Measuring Job Satisfaction 92
Potential Consequences of Job Satisfaction 93
Does Job Satisfaction Affect Job Performance? 93
Absenteeism 94
Turnover 94
Organizational Citizenship Behavior 95
Employee Weil-Being 97
Organizational Commitment 97
Determinants of Affective Commitment 97
Potential Consequences of Affective Commitment 97
¦ YOU'RE THE MANAGEMENT EXPERT: Increasing Affective
Commitment 98
SUMMARY 98
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 100
NEW YORK TIMES CASES IN THE NEWS:
"Here's an Idea: Let Everyone Have Ideas" 102
"Trying Out for Life's Second Act" 104
Chapter 4 Perception, Attribution, and the Management
of Diversity 107
Opening Case
Effectively Managing Diversity is an Ongoing Challenge 108
The Nature of Perception 110
Motivation and Performance 111
Fairness and Equity 111
Ethical Action 112
Characteristics of the Perceiver 113
Schemas: The Perceiver's Knowledge Base 113
The Perceiver's Motivational State 115
¦ FOCUS ON DIVERSITY: Some Older Workers Lose Jobs, Others
Find Them 116
The Perceiver's Mood 116
Characteristics of the Target and Situation 117
Ambiguity of the Target 118
Social Status of the Target 118
Impression Management by the Target 119
Information Provided by the Situation 120
Standing Out in the Crowd: The Effects of Salience in a Situation 120
¦ ETHICS IN ACTION: Disabled Employees Key to Success at Habitat
International 123
Biases and Probiems in Person Perception 124
Primacy Effects 124
Contrast Effects 126
Halo Effects 126
Similar-to-Me Effects 126
Harshness, Leniency, and Average Tendency Biases 127
Knowledge-of-Predictor Bias 127
Attribution Theory 128
Internal and External Attributions 128
Attributional Biases 129
¦ YOU'RE THE MANAGEMENT EXPERT: Helping a Coworker 131
Effectively Managing a Diverse Workforce 131
Securing Top-Management Commitment to Diversity 131
Diversity Training 133
Education 134
Mentoring Programs 134
Sexual Harassment 135
SUMMARY 137
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 138
NEW YORK TIMES CASES IN THE NEWS:
Up the Down Staircase: Why Do So Few Women Reach the Top of
Big Law Firms? 140
"Looking at the Free Market, and Seeing Red" 143
Chapter 5 Learning and Creativity 145
Opening Case
Continuous Learning and the Global Creativity Advantage 146
The Nature of Learning 148
Learning Through Consequences 148
Encouraging Desired Behaviors Through Positive and Negative Reinforcement 149
Shaping 152
Discouraging Undesired Behaviors Through Extinction and Punishment 152
Organizational Behavior Modification 154
Ethical Issues in OB MOD 156
Learning From Others 157
¦ GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton 159
Learning On Your Own 160
Beliefs About One's Ability to Learn: The Role of Self-Efficacy 161
Sources of Self-Efficacy 162
Learning By Doing 162
Continuous Learning Through Creativity 163
The Creative Process 163
¦ GLOBAL VIEW: Creating New Products at Samsung 165
Characteristics of Employees that Contribute to Creativity 166
Characteristics of the Organizational Situation that Contribute to Creativity 167
The Interaction of Personality and Situational Factors 168
¦ YOU'RE THE MANAGEMENT EXPERT: Encouraging Independent
Thinking 169
The Learning Organization 169
SUMMARY 170
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 172
CONTENTS ix
NEW YORK TIMES CASES IN THE NEWS:
"Running Away from the Pack in Japan" 174
"Going Off the Beaten Path for New Design Ideas" 176
Chapter 6 The Nature of Work Motivation 179
Opening Case
Motivating Employees at the SAS Institute: A Global Success Story 180
What is Work Motivation? 181
Direction of Behavior 182
Level of Effort 182
Level of Persistence 183
The Distinction Between Motivation and Performance 183
Intrinsic and Extrinsic Motivation 184
Theories of Work Motivation 184
¦ MANAGING ETHICALLY: Protecting the Environment 185
Need Theory 186
Maslow's Hierarchy of Needs 187
Alderfer's ERG Theory 188
The Research Evidence 189
Expectancy Theory 189
Valence: How Desirable Is an Outcome? 190
Instrumentality: What Is the Connection Between Job Performance
and Outcomes? 191
Expectancy: What Is the Connection Between Effort and Job
Performance? 191
The Combined Effects of Valence, Instrumentality, and Expectancy
on Motivation 192
Equity Theory 193
Equity 194
Inequity 194
Ways to Restore Equity 195
The Effects of Inequity and the Research Evidence 195
Organizational Justice Theory 196
¦ YOU'RE THE MANAGEMENT EXPERT: When Equal Treatment
Backfires 196
Forms of Organizational Justice 197
Consequences of Organizational Justice 199
¦ OB TODAY: Organizational Justice at Genentech 200
SUMMARY 201
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 202
NEW YORK TIMES CASES IN THE NEWS:
"Career Switchers Add New Depth to Talent Pool in
Real Estate" 204
"Airline Pilots Still Flying, but No Longer Quite So High" 205
Chapter 7 Creating a Motivating Work Setting 209
Opening Case
Motivating Employees at Google 210
Job Design: Early Approaches 211
Scientific Management 212
Job Enlargement and Job Enrichment 214
¦ OB TODAY: Cutting Costs and Increasing Efficiency at General Mills 215
Job Design: The Job Characteristics Model 216
Core Job Dimensions 216
The Motivating Potential Score 217
Critical Psychological States 221
Work and Personal Outcomes 221
The Role of Individual Differences in Employees' Responses to Job Design 223
The Research Evidence 224
¦ YOU'RE THE MANAGEMENT EXPERT: Redesigning Jobs 225
Job Design: The Social Information Processing Model 225
The Role of the Social Environment 226
The Role of Past Behaviors 227
Job Design Models Summarized 228
Organizational Objectives 230
¦ GLOBAL VIEW: Hydro's Commitment to the Environment and
Its Employees 230
¦ GLOBAL VIEW: Offshoring Is Here to Stay 232
Goal Setting 233
What Kinds of Goals Lead to High Motivation and Performance? 233
Why Do Goals Affect Motivation and Performance? 234
Limits to Goal-Setting Theory 235
Management by Objectives 235
Goal Setting and Job Design as Motivation Tools 236
SUMMARY 237
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 238
NEW YORK TIMES CASES IN THE NEWS:
"DuPont Looking to Displace Fossil Fuels as Building Blocks
of Chemicals" 240
"Finding Happiness In the Pursuit" 242
Chapter 8 Pay, Careers, and Changing Employment
Relationships 245
Opening Case
Valuing Employees at Costco 246
Psychological Contracts 248
Determinants of Psychological Contracts 248
Types of Psychological Contracts 249
When Psychological Contracts Are Broken 251
¦ ETHICS IN ACTION: GM Gypsies and Other Displaced Workers Face
On-Going Struggle 252
Performance Appraisal 253
Encouraging High Levels of Motivation and Performance 253
Providing Information for Decision Making 254
Developing a Performance Appraisal System 255
¦ YOU'RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer
Service 257
Potential Problems in Subjective Performance Appraisal 262
Pay and the Employment Relation 262
Merit Pay Plans 262
Should Merit Pay Be Based on Individual, Group, or Organizational
Performance? 263
Should Merit Pay Be in the Form of a Salary Increase or a Bonus? 264
CONTENTS Xi
Examples of Merit Pay Plans 264
The Ethics of Pay Differentials and Comparable Worth 265
Careers 265
The Nature of Careers 266
Types of Careers 266
Career Stages 267
¦ FOCUS ON DIVERSITY: Older Workers Contribute to Make Valuable
Contributions 271
Contemporary Career Challenges 272
SUMMARY 275
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 276
NEW YORK TIMES CASES IN THE NEWS:
"Off to the Races Again, Leaving Many Behind" 278
"Short on Drivers, Truckers Dangle Stock and 401 (K)" 281
Chapter 9 Managing Stress and Work-Life Balance 283
Opening Case
Globalization Heightens Work Stress 284
The Nature of Stress 286
¦ MANAGING ETHICALLY: Violence in the Workplace 287
Individual Differences and Stress 288
Consequences of Stress 289
Sources of Stress 293
Personal Stressors 294
Job-Related Stressors 296
¦ MANAGING ETHICALLY: Laid Off and On Your Own 298
Group- and Organization-Related Stressors 299
Stressors Arising Out of Work-Life Balance 301
Environmental Uncertainty 301
¦ GLOBAL VIEW: Coping with Grief and Loss 302
Coping with Stress 303
Problem-Focused Coping Strategies for Individuals 304
Emotion-Focused Coping Strategies for Individuals 305
Problem-Focused Coping Strategies for Organizations 307
¦ YOU'RE THE MANAGEMENT EXPERT: Coping with the Stress of a
Challenging New Job 308
Emotion-Focused Coping Strategies for Organizations 310
SUMMARY 313
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 314
NEW YORK TIMES CASES IN THE NEWS:
"Nine to Five, And Then Some" 316
"An Ugly Side of Free Trade: Sweatshops in Jordan" 317
PART 2 Group and Team Processes 321
Chapter 10 The Nature of Work Groups and Teams 321
Opening Case
Teams Fuel Global Innovation at Whirlpool 322
Introduction to Groups 324
Types of Work Groups 324
Group Development over Time: The Five-Stage Model 327
Characteristics of Work Groups 328
Group Size 328
Group Composition 329
Group Function 331
Group Status 331
¦ FOCUS ON DIVERSITY: Heterogeneous Groups Combat Knowledge
Drain 332
Group Efficacy 333
Social Facilitation 334
How Groups Control Their Members: Roles and Rules 335
Roles 335
Written Rules 337
¦ OB TODAY: Zingerman's "Steps" to Success 337
How Groups Control Their Members: Group Norms 338
Why Do Group Members Conform to Norms? 339
Idiosyncrasy Credit 339
The Pros and Cons of Conformity and Deviance 340
Balancing Conformity and Deviance 340
Ensuring that Group Norms Are Functional for the Organization 342
¦ YOU'RE THE MANAGEMENT EXPERT: Aligning Goals 343
Socialization: How Group Members Learn Roles, Rules, and Norms 344
Socialization and Role Orientation 344
Socialization Tactics 345
SUMMARY 349
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 350
NEW YORK TIMES CASES IN THE NEWS:
"Firefighters Gone Vegan? Even Austin Is Impressed" 352
"Coke's Board to Get Bonus or Nothing" 353
Chapter 11 Effective Work Groups and Teams 355
Opening Case
Why Microsoft's Measurement System Led to Problems with Group
Performance 356
Process Losses, Process Gains, and Group Effectiveness 358
Potential Performance 358
Process Losses and Performance 358
Process Gains and Performance 359
¦ OB TODAY: The Rolling Stones Learn to Play Together 361
Social Loafing: A Problem in Group Motivation and Performance 362
Group Size and Social Loafing 363
Ways to Reduce Social Loafing 363
¦ OB TODAY: How GlaxoSmithKline Used Groups to Boost Productivity 365
How the Nature of Tasks Affects Group Performance 366
Pooled Interdependence 366
Sequential Interdependence 367
Reciprocal Interdependence 369
¦ YOU'RE THE MANAGEMENT EXPERT: What Kinds of
Groups and Tasks? 371
Group Cohesiveness and Performance 371
Factors that Contribute to Group Cohesiveness 372
Consequences of Group Cohesiveness 373
¦ A GLOBAL VIEW: Teams, Teams, and More Teams at Nokia 376
CONTENTS Xiii
Important Organizational Groups 377
The Top Management Team 377
Self-Managed Work Teams 378
Research and Development Teams 379
Virtual Teams 381
¦ OB TODAY: The Challenges of Being a Virtual
Team Member 382
SUMMARY 383
ORGANIZATIONAL BEHAVIOR IN ACTION 384
NEW YORK TIMES CASES IN THE NEWS:
"Surgical Teams Found Lacking" 386
"Working Together, Wherever They Are" 387
"Carmakers' Big Idea: Think Small" 388
Chapter 12 Leaders and Leadership 389
Opening Case
A Sister Act Helps Claire's Stores to Sparkle 390
Introduction to Leadership 391
Early Approaches to Leadership 392
The Leader Trait Approach 393
The Leader Behavior Approach 393
The Behavior Approach: Leader Reward and Punishing Behavior 395
Measuring Leader Behaviors 395
What Is Missing in the Trait and Behavior Approaches? 395
Fiedler's Contingency Theory of Leadership 397
Leader Style 397
Situational Characteristics 398
The Contingency Model 399
Contemporary Perspectives On Leadership 401
Path-Goal Theory: How Leaders Motivate Followers 401
¦ OB TODAY: Tammy Savage and the NETGENeration 403
The Vroom and Yetton Model: Determining the Level of Subordinate Participation
in Decision Making 404
Leader-Member Exchange Theory: Relationships Between Leaders
and Followers 406
Does Leadership Always Matter in Organizations? 407
Leadership Substitutes 407
Leadership Neutralizes 408
¦ OB TODAY: No "One Size Fits All" Approach to Leadership 409
The Romance of Leadership 410
¦ YOU'RE THE MANAGEMENT EXPERT: How to Lead Me 410
New Topics in Leadership Research 411
Transformational and Charismatic Leadership 411
¦ A GLOBAL VIEW: Avon is Calling Everywhere 412
Leader Mood 414
Gender and Leadership 414
Ethical Leadership 415
¦ OB IN ACTION: Whole Foods Markets Leads Through Ethics and Social
Responsibility 416
Recap of Leadership Approaches 418
SUMMARY 418
ORGANIZATIONAL BEHAVIOR IN ACTION 420
NEW YORK TIMES CASES IN THE NEWS:
"At LucasArts, No Playing Around in Quest to
Be No. 1" 422
"He Naps, He Sings, and He Isn't Michael Dell" 424
Chapter 13 Power, Politics, Conflict, and Negotiation 427
Opening Case
Mixing Business and Family Causes Conflict 428
The Nature of Power and Politics 429
Sources of Individual Power 430
Source of Formal Individual Power 430
Sources of Informal Individual Power 432
¦ YOU'RE THE MANAGEMENT EXPERT: Identifying Who Has
Power 433
¦ OB TODAY: Power Corrupts at WorldCom 434
Sources of Functional and Divisional Power 435
Ability to Control Uncertain Contingencies 435
Implacability 435
¦ OB TODAY: Telemarketing Turns-Off Customers 436
Centrality 437
Ability to Control and Generate Resources 437
Organizational Politics: The Use of Power 437
Tactics for Increasing Individual Power 438
¦ OB TODAY: Politics at Kodak 440
Managing Organizational Politics 441
What is Organizational Conflict? 441
Sources of Organizational Conflict 442
Differentiation 442
Task Relationships 443
¦ OB TODAY: Battle for Control Changes Gucci 443
Scarcity of Resources 444
Pondy's Model of Organizational Conflict 445
Latent Conflict 445
Perceived Conflict 445
Felt Conflict 445
Manifest Conflict 446
¦ OB TODAY: When Partners Battle For Control of
Their Company 447
Conflict Aftermath 448
Negotiation: Resolving Conflict 448
Individual-Level Conflict Management 449
Group-Level Conflict Management 450
Promoting Compromise 451
SUMMARY 453
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 454
NEW YORK TIMES CASES IN THE NEWS:
"New DaimlerChrysler CEO Targets Infighting and
Intrigues" 456
"Fewer Corporate Chiefs are also Serving as
Chairmen* 457
CONTENTS XV
Chapter 14 Communicating Effectively in Organizations 459
Opening Case
Chrysler's Tom Lasorda Knows How to Talk to Employees 460
What is Communication? 461
The Functions of Communication 462
¦ MANAGING ETHICALLY: What's the Right Way to Use
the WWW? 464
Communication Networks in Organizations 466
The Communication Process 468
The Sender and the Message 468
Encoding 469
The Medium 470
The Receiver: Decoding and the Feedback Loop 471
¦ OB IN ACTION: Dressing for Leadership Success 472
Barriers to Effective Communication 473
Filtering and Information Distortion 473
Poor Listening 474
¦ OB TODAY: The Consequences of Poor Listening Skills 475
Lack of or Inappropriate Feedback 476
Rumors and the Grapevine 476
Workforce Diversity 477
Differences in Crosscultural Linguistic Styles 478
Selecting an Appropriate Communication Medium 479
Information Richness 479
Trade-Offs in the Choice of Media 481
Using New Information Technology 481
¦ OB IN ACTION: Intranets are Good for Business 482
¦ YOU'RE THE MANAGEMENT EXPERT: How to Speed Product
Development? 483
Persuasive Communication 484
A Model of Persuasive Communication 484
¦ OB TODAY: A Failure in Communication 486
Communication in Crisis Situations 487
SUMMARY 489
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 490
NEW YORK TIMES CASES IN THE NEWS:
"Guess Who's Got His Back" 492
"Guidant Consultant Advised Company to Release Data on
Defects" 494
"Anatomy of a Flawed Company" 495
Chapter 15 Decision Making and Organizational Learning 497
Opening Case
Dolls in Combat: Barbie Versus the Bratz 498
Types of Decisions 500
Nonprogrammed Decisions 500
Programmed Decisions 501
The Decision-Making Process 502
The Classical Model of Decision Making 502
March and Simon's Administrative Model of Decision Making 503
Sources of Error in Decision Making 505
Heuristics and the Biases They May Lead To 505
Escalation of Commitment 507
Buyer's Remorse 509
The Role of Information Technology 509
¦ GLOBAL VIEW: SAP's ERP System 510
Group Decision Making 511
Advantages of Group Decision Making 511
¦ OB TODAY: Gap Understands Diverse Customers Needs 512
Disadvantages of Group Decision Making 513
Other Consequences of Group Decision Making 515
Decision Making in Crisis Situations 516
¦ YOU'RE THE MANAGEMENT EXPERT: Solving Competition Between
Teams 517
Group Decision-Making Techniques 518
Brainstorming 518
The Nominal Group Technique 518
The Delphi Technique 519
Group Decision-Making Techniques Used in Total Quality Management 519
¦ OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing
Pay Off 520
Organizational Learning 521
Types of Organizational Learning 522
Principles of Organizational Learning 523
¦ OB TODAY: Nike Creates a Learning Organization 524
Leadership and Learning 525
SUMMARY 527
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL
BEHAVIOR 529
NEW YORK TIMES CASES IN THE NEWS:
"Buyer's Remorse Is Causing Some Palpitations at Johnson Johnson" 530
"A Gamble on LCD TV's Meant Survival for Sharp" 531
PART 3 Organizational Processes 533
Chapter 16 Organizational Design and Structure 533
Opening Case
Home Depot's New Military-Style Structure 534
Designing Organizational Structure 535
The Organizational Environment 536
Technology 536
Human Resources and the Employment Relationship 538
Organic and Mechanistic Structures 538
Grouping Jobs into Functions and Divisions 539
¦ YOU'RE THE MANAGEMENT EXPERT: Which Work System Is the Best? 539
Functional Structure 540
Disadvantages of a Functional Structure 541
Divisional Structures: Product, Market and Geographic 541
Advantages of a Divisional Structure 543
Disadvantages of a Divisional Structure 544
Matrix Structure 545
Summary 546
CONTENTS XVii
Coordinating Functions and Divisions 547
Allocating Authority 547
¦ OB TODAY: Microsoft Centralizes to Meet Google's
Challenge 550
Mutual Adjustment and Integrating Mechanisms 551
Standardization 553
¦ GLOBAL VIEW: Sun Life's New Product Team Structure 554
New IT-Enabled Forms of Organizational Design and Structure 556
The Effects of IT Inside Organizations 556
¦ OB TODAY: Accenture's "Virtual" Organization 557
The Effects of IT Between Organizations 558
SUMMARY 559
ORGANIZATIONAL BEHAVIOR IN ACTION 560
NEW YORK TIMES CASES IN THE NEWS:
"At Time Inc. the Big Heads Roll" 562
"Dow Jones Plans to Merge Online and Print Divisions" 563
"Mellon Combines 2 Units Into a New Group" 564
"ABN Amro Plans Reorganization to Shift Focus" 564
Chapter 17 Organizational Culture and Ethical Behavior 565
Opening Case
Opening Case How to Build a Creative Culture 566
What Is Organizational Culture? 567
How is an Organization's Culture Transmitted to Its Members? 570
Socialization and Socialization Tactics 570
Stories, Ceremonies, and Organizational Language 571
¦ OB TODAY: Sam Walton and Wal-Mart's Culture 572
¦ YOU'RE THE MANAGEMENT EXPERT: A Culture of Cleanliness 573
Factors Shaping Organizational Culture 574
Characteristics of People Within the Organization 574
Organizational Ethics 576
The Employment Relationship 577
¦ OB TODAY: Bimba Changes Its Approach 578
Organizational Structure 579
Adaptive Cultures versus Inert Cultures 580
¦ OB TODAY: How Google's Founders Created a Groovy
Culture 581
Traits of Strong, Adaptive Corporate Cultures 582
Values From The National Culture 583
Hofstede's Model of National Culture 584
¦ GLOBAL VIEW: A Gaijin Works to Turnaround Sony 587
Creating an Ethical Culture 588
Why Does Unethical Behavior Occur? 589
Ways to Create an Ethical Culture 590
¦ ETHICS IN ACTION: Corporate Governance at Walt Disney 591
SUMMARY 593
ORGANIZATIONAL BEHAVIOR IN ACTION 594
NEW YORK TIMES CASES IN THE NEWS:
"For Trader Joe's, a New York Taste Test" 596
"Sears Chairman Works to Emphasize Selling" 597
Excerpts From Report of the Columbia Accident Board 598
Chapter 18 Organizational Change and Development 601
Opening Case
Anne Mulcahy Transforms Xerox 602
Forces for and Resistance to Organization Change 603
Forces forChange 604
Impediments to Change 606
¦ ETHICS IN ACTION: Nike, Reebok, Adidas, and the Sweatshops 607
Organization-Level Resistance to Change 608
Group-Level Resistance to Change 609
Individual-Level Resistance to Change 609
Lewin's Force-Reid Theory of Change 610
Evolutionary and Revolutionary Change in Organizations 611
Evolutionary Change I: Socio-Technical Systems Theory 611
Evolutionary Change II: Total Quality Management 612
¦ GLOBAL VIEW: Toyota's Commitment to Continuous
Improvement 613
Revolutionary Change I: Reengineering 615
¦ OB TODAY: Chrysler Adopts a Crossfunctional Team Structure 616
Revolutionary Change II: Restructuring 618
¦ GLOBAL VIEW: eMachines Merges with Gateway 619
Revolutionary Change III: Innovation 619
Managing Change: Action Research 620
Diagnosis of the Organization 621
Determining the Desired Future State 621
Implementing Action 621
Evaluating the Action 623
¦ YOU'RE THE MANAGEMENT EXPERT: Bringing Change to a
Restaurant 624
Institutionalizing Action Research 624
Organization Development 624
OD Techniques to Deal with Resistance to Change 625
OD Techniques to Promote Change 626
SUMMARY 629
ORGANIZATIONAL BEHAVIOR IN ACTION 630
NEW YORK TIMES CASES IN THE NEWS:
"Ford Eliminating Up to 30,000 Jobs and 14 Factories" 632
"When Terry Met Jerry, Yahoo!" 633
Appendix: Research Methods in Organizational Behavior 635
References 641
Photo Credits 684
Name Index 685
Company Index 695
Subject Index 698 |
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| author | George, Jennifer M. Jones, Gareth R. |
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| callnumber-search | HD58.7 |
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| callnumber-subject | HD - Industries, Land Use, Labor |
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| dewey-full | 658.3 |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 5. ed. |
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| id | DE-604.BV022957713 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:03:29Z |
| indexdate | 2024-07-09T21:08:33Z |
| institution | BVB |
| isbn | 013239457X 9780132394574 |
| language | English |
| lccn | 2006027396 |
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| physical | XXV, 707 S. Ill. 29 cm |
| publishDate | 2008 |
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| publisher | Pearson Prentice Hall |
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| spelling | George, Jennifer M. Verfasser aut Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones Organizational behaviour 5. ed. Upper Saddle River, NJ Pearson Prentice Hall 2008 XXV, 707 S. Ill. 29 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. [641]-683) and indexes Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Unternehmen (DE-588)4061963-1 s Organisationsverhalten (DE-588)4285859-8 s DE-604 Organisationspsychologie (DE-588)4043786-3 s Jones, Gareth R. Verfasser (DE-588)13230922X aut http://www.loc.gov/catdir/toc/ecip0619/2006027396.html Table of contents only HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016162123&sequence=000010&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | George, Jennifer M. Jones, Gareth R. Understanding and managing organizational behavior Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4043786-3 (DE-588)4061963-1 (DE-588)4151278-9 |
| title | Understanding and managing organizational behavior |
| title_alt | Organizational behaviour |
| title_auth | Understanding and managing organizational behavior |
| title_exact_search | Understanding and managing organizational behavior |
| title_exact_search_txtP | Understanding and managing organizational behavior |
| title_full | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_fullStr | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_full_unstemmed | Understanding and managing organizational behavior Jennifer M. George ; Gareth R. Jones |
| title_short | Understanding and managing organizational behavior |
| title_sort | understanding and managing organizational behavior |
| topic | Organizational behavior Organizational effectiveness Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organizational behavior Organizational effectiveness Organisationsverhalten Organisationspsychologie Unternehmen Einführung |
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