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Essentials of Organizational Behavior, Ninth Edition

by Stephen P. Robbins - San Diego State University; Timothy A. Judge - University of Florida

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Copyright, iv
Dedication, v
Preface, xix
Retained from the Previous Edition, xix
New to the Ninth Edition, xxi
Supplements Package, xxii
Faculty Resources, xxii
Instructor’s Resource Center, xxii
Student Resources, xxii
Prentice Hall’s Self-Assessment Library (S.A.L.), xxii
Companion Website, xxii
VangoNotes.com, xxiii
SafariX eTextbooks Online, xxiii
OneKey Online Course Management Materials, xxiii
Feedback, xxiv
Acknowledgements, xxiv
About the Authors, xxv
Part I. Prologue, 1
1. Introduction to Organizational Behavior, 1
The Field of Organizational Behavior, 2
Complementing Intuition with Systematic Study, 3
Contributing Disciplines to the OB Field, 4
Psychology, 4
Social Psychology, 4
Sociology, 5
Anthropology, 6
Few Absolutes in OB, 6
Challenges and Opportunities for OB, 6
Responding to Globalization, 7
Managing Workforce Diversity, 8
Improving Quality and Productivity, 9
Improving Customer Service, 9
Improving People Skills, 10
Stimulating Innovation and Change, 10
Coping with Temporariness, 10
Helping Employees Balance Work–Life Conflicts, 11
Improving Ethical Behavior, 11
The Plan of This Book, 12
Part II. The Individual in the Organization, 14
2. Foundations of Individual Behavior, 14
Ability, 14
Intellectual Ability, 15
Ability and Job Fit, 15
Attitudes, 15
What Are the Main Components of Attitudes?, 16
How Consistent Are Attitudes?, 16
Does Behavior Always Follow from Attitudes?, 18
What Are the Major Job Attitudes?, 19
Job Satisfaction, 22
How Satisfied Are People in Their Jobs?, 22
What Causes Job Satisfaction?, 23
The Effects of Satisfied and Dissatisfied Employees on the Workplace, 24
Learning, 27
A Definition of Learning, 27
Theories of Learning, 27
Shaping: A Managerial Tool, 29
3. Personality and Values, 33
Personality, 33
What Is Personality?, 33
Personality Traits, 34
Major Personality Attributes Influencing OB, 36
Personality and National Culture, 40
Values, 41
Types of Values, 41
Values, Loyalty, and Ethical Behavior, 44
Values Across Cultures, 45
Linking an Individual’s Personality and Values to the Workplace, 48
Person–Job Fit, 48
Person–Organization Fit, 49
4. Perception and Individual Decision Making, 51
What Is Perception?, 51
Factors Influencing Perception, 52
Person Perception: Making Judgments About Others, 53
Attribution Theory, 53
Frequently Used Shortcuts in Judging Others, 54
The Link Between Perception and Individual Decision Making, 56
How Should Decisions Be Made?, 56
The Rational Decision-Making Process, 56
Improving Creativity in Decision Making, 58
How Do Organizations Actually Make Decisions?, 59
Bounded Rationality, 59
Common Biases and Errors, 60
Intuition, 63
Individual Differences, 63
Organizational Constraints, 64
Cultural Differences, 65
Ethics in Decision Making, 66
5. Motivation Concepts, 69
Defining Motivation, 69
Early Theories of Motivation, 70
Hierarchy of Needs Theory, 70
Theory X and Theory Y, 71
Two-Factor Theory, 72
Contemporary Theories of Motivation, 74
McClelland’s Theory of Needs, 74
Cognitive Evaluation Theory, 75
Goal-Setting Theory, 76
Management by Objectives, 77
Self-Efficacy Theory, 79
Equity Theory, 80
Expectancy Theory, 84
Caveat Emptor: Motivation Theories Are Often Culture Bound, 86
6. Motivation: From Concepts to Applications, 89
Motivating by Changing the Nature of the Work Environment, 89
The Job Characteristics Model, 90
How Can Jobs Be Redesigned?, 92
Alternative Work Arrangements, 94
Employee Involvement, 97
Examples of Employee Involvement Programs, 97
Rewarding Employees, 98
What to Pay: Establishing a Pay Structure, 99
How to Pay: Rewarding Individual Employees Through Variable-Pay Programs, 99
How to Pay: Rewarding Individual Employees Through Skill-Based Pay Plans, 102
Skill-Based Pay in Practice, 103
Flexible Benefits: Developing a Benefits Package, 103
Intrinsic Rewards: Employee Recognition Programs, 104
7. Emotions and Moods, 107
What Are Emotions and Moods?, 108
Some Aspects of Emotions, 109
Sources of Emotions and Moods, 111
External Constraints on Emotions, 114
Emotional Labor, 115
Felt Versus Displayed Emotions, 116
Emotional Intelligence, 116
The Case for EI, 117
The Case Against EI, 117
Applications of Emotions and Moods to OB, 118
Selection, 118
Decision Making, 118
Creativity, 119
Motivation, 119
Leadership, 120
Interpersonal Conflict, 120
Negotiation, 120
Customer Service, 121
Job Attitudes, 121
Deviant Workplace Behaviors, 121
Part III. Groups in the Organization, 123
8. Foundations of Group Behavior, 123
Defining and Classifying Groups, 123
Group Properties: Roles, Norms, Status, Size, and Cohesiveness, 124
Roles, 124
Norms, 126
Status, 130
Size, 133
Cohesiveness, 134
Group Decision Making, 135
Groups Versus the Individual, 135
Groupthink and Groupshift, 136
Group Decision-Making Techniques, 137
9. Understanding Work Teams, 140
Why Have Teams Become So Popular?, 140
Differences Between Groups and Teams, 141
Types of Teams, 142
Problem-Solving Teams, 142
Self-Managed Work Teams, 143
Cross-Functional Teams, 143
Virtual Teams, 144
Creating Effective Teams, 145
Context, 145
Composition, 147
Work Design, 152
Process, 152
Turning Individuals into Team Players, 154
The Challenge, 154
Shaping Team Players, 155
Teams and Quality Management, 156
Beware! Teams Aren’t Always the Answer, 156
10. Communication, 158
Functions of Communication, 158
The Communication Process, 159
Direction of Communication, 160
Interpersonal Communication, 161
Oral Communication, 161
Written Communication, 162
Nonverbal Communication, 162
Organizational Communication, 163
Formal Small-Group Networks, 164
The Grapevine, 164
Computer-Aided Communication, 165
Knowledge Management, 167
Barriers to Effective Communication, 168
Filtering, 168
Selective Perception, 168
Information Overload, 169
Emotions, 169
Language, 169
Communication Apprehension, 169
Current Issues in Communication, 170
Communication Barriers Between Women and Men, 170
Politically Correct Communication, 171
Cross-Cultural Communication, 171
11. Leadership, 175
What Is Leadership?, 175
Trait Theories, 176
Behavioral Theories, 178
Summary of Trait Theories and Behavioral Theories, 179
Contingency Theories, 180
Leader–Member Exchange Theory, 183
Path–Goal Theory, 184
Inspirational Approaches to Leadership, 186
Charismatic Leadership, 186
Transformational Leadership, 188
Challenges to the Leadership Construct, 192
Leadership as an Attribution, 192
Substitutes and Neutralizers to Leadership, 193
Finding and Creating Effective Leaders, 194
Selection, 194
Training, 195
12. Power and Politics, 197
A Definition of Power, 197
Contrasting Leadership and Power, 198
Bases of Power, 198
Formal Power, 198
Personal Power, 199
Which Bases of Power Are Most Effective?, 200
Power Tactics, 200
Power in Groups: Coalitions, 201
Power in Action: Politics, 202
A Definition of Political Behavior, 202
Factors Contributing to Political Behavior, 202
The Human Response to Organizational Politics, 204
Impression Management, 206
The Ethics of Behaving Politically, 209
13. Conflict and Negotiation, 211
A Definition of Conflict, 211
Transitions in Conflict Thought, 212
The Traditional View, 212
The Human Relations View, 212
The Interactionist View, 213
The Conflict Process, 213
Stage I: Potential Opposition or Incompatibility, 213
Stage II: Cognition and Personalization, 215
Stage III: Intentions, 215
Stage IV: Behavior, 216
Stage V: Outcomes, 217
Negotiation, 219
Bargaining Strategies, 220
The Negotiation Process, 222
Individual Differences in Negotiation, 224
Part IV. The Organization System, 229
14. Foundations of Organization Structure, 229
What Is Organizational Structure?, 230
Work Specialization, 230
Departmentalization, 232
Chain of Command, 233
Span of Control, 234
Centralization and Decentralization, 235
Formalization, 235
Common Organizational Designs, 236
The Simple Structure, 236
The Bureaucracy, 237
The Matrix Structure, 237
New Structural Options, 239
The Team Structure, 239
The Virtual Organization, 240
The Boundaryless Organization, 241
Why Do Structures Differ?, 242
Strategy, 243
Organization Size, 244
Technology, 244
Environmental Uncertainty, 245
Organizational Designs and Employee Behavior, 245
15. Organizational Culture, 247
What Is Organizational Culture?, 248
Organizational Culture: A Definition, 248
Culture Is a Descriptive Term, 248
Do Organizations Have Uniform Cultures?, 249
Strong Versus Weak Cultures, 249
Organizational Culture Versus National Culture, 250
What Do Cultures Do?, 250
Culture’s Functions, 250
Culture as a Liability, 251
Creating and Sustaining Culture, 252
How a Culture Begins, 252
Keeping a Culture Alive, 253
Summary: How Cultures Form, 257
How Employees Learn Culture, 257
Stories, 257
Rituals, 258
Material Symbols, 258
Language, 258
Managing Cultural Change, 259
Creating an Ethical Organizational Culture, 259
Creating a Customer-Responsive Culture, 260
Key Variables Shaping Customer-Responsive Cultures, 261
Managerial Action, 261
16. Organizational Change and Development, 264
Forces for Change, 265
Change Agents, 266
Two Views of Change, 267
Putting the Two Views in Perspective, 268
Resistance to Change, 268
Overcoming Resistance to Change, 269
Managing Change Through Organizational Development, 270
Sensitivity Training, 271
Survey Feedback, 271
Process Consultation, 272
Intergroup Development, 272
Appreciative Inquiry, 273
Contemporary Issues in Organizational Change, 274
Technology in the Workplace, 274
Work Stress, 275
Creating a Learning Organization, 277
Managing Change: It’s Culture Bound, 279
Epilogue, 281
Endnotes, 283
Chapter 1, 283
Chapter 2, 283
Chapter 3, 285
Chapter 4, 287
Chapter 5, 289
Chapter 6, 290
Chapter 7, 292
Chapter 8, 295
Chapter 9, 297
Chapter 10, 299
Chapter 11, 300
Chapter 12, 302
Chapter 13, 304
Chapter 14, 306
Chapter 15, 307
Chapter 16, 308
Glossary, G-1
Glindex (Combined Glossary and Index), 311

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