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Understanding and Managing Organizational Behavior, Fifth Edition

by Jennifer M. George - Jesse H. Jones Graduate School of Management, Rice University; Gareth R. Jones - Mays Business School, Texas A&M University

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Copyright, ii
Preface, xix
Pedagogical Structure, xx
What’s New In This Edition, xx
Teaching Support, xxi
Instructor’s Resource Center, xxi
Student Supplements, xxi
Acknowledgments, xxi
About the Authors, xxv
1. Introduction to Organizational Behavior, 1
Overview, 3
What is Organizational Behavior?, 4
The Nature of Organizational Behavior, 4
Levels of OB, 5
OB and Management, 7
Managerial Functions, 8
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
Challenge 2: The Evolving Global Environment, 20
Understanding Global Differences, 20
Global Learning, 20
Global Crisis Management, 23
Challenge 3: Advancing Information Technology, 24
IT and Organizational Effectiveness, 24
IT, Creativity, and Organizational Learning, 26
Challenge 4: Shifting Work and Employment Relationships, 26
Summary, 29
Exercises in Understanding and Managing OB, 30
Questions for Discussion and Review, 30
OB: Increasing Self-Awareness, 30
Small Group Breakout Exercise, 31
A Question of Ethics, 31
Topic for Debate, 31
Experiential Exercise, 31
New York Times Cases in the News: For the Avon Lady, A World Beyond Ringing Doorbell’s, 32
Questions for Discussion, 33
“Outsourcers Struggling to Keep Workers in the Field”, 33
Questions for Discussion, 34
Appendix 1: A Short History of OB, 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
Part 1. Individuals in Organization, 39
2. Individual Differences: Personality and Ability, 39
Overview, 41
The Nature of Personality, 41
Determinants of Personality: Nature and Nurture, 42
Personality and the Situation, 43
Personality: A Determinant of the Nature of Organizations, 45
The Big Five Model Of Personality, 46
Extraversion, 47
Neuroticism, 47
Agreeableness, 48
Conscientiousness, 48
Openness to Experience, 49
Conclusions, 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
Questions for Review, 64
OB: Increasing Self-Awareness, 64
A Question of Ethics, 65
Small Group Break-Out Exercise, 65
Topic for Debate, 65
Experiential Exercise, 65
New York Times Cases in the News: “The Math Whiz vs. the Media Moguls in a Battle for Millions,”, 66
Questions for Discussion, 68
Served as King of England, Said the Résumé, 68
Questions for Discussion, 69
3. Values, Attitudes, and Moods and Emotions, 71
Overview, 73
Values, Attitudes, and Moods and Emotions, 73
The Nature of Values, 74
The Nature of Work Attitudes, 78
The Nature of Moods and Emotions, 78
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 Well-Being, 97
Organizational Commitment, 97
Determinants of Affective Commitment, 97
Potential Consequences of Affective Commitment, 97
Summary, 98
Exercises in Understanding and Managing Organizational Behavior, 100
Questions for Review, 100
OB: Increasing Self Awareness, 100
A Question of Ethics, 101
Small Group Break-Out Exercise, 101
Topic for Debate, 101
Experiential Exercise, 101
New York Times Cases in the News: “Here’s an Idea: Let Everyone Have Ideas,”, 102
Questions for Discussion, 103
“Trying Out for Life’s Second Act,”, 104
Questions for Discussion, 105
4. Perception, Attribution, and the Management of Diversity, 107
Overview, 109
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
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
Biases and Problems 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
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
Questions for Review, 138
OB: Increasing Self-Awareness, 138
A Question of Ethics, 139
Small Group Break-Out Exercise, 139
Topic for Debate, 139
Experiential Exercise, 139
New York Times Cases in the News: Up the Down Staircase: Why Do So Few Women Reach the Top of Big Law Firms?, 140
Questions for Discussion, 142
“Looking at the Free Market, and Seeing Red”, 143
Questions for Discussion, 144
5. Learning and Creativity, 145
Overview, 147
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
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
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
The Learning Organization, 169
Summary, 170
Exercises in Understanding and Managing Organizational Behavior, 172
Questions for Review, 172
OB: Increasing Self-Awareness, 172
A Question of Ethics, 173
Small Group Break-Out Exercise, 173
Topic for Debate, 173
Experiential Exercise, 173
New York Times Cases in the News: “Running Away from the Pack in Japan”, 174
Questions for Discussion, 175
“Going Off the Beaten Path for New Design Ideas”, 176
Questions for Discussion, 177
6. The Nature of Work Motivation, 179
Overview, 181
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
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
Forms of Organizational Justice, 197
Consequences of Organizational Justice, 199
Summary, 201
Exercises in Understanding and Managing Organizational Behavior, 202
Questions for Review, 202
OB: Increasing Self-Awareness, 202
A Question of Ethics, 203
Small Group Break-Out Exercise, 203
Topic for Debate, 203
Experiential Exercise, 203
New York Times Cases in the News: “Career Switchers Add New Depth to Talent Pool in Real Estate”, 204
Questions for Discussion, 205
“Airline Pilots Still Flying, but No Longer Quite So High”, 205
Questions for Discussion, 207
7. Creating a Motivating Work Setting, 209
Overview, 211
Job Design: Early Approaches, 211
Scientific Management, 212
Job Enlargement and Job Enrichment, 214
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
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
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
Questions for Review, 238
OB: Increasing Self-Awareness, 238
A Question of Ethics, 239
Small Group Break-Out Exercise, 239
Topic for Debate, 239
Experiential Exercise, 239
New York Times Cases in the News: “DuPont Looking to Displace Fossil Fuels as Building Blocks of Chemicals”, 240
Questions for Discussion, 242
“Finding Happiness In the Pursuit”, 242
Questions for Discussion, 243
8. Pay, Careers, and Changing Employment Relationships, 245
Overview, 247
Psychological Contracts, 248
Determinants of Psychological Contracts, 248
Types of Psychological Contracts, 249
When Psychological Contracts Are Broken, 251
Performance Appraisal, 253
Encouraging High Levels of Motivation and Performance, 253
Providing Information for Decision Making, 254
Developing a Performance Appraisal System, 255
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
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
Contemporary Career Challenges, 272
Summary, 275
Exercises in Understanding and Managing Organizational Behavior, 276
Questions for Review, 276
OB: Increasing Self-Awareness, 276
A Question of Ethics, 277
Small Group Break-Out Exercise, 277
Topic for Debate, 277
Experiential Exercise, 277
New York Times Cases in the News: “Off to the Races Again, Leaving Many Behind”, 278
Questions for Discussion, 280
“Short on Drivers, Truckers Dangle Stock and 401(K)”, 281
Questions for Discussion, 282
9. Managing Stress and Work-Life Balance, 283
Overview, 285
The Nature of Stress, 286
Individual Differences and Stress, 288
Consequences of Stress, 289
Sources of Stress, 293
Personal Stressors, 294
Job-Related Stressors, 296
Group- and Organization-Related Stressors, 299
Stressors Arising Out of Work-Life Balance, 301
Environmental Uncertainty, 301
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
Emotion-Focused Coping Strategies for Organizations, 310
Summary, 313
Exercises in Understanding and Managing Organizational Behavior, 314
Questions for Review, 314
OB: Increasing Self-Awareness, 314
A Question of Ethics, 315
Small Group Break-Out Exercise, 315
Topic for Debate, 315
Experiential Exercise, 315
New York Times Cases in the News: “Nine to Five, and Then Some”, 316
Questions for Discussion, 317
“An Ugly Side of Free Trade: Sweatshops in Jordan”, 317
Questions for Discussion, 319
Part 2. Group and Team Processes, 321
10. The Nature of Work Groups and Teams, 321
Overview, 323
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
Group Efficacy, 333
Social Facilitation, 334
How Groups Control Their Members: Roles and Rules, 335
Roles, 335
Written Rules, 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
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
Questions for Review, 350
OB: Increasing Self-Awareness, 350
A Question of Ethics, 351
Small Group Break-Out Exercise, 351
Topic for Debate, 351
Experiential Exercise, 351
New York Times Cases in the News: “Firefighters Gone Vegan? Even Austin Is Impressed,”, 352
Questions for Discussion, 353
“Coke’s Board to Get Bonus or Nothing”, 353
Questions for Discussion, 354
11. Effective Work Groups and Teams, 355
Overview, 357
Process Losses, Process Gains, and Group Effectiveness, 358
Potential Performance, 358
Process Losses and Performance, 358
Process Gains and Performance, 359
Social Loafing: A Problem in Group Motivation and Performance, 362
Group Size and Social Loafing, 363
Ways to Reduce Social Loafing, 363
How the Nature of Tasks Affects Group Performance, 366
Pooled Interdependence, 366
Sequential Interdependence, 367
Reciprocal Interdependence, 369
Group Cohesiveness and Performance, 371
Factors that Contribute to Group Cohesiveness, 372
Consequences of Group Cohesiveness, 373
Important Organizational Groups, 377
The Top Management Team, 377
Self-Managed Work Teams, 378
Research and Development Teams, 379
Virtual Teams, 381
Summary, 383
Organizational Behavior in Action, 384
Questions for Review, 384
OB: Increasing Self-Awareness, 384
A Question of Ethics, 385
Small Group Break-Out Exercise, 385
Topic for Debate, 385
Experiential Exercise, 385
New York Times Cases in the News: “Surgical Teams Found Lacking”, 386
Questions for Discussion, 387
“Working Together, Wherever They Are”, 387
Questions for Discussion, 388
“Carmakers’ Big Idea: Think Small”, 388
Questions for Discussion, 388
12. Leaders and Leadership, 389
Overview, 391
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
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 Neutralizers, 408
The Romance of Leadership, 410
New Topics in Leadership Research, 411
Transformational and Charismatic Leadership, 411
Leader Mood, 414
Gender and Leadership, 414
Ethical Leadership, 415
Recap of Leadership Approaches, 418
Summary, 418
Organizational Behavior in Action, 420
Questions for Review, 420
OB: Increasing Self-Awareness, 420
A Question of Ethics, 421
Small Group Break-Out Exercise:, 421
Topic for Debate, 421
Experiential Exercise, 422
New York Times Cases in the News: “At LucasArts, No Playing Around in Quest to Be No. 1”, 422
Questions for Discussion, 423
“He Naps, He Sings, and He Isn’t Michael Dell”, 424
Questions for Discussion, 425
13. Power, Politics, Conflict, and Negotiation, 427
Overview, 429
The Nature of Power and Politics, 429
Sources of Individual Power, 430
Sources of Formal Individual Power, 431
Sources of Informal Individual Power, 432
Sources of Functional and Divisional Power, 435
Ability to Control Uncertain Contingencies, 435
Irreplacability, 435
Centrality, 437
Ability to Control and Generate Resources, 437
Organizational Politics: The Use of Power, 437
Tactics for Increasing Individual Power, 438
Managing Organizational Politics, 441
What is Organizational Conflict?, 441
Sources of Organizational Conflict, 442
Differentiation, 442
Task Relationships, 443
Scarcity of Resources, 444
Pondy’s Model of Organizational Conflict, 445
Latent Conflict, 445
Perceived Conflict, 445
Felt Conflict, 445
Manifest Conflict, 446
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
Questions for Review, 454
Increasing Self-Awareness, 454
A Question of Ethics, 455
Small Group Break-Out Exercise, 455
Topic for Debate, 455
Experiential Exercise, 455
New York Times Cases in the News: “New DaimlerChrysler CEO Targets Infighting and Intrigues”, 456
Questions for Discussion, 457
“Fewer Corporate Chiefs Are also Serving as Chairmen.”, 457
Questions for Discussion, 458
14. Communicating Effectively in Organizations, 459
Overview, 461
What Is Communication?, 461
The Functions Of Communication, 462
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
Barriers to Effective Communication, 473
Filtering and Information Distortion, 473
Poor Listening, 474
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
Persuasive Communication, 484
A Model of Persuasive Communication, 484
Communication in Crisis Situations, 487
Summary, 489
Exercises in Understanding and Managing Organizational Behavior, 490
Questions for Review, 490
OB: Increasing Self-Awareness, 490
A Question of Ethics, 491
Small Group Break-Out Exercise, 491
Topic for Debate, 491
Experiential Exercise, 491
New York Times Cases in the News: “Guess Who’s Got His Back”, 492
Questions for Discussion, 493
“Guidant Consultant Advised Company to Release Data on Defects.”, 494
“Anatomy of a Flawed Company”, 495
Questions for Discussion, 495
15. Decision Making and Organizational Learning, 497
Overview, 499
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
Group Decision Making, 511
Advantages of Group Decision Making, 511
Disadvantages of Group Decision Making, 513
Other Consequences of Group Decision Making, 515
Decision Making in Crisis Situations, 516
Group Decision-Making Techniques, 517
Brainstorming, 518
The Nominal Group Technique, 518
The Delphi Technique, 519
Group Decision-Making Techniques Used in Total Quality Management, 519
Organizational Learning, 521
Types of Organizational Learning, 522
Principles of Organizational Learning, 522
Leadership and Learning, 524
Summary, 526
Exercises in Understanding and Managing Organizational Behavior, 528
Questions for Review, 528
OB: Increasing Self-Awareness, 528
A Question of Ethics, 529
Small Group Break-Out Exercise, 529
Topic for Debate, 529
Experiential Exercise, 529
New York Times Cases in the News: “Buyer’s Remorse Is Causing Some Palpitations at Johnson & Johnson.”, 530
Questions for Discussion, 531
“A Gamble on LCD TV’s Meant Survival for Sharp”, 531
Questions for Discussion, 531
Part 3. Organizational Processes, 533
16. Organizational Design and Structure, 533
Overview, 535
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
Functional Structure, 539
Divisional Structures: Product, Market, and Geographic, 541
Advantages of a Divisional Structure, 543
Disadvantages of a Divisional Structure, 544
Matrix Structure, 545
Summary, 546
Coordinating Functions and Divisions, 547
Allocating Authority, 547
Mutual Adjustment and Integrating Mechanisms, 551
Standardization, 553
New IT-Enabled Forms of Organizational Design and Structure, 556
The Effects of IT Inside Organizations, 556
The Effects of IT Between Organizations, 558
Summary, 559
Organizational Behavior in Action, 560
Questions for Review, 560
OB: Increasing Self-Awareness, 560
A Question of Ethics, 561
Small Group Break-out Exercise, 561
Topic for Debate, 561
Experiential Exercise, 562
New York Times Cases in the News: “At Time Inc. the Big Heads Roll.”, 562
Questions for Discussion, 563
“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
Questions for Discussion, 564
17. Organizational Culture and Ethical Behavior, 565
Overview, 567
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
Factors Shaping Organizational Culture, 574
Characteristics of People Within the Organization, 574
Organizational Ethics, 576
The Employment Relationship, 577
Organizational Structure, 579
Adaptive Cultures versus Inert Cultures, 580
Traits of Strong, Adaptive Corporate Cultures, 582
Values From The National Culture, 583
Hofstede’s Model of National Culture, 584
Creating an Ethical Culture, 588
Why Does Unethical Behavior Occur?, 589
Ways to Create an Ethical Culture, 590
Summary, 593
Organizational Behavior in Action, 594
Questions for Review, 594
OB: Increasing Self-Awareness, 594
Small Group Break-Out Exercise, 595
A Question of Ethics, 595
Experiential Exercise, 595
New York Times Cases in the News: “For Trader Joe’s, a New York Taste Test.”, 596
Questions for Discussion, 597
“Sears Chairman Works to Emphasize Selling.”, 597
Questions for Discussion, 598
Excerpts From Report of the Columbia Accident Board, 598
Questions Discussion, 600
18. Organizational Change and Development, 601
Overview, 603
Forces for and Resistance to Organization Change, 603
Forces for Change, 604
Impediments to Change, 606
Organization-Level Resistance to Change, 608
Power and conflict, 608
Differences in functional orientation, 608
Mechanistic structure, 608
Organizational culture, 609
Group-Level Resistance to Change, 609
Individual-Level Resistance to Change, 609
Lewin’s Force-Field 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
Revolutionary Change I: Reengineering, 615
Revolutionary Change II: Restructuring, 618
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
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
Questions for Review, 630
OB: Increasing Self-Awareness, 630
A Question of Ethics, 631
Small Group Break-Out Exercise, 631
Topic For Debate, 631
Experiential Exercise, 632
New York Times Cases in the News: “Ford Eliminating up to 30,000 Jobs and 14 factories.”, 632
Questions for Discussion, 633
“When Terry Met Jerry, Yahoo!”, 633
Questions for Discussion, 634
Appendix: Research Methods in Organizational Behavior, 635
Overview, 635
The Scientific Process, 635
Coming Up With General Explanations: The Role of Theory Building, 636
Developing Specific Predictions: Formulating Hypotheses, 636
Testing Hypotheses: Operationalizing Variables, 637
Research Designs, 638
Qualitative Research, 639
Cross-Sectional Research, 639
Experimental Research, 639
Tradeoffs in the Choice of Research Designs, 640
Ethical Considerations in Organizational Behavior Research, 640
Summary, 640
References, 641
Chapter 1, 641
Chapter 2, 642
Chapter 3, 645
Chapter 4, 649
Chapter 5, 652
Chapter 6, 654
Chapter 7, 657
Chapter 8, 660
Chapter 9, 663
Chapter 10, 666
Chapter 11, 668
Chapter 12, 670
Chapter 13, 673
Chapter 14, 675
Chapter 15, 676
Chapter 16, 678
Chapter 17, 679
Chapter 18, 681
Appendix, 683
Photo Credits, 684
Name Index, 685
Company Index, 695
Subject Index, 698

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