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Copyright, iv
Preface, xxiii
Acknowledgments, xxvi
Part 1. The Basics of Human Relations, 2
1. Work and Its Place in Life, 2
Organizations and Human Behavior, 4
What Is Organizational Behavior?, 4
What OB Is Not, 4
What Is an Organization?, 5
A Small Dose of OB History, 6
FYI, 6
Industrialization—Farmers Leave the Soil, 6
Along Came Taylor, Gantt, and the Gilbreths, 6
How about the Human Side of Organizations?, 7
The Rise of Unions, 8
The Decline of Union Membership, 8
OB—Here to Stay?, 8
Spot Check, 9
Reality Check: Does the Physical Work Environment Really Matter?, 9
A Basic Question, 9
What Is Work?, 10
Why People Work, 11
Employer Theories of Work, 12
The Working Environment, 13
The Physical Work Environment, 14
The Mental Work Environment, 17
The Work, 17
The Managerial Style, 19
Spot Check, 20
Coworker Influences, 20
You and the Mental Work Environment, 22
Individual and Organizational Needs, 23
Personal Needs Affect the Organization, 23
Organizations Need Order and Predictability, 24
Organizational Needs and Values Result in Organizational Culture, 24
Where Do We Go from Here?, 24
Summary, 26
Checking for Understanding, 26
Self-Assessment, 27
Skill Build 1, 28
Applications, 29
Net-Work, 31
Personal Points, 31
Experiential Exercise: Your Physical Environment, 32
2. Perception and Problem Solving, 34
Introduction, 36
The Importance of Seeing What’s Really There, 36
There’s a Lot More to Perception Than Meets the Eye, 36
Preset Judgments, 37
Judgments Should Leave Room for Error, 37
Fact versus Inference, 38
A Consensus Definition, 38
An “Actual” Fact, 38
Probabilities and Certainties, 39
Reasonable Doubt, 40
The Determinants of Perception, 41
Hereditary Factors, 41
Environmental Background and Experience, 41
Peer Pressure, 42
FYI, 42
Projection, 43
Snap Judgments, 43
Halo and Rusty Halo Effects, 43
Mental State, 44
A Few Fallacies, 44
The Fallacy of Composition, 45
The Fallacy of Division, 45
Post Hoc, Ergo Propter Hoc (The Fallacy of False Cause), 45
The Fallacy of Wishing It Were So, 46
A Question of Ethics: Being Brutally Blunt, 46
Spot Check, 47
Two-Valued Reasoning, 47
Problem Solving, 47
Preliminaries to Problem Solving, 47
Problem-Solving Preparation, 49
Problem-Solving Knowledge, 50
Solution Search, 51
Barriers to Problem Solving, 54
A Nine-Step Decision-Making System: A Logical Approach, 57
Spot Check, 57
Step 1: Problem Recognition, 58
Step 2: Problem Definition, 58
Step 3: Setting Objectives, 59
Step 4: Group Identification, 59
Step 5: Generation of Options, 59
Step 6: Evaluation of Options, 59
Step 7: Option Selection, 60
Step 8: Option Implementation, 60
Step 9: Decision Evaluation, 60
Decision Making by Intuition, 61
Pitfalls to Effective Decision Making, 61
Making Unnecessary Decisions, 61
Putting Out the Same Fire, 61
Not Considering the Cost, 62
A Rapidly Changing Environment, 62
Creativity and the Individual, 62
Reality Check: Your Physical Work Environment and Creativity, 63
What Is Creativity?, 63
What Can Help You Become More Creative?, 63
Summary, 64
Checking for Understanding, 64
Self-Assessment, 65
Skill Build 2, 66
Applications, 67
Net-Work, 69
Personal Points, 69
Experiential Exercise, 70
Experiential Exercise: We See, But Do We Perceive?, 71
3. Primary Communications, 72
Introduction, 74
The Nature of Communication, 74
Basic Communication Model, 75
Responsibility for Effective Communication, 78
Reality Check: When Not to Use E-Mail, 78
What Are Words Really Like?, 79
Are Words Things, or Are They Merely Words?, 79
Words as Inexact Symbols, 79
The Development of New Meanings, 80
Word Interpretation Is Affected by Doublespeak, 80
Reality Check: Can Shyness Be Changed?, 80
The Development of New Words, 81
Tone Affects Meaning, 81
Nonverbal Communication, 82
The Body Communicates, 82
Functions of Nonverbal Communication, 82
Types of Nonverbal Symbols, 84
FYI, 85
Spot Check, 95
Other Communication Symbols, 96
Inactivity Silently Says a Lot, 96
Even Your Voice Has Feelings, 96
The Use of Time, 97
A Global Glance: NVC Around the World, 97
Types of Communication, 97
Formal and Informal Communication, 98
Communications Come from Many Directions, 99
Male-Female Communication Differences, 100
Men, 101
Women, 102
Spot Check, 103
Men and Women, 103
Summary, 104
Checking for Understanding, 105
Self-Assessment, 105
Skill Build 3, 106
Applications, 108
Net-Work, 109
Personal Points, 109
Experiential Exercise: Variations in Communication, 110
4. Improving Communications and Managing Conflict, 112
Barriers to Effective Communication, 114
Lying, 114
Perceptions, 116
Emotions, 116
Overeagerness to Respond, 116
Snap Judgments, 116
Closed Words, 117
Attacking the Individual, 117
Judging, 117
Rank, 118
A Question of Ethics, 118
Credibility Gaps, 119
Gatekeepers, 119
Noise, 119
Wasting the Thought–Speech Rate Differential, 120
Poor Listening, 120
The Verbal Cocoon, 120
Spot Check, 121
The Importance of Listening, 121
Effective Listening, 121
Developing Listening Skills, 121
Listening Responses, 122
Phrasing Questions, 122
How to Break Down Communication Barriers, 123
Encourage Upward Communication, 124
Reality Check: What Managers Should Communicate, 124
Have an Open-Door Policy, 125
Use Face-to-Face Communication, 125
Avoid Credibility Gaps, 125
Write for Understanding, 126
Watch Your Timing, 126
Be Sensitive to Others’ Feelings and Needs, 127
Spot Check, 128
Conflict Management, 128
Positive and Negative Conflict, 128
FYI, 129
General Conflict-Resolution Guidelines, 129
A Global Glance: Chinese Business Conflict, 130
Conflict Perspectives, 130
Situational Elements, 131
Summary, 133
Checking for Understanding, 134
Self-Assessment, 134
Skill Build 4, 135
Applications, 136
Net-Work, 137
Personal Points, 137
Experiential Exercise, 138
5. Ethics and Etiquette, 140
The Right Treatment of Others, 142
Business Ethics: An Oxymoron?, 142
Ethical Pressures, 143
The Effects of Technology, 144
A Question of Ethics: Ethics and Dow Corning, 144
The Effects of Acquisitions and Restructuring Activities, 145
Lack of Sufficient Concern for the Environment, 145
An Ethics Gap, 146
Managing Ethics, 148
Reality Check: An Example of Ethical Conduct, 148
Ethics and the Individual, 150
Two Philosophies: Profit Quest versus Social Responsibility, 152
The Profit-Quest Approach, 152
The Social-Responsibility Approach, 153
Areas of Social Responsibility, 153
Responsibility to Employees, 153
Spot Check, 153
Responsibility to Consumers, 154
Responsibility to the Environment, 154
Responsibility to Provide Information, 155
Responsibility to Assist Special Employment Groups, 155
Responsibility to Help Small Businesses, 156
Guide to Social Action, 156
Community Relationships, 156
Etiquette, 158
Spot Check, 158
Reality Check: Net-Etiquette, 162
Attire and Grooming, 163
Reality Check: The Clothes Must Fit, in More Ways Than One, 165
Coming and Going, 166
Dining, 167
A Global Glance: There Is Much More to Knowing the Language than Learning the Words, 168
Cordiality, 169
FYI, 169
When Others Break the Rules, 170
Summary, 171
Checking for Understanding, 172
Self-Assessment, 172
Skill Build 5, 173
Applications, 174
Net-Work, 176
Personal Points, 176
Experiential Exercise: Ethics, 177
Part 2. The Organizational Framework, 178
6. Jobs, from Design to Appraisal, 178
What Is a Job?, 180
A Question of Ethics: People: Assets or Liabilities, 181
The Japanese Way, 182
Current Job Trends, 182
Reality Check: Jobs—Going or Coming?, 183
Career Management, 184
Technical and Business Skills, 185
Interpersonal Skills, 185
Learning, Communicating, and Problem-Solving Skills, 185
Self-Management Skills, 186
Finding a Job, 186
Spot Check, 187
Job Design, 188
Job Analysis, 188
Job Characteristics Model, 188
Difficulty Level, 189
A Three-Factor Model, 189
The CPOS Model, 189
Work Effectiveness, 190
Spot Check, 190
Specialization, 191
Job Descriptions and Job Specifications, 192
Spot Check, 193
Trying to Obtain a Job—The Interview, 194
Styles of Interviewing, 194
Types of Interviewers, 196
Guidelines for Conducting Interviews, 197
Guidelines for Being Interviewed, 198
Performance Appraisals, 198
Spot Check, 198
Know How You Will Be Evaluated, 199
Pre-Evaluation Procedures, 200
Appraisal Threats, 202
Appraisal Responses, 205
Losing a Job, 207
FYI, 208
A Global Glance: Getting Fired in the Great White North, 209
Summary, 210
Checking for Understanding, 210
Self-Assessment, 210
Skill Build 6, 211
Applications, 213
Net-Work, 214
Personal Points, 214
Experiential Exercise: Designing a Job, 214
7. Formal Organizations: How People Organize, 216
Introduction, 218
Formal Organizations: Relevant Management Principles, 218
Hierarchical Structure Principle, 218
Unity of Command Principle, 218
Line and Staff Principle, 219
Division of Labor Principle, 220
Span of Control Principle, 220
Positional Power Principle, 222
Rules Principle, 222
The Organization Chart, 222
Spot Check, 223
Organizational Styles, 223
Functional Organizations, 223
Geographic Organizations, 224
Customer Organizations, 225
Product Organizations, 225
Matrix Organizations, 226
Horizontal Organizations, 227
Learning Organizations, 228
A Question of Ethics: Non-Work-Related Learning, 229
Developing Organizational Structures, 230
Liberation Management, 231
Egalitarian Designs, 231
Conceptual Designs, 232
Redesigns, 232
Downsizing and Revision, 233
FYI, 234
Spot Check, 234
Summary, 235
Checking for Understanding, 235
Self-Assessment, 235
Skill Build 7, 236
Applications, 237
Net-Work, 239
Personal Points, 240
Experiential Exercise: Organizing Human Resources, 240
8. Understanding Management, 242
Coping with Management, 244
The Role of Management, 244
Management Functions and Resources, 245
A Question of Ethics: Relationships with Managers, 247
The Internal and External Environments, 248
Decision Making, 249
Rational Decisions, 249
Political Decisions, 249
Temporal Decisions, 250
Emotional Decisions, 251
Economic Decisions, 252
FYI, 252
Spot Check, 254
Management Principles, 255
From Classical to Behavioral Management, 256
Classical Management, 256
Reality Check: Another Time When a Manager May Use the Classical Style, 257
Behavioral Management, 259
The Management Continuum, 261
Spot Check, 262
The Worker’s Role, 262
Doing the Best Job, 262
Total Quality Management (TQM), 263
Coping with Management, 264
Reality Check: It Could Be Worse—You Could Be Working for One of These People, 269
Spot Check, 272
Reality Check: No Talking in the Graveyard, 273
Summary, 274
Checking for Understanding, 274
Self-Assessment, 275
Skill Build 8, 275
Applications, 277
Net-Work, 278
Personal Points, 279
Experiential Exercise: The Middle Manager’s Quandary, 279
9. Small Groups and the Informal Organization, 282
Groups, 284
What Is a Group?, 284
Group Formation, 284
Group Synergy, 285
The Nature of Formal and Informal Groups, 286
Formal Groups and Roles, 286
Informal Groups, 286
Why Do Informal Groups Emerge?, 287
Reality Check: Informal Talk, 287
Spot Check, 289
Group Behavior, 289
Group-Member Characteristics, 289
Group Cohesion, 290
Work Arrangement Influence on Informal Groups, 292
A Balance between Task and Maintenance Activities, 292
Cultural Diversity in Groups, 292
Informal Groups and the Grapevine, 293
The Nature of the Grapevine, 293
Spot Check, 293
Chains Required for Grapevine Communication, 294
Management and the Grapevine, 296
Meetings, 296
Planned and Unplanned Agendas, 296
Forming a Committee, 297
Deficiencies in Group Decision Making, 297
Avoiding Meeting Pitfalls, 298
Teamwork, 301
Models of Team Development, 301
FYI, 301
Spot Check, 303
A Question of Ethics: Construction or Obstruction, 303
Summary, 304
Checking for Understanding, 304
Self-Assessment, 304
Skill Build 9, 305
Personal Points, 306
Applications, 307
Net-Work, 308
Experiential Exercise: Examing Formal Work Arrangements, 308
10. Individuals and Self-Management, 310
Introduction, 312
The Question of Conformity, 312
Problems of Individualism, 312
Dealing with Individuals, 313
Is Conformity a Sellout?, 315
Types of Conformity, 315
Can I Do What I Want with Company Resources?, 316
Spot Check, 316
What I Do on My Own Time Is Whose Business?, 317
What’s Wrong with Workplace Affairs?, 317
Can’t I Wear What I Like?, 318
But There Are Individual Differences, 319
A Smoke-Free Environment, 319
The Right to Privacy, 320
What Do Employers Want to Know?, 320
Testing Employees, 320
A Question of Ethics: The Boss Is Watching!, 320
Lie-Detector Tests, 321
Collection of Information, 322
Surveillance of Employees, 322
Access to Personnel Records, 323
The Challenge of Disciplining Employees, 323
The Nature of Discipline, 323
Progressive Discipline, 323
Can You Document It?, 323
Do It in Private, 324
Just like a Red-Hot Stove!, 324
Situational Discipline Should Be Applied, 324
Enforcing Rules, 324
Firing People, 325
Challenges with One’s Self, 326
Reality Check: Recovering from a Mistake, 326
Wants beyond Capabilities, 327
The Peter Principle, 327
Fear of Admitting Errors, 327
Politics, 328
The Nature of Organizational Politics, 328
Influence Strategies, 329
Influencing Others, 330
Selling Your Ideas, 330
Self Management, 331
Reality Check: Concern for Individuals, 332
Spot Check, 332
The Components of Self-Management, 333
Implementing Self-Management, 335
Time Management, 336
Working Smarter: Creating a Time-Management System, 337
Your Peak Time, 337
Twelve Practical Time-Management Techniques, 338
FYI, 341
Lists, 341
Paper Handling, 341
Big Jobs, 342
Spot Check, 342
Summary, 343
Checking for Understanding, 343
Self-Assessment, 344
Skill Build 10, 344
Applications, 346
Net-Work, 348
Personal Points, 348
Experiential Exercise: Declining Ethics?, 349
Part 3. Inducing Organizational Activity, 350
11. Motivation and Morale, 350
Why Learn about Motivation?, 352
The Importance of Needs and Motivation, 352
Needs and Motivation, 352
If You Are a Manager, 352
If You Are a Worker, 353
A Motivation Model, 353
Can You Learn to Need Needs?, 354
The Need for Approval, 354
The Need for Achievement, 354
The Need for Competence, 354
The Need for Power, 355
The Hierarchy of Needs, 355
The Basic Hierarchy, 355
Maslow’s Other Needs, 357
Reality Check: Maslow Revised, 358
Spot Check, 359
Herzberg’s Motivation–Maintenance Model, 359
Hygiene (Maintenance) Factors, 360
Motivational Factors (Satisfiers), 360
Some Final Words on Herzberg, 361
The Process of Motivation, 362
Behavior Modification through Reinforcement Techniques, 363
Positive Reinforcement, 363
Escape and Avoidance, 363
The State of Extinction, 364
How Effective Is Punishment?, 364
Expectancy Theory, 365
The Relationship between Equity and Motivation, 365
Spot Check, 367
Hunter’s Intrinsic/Extrinsic Theory, 367
Level of Concern, 367
Success, 367
Feedback, 368
Interest, 368
Feeling Tone, 368
Spot Check, 369
FYI, 369
Time, Importance, and Motivation, 369
The Special Role of Money as a Motivator, 370
Money Is Traditional, 370
Money Is Tangible, 370
Money Is Objective, 370
Alternatives to Money Are Often Subjective, 371
Money Is Symbolic, 371
What the Individual Can Do about Motivation, 371
Morale in Organizations, 372
Morale Defined, 373
Morale and Productivity, 373
What Are the Factors That Affect Morale?, 373
The Organization, 373
Reality Check: Impacting Morale, 374
Employees’ Activities, 374
The Nature of Work, 374
Peers, 375
Leadership, 375
Role Expectation, 375
Concept of Self, 375
Personal Needs, 375
Spot Check, 376
Warning Signs of Low Morale, 376
Evaluating Morale, 376
Summary, 378
Checking for Understanding, 378
Self-Assessment, 379
Skill Build 11, 379
Applications, 381
Net-Work, 382
Personal Points, 382
Experiential Exercise: What Do You Need?, 383
12. Job Satisfaction and the Quality of Work Life, 384
Introduction, 386
Greater Concerns over the Quality of Work Life, 386
Needs and Motivation, 387
Shifting Trends in Jobs, 387
Trend toward a 24/7 Workforce, 387
Trend toward Outsourcing Work, 388
What Influences the Quality of Work Life?, 388
Improving the Quality of Work Life, 390
Job Enrichment, 390
Job Enlargement, 391
Vertical and Horizontal Loading, 391
Manipulating Core Job Dimensions, 392
Job Rotation, 393
Cross-Training, 394
Feedback and Reinforcement, 394
Spot Check, 394
Well Pay and Floating Holidays, 395
Empowerment, 395
Child and Elder Care, 396
Changes to the Work Environment and the Social Environment, 396
Ergonomic Changes, 397
Wellness Programs, 397
Aesthetics and Personalization, 397
Does QWL Have Its Limitations?, 398
Innovative Ways to Work, 399
Production-Based Compensation Plans, 399
Flextime, 400
Flexplace, 402
Flexible Benefits, 403
Compressed Workweek, 403
Contingent Employment, 404
Job Sharing, 405
Reality Check: Flexible Work Arrangements, 405
Job Satisfaction, 406
Internal Job Satisfaction Factors, 406
Spot Check, 406
External Job Satisfaction Factors, 409
Reality Check: The Importance of Social Contacts at Work, 412
FYI, 413
A Question of Ethics: Seniority and Higher Pay, 414
Individual Job Satisfaction Factors, 415
Spot Check, 416
Reality Check: Dissatisfaction, 417
Spot Check, 419
Summary, 419
Checking for Understanding, 420
Self-Assessment, 420
Skill Build 12, 421
Applications, 423
Net-Work, 425
Personal Points, 425
Experiential Exercise, 426
13. The Dynamics of Change, 428
Introduction, 430
The Effects of Change, 430
The Need for Anticipation, 430
Why People Resist Change, 431
Personal Attitudes and Personal Impact, 431
Financial Reasons, 432
Alterations in the Informal Organization, 432
Inertia, 432
Lack of Recognition of Need, 433
Fear of the Unknown, 433
Lack of Trust, 433
Revenge, 434
A Global Glance: The Change Heard round the World, 434
Surprise, 434
Poor Timing, 434
Poor Approach, 435
Misunderstanding, 435
Absent Benefits, 435
Insufficient Need, 435
Spot Check, 436
Phariseeism, 436
How Resistance to Change Is Shown, 436
Absenteeism, 437
Decreased Productivity, 437
Regression, 437
Resignation, 437
Tranfer, 438
Sabotage, 438
Change Management, 438
The Allure and Peril of Change, 438
Change as a Three-Step Process, 440
Larger Scale Change—A Six-Step Process, 440
Spot Check, 440
The Change Must Be Useful, 442
Management Should Be Empathetic, 442
A Question of Ethics: Not Exactly What One Would Call Country-Club Management, 442
The Change Must Be Understood by Those Affected, 443
Employees Should Participate When Possible, 443
Benefits Should Be Stressed, 443
Provide Economic Guarantees When Possible, 444
FYI, 444
The Problem of Timing, 444
Avoid Too Much Too Soon, 444
Spot Check, 445
Methods of Accomplishing Change, 445
Directives, 445
Participation, 446
Trial Periods, 446
The New-Person Method, 446
Training, 446
Organizational Development, 447
The Use of MBO to Effect Change, 447
Manipulation, 448
Coping with Change, 449
Spot Check, 451
Summary, 451
Checking for Understanding, 452
Self-Assessment, 452
Skill Build 13, 453
Applications, 454
Net-Work, 456
Personal Points, 456
Experiential Exercise: Is This Change Really Necessary?, 457
Part 4. Strategies for Improving Organizational Behavior and Performance, 458
14. Leadership, 458
Introduction, 460
The Functions and Characteristics of Leadership, 460
Leadership Defined, 460
The Difference between Leadership and Management, 460
Formal Leadership, 461
Power, 462
How Important Are Leaders?, 463
What Makes People Leaders?, 463
Charismatic Leaders, 464
Spot Check, 464
Reality Check: Trust in Nonhierarchical Organizations, 465
Transformational Leaders, 465
Contingency and Situational Leaders, 465
Traditional Leadership, 467
X and Y Labels, 468
Derived-X Theory, 468
Reality Check: Leadership Paradoxes, 468
Spot Check, 471
Styles of Leadership, 471
A Major Problem, 471
Autocratic Style, 471
Participative Style: Involving Employees, 472
Free-Rein Style, 475
Which Is the Best Style of Leadership?, 475
Should Leaders Get Close to Their Associates?, 476
Reality Check: Developing Leaders, 477
Some Final Conclusions on the Best Style of Leadership, 477
Leadership as a Skill, 477
Technical Skills, 478
Human Resource Management Skills, 478
Conceptual Skills, 478
Trust-Building Skills, 479
Development of Leadership Skills, 480
Trial and Error, 480
Formal Education, 480
On-the-Job Experience, 480
FYI, 481
Spot Check, 482
Supplemental Reading, 482
The Need for a Supportive Organizational Culture, 482
Summary, 483
Checking for Understanding, 483
Self-Assessment, 484
Skill Build 14, 484
Applications, 486
Net-Work, 487
Personal Points, 487
Experiential Exercise: What Do You Assume?, 487
15. Stress, 490
Introduction, 492
The Nature of Stress, 492
Our Basic Responses, 492
Spot Check, 493
Causes of Stress, 494
Quantitative Demands, 494
Qualitative Demands, 495
Work-Pace Control, 495
Participation, 495
Work Shift, 495
Work Roles, 495
Accumulation of Factors, 496
Reactions to Work-Related Distress, 496
Reality Check: Small Releases for Small Stressors, 496
Spot Check, 498
The Three Stages of Stress, 498
Frustration: Another Response to Stress, 498
With a Little Help from Your Mind, 499
Reactions to Frustration, 499
Rationalization, 499
Compensation, 500
Negativism, 500
Resignation, 500
Repression, 501
Pseudostupidity, 501
Obsessive Thinking, 502
Displacement, 502
Conversion, 502
Spot Check, 503
Burnout: The Disease of High Achievers, 503
Who Are Candidates for Burnout?, 503
What Are the Symptoms of Burnout?, 503
What Is the Cure for Burnout?, 504
Causing Associates to Become Distressed, 504
The Wrong Way to Manage Distress: Substance Abuse, 505
What Constitutes a Drinking Problem?, 505
Drug Abuse, 505
Recognizing Alcohol and Drug Abuse in the Workplace, 505
Drugs and the Workplace, 506
Organizational Approaches to Alcohol and Drug Abuse, 506
The Nature of Company Programs, 506
The Stigma of Alcoholism and Drug Programs, 507
Stress Management, 507
Stress-Management Recommendations, 507
Managing Stress with Faith, 508
Establish Ethical Values, 509
Idealism, 509
Managing Career-Related Stress, 509
Develop Readily Attainable Goals, 509
Reality Check: Your Reaction to Stress Matters, 510
Select a Satisfying Occupation, 510
Have Faith in Yourself and Seek Opportunities, 511
Employ Contrast, 511
Workaholics, 511
Take Stock of Yourself, 512
Break the Law of Parkinson, 513
Break Kossen’s Law, 513
FYI, 514
Spot Check, 514
Summary, 515
Checking for Understanding, 515
Self-Assessment, 516
Skill Build 15, 516
Applications, 517
Net-Work, 518
Personal Points, 519
Experiential Exercise: Are You a Candidate for Burnout?, 519
16. Challenges and Opportunities, 522
Challenges and Opportunities, 524
Understanding Global Organizational Behavior, 524
Organizational Cultures in a Global Environment, 524
Differences in Customs, 525
Differences in Language and Communication Styles, 525
Differences in Attitudes toward Time, 526
Differences in the Workforce, 526
Differences in Labor Laws, 526
Reality Check: Are Things Really That Different Abroad?, 527
Differences in Ethical Standards, 528
Differences in Political Climate, 528
Easing the Transition for Innocents Abroad, 528
Selecting the Right People for the Right Place, 528
Allowing Orientation Visits, 529
Providing Training Opportunities, 529
Using Foreign Nationals, 529
Repatriation: Returning Home, 530
Company Guidance and Counseling, 530
Multiculturalism and Diversity, 530
Spot Check, 530
The Nature of Prejudice and Discrimination, 531
What Is the Difference between Prejudice and Discrimination?, 531
Reality Check: Is Diversity Required?, 531
Prejudice: An Acquired Habit, 532
Reality Check: Best Companies for Minorities—and Performance, 532
Prejudice in Favor of a Group, 533
Preventive Prejudice, 533
The “Oppressed Majority”, 533
It’s the Law, 533
Religious Beliefs, 534
Legal Discrimination in Exceptional Cases, 534
Bona Fide Occupational Qualification (BFOQ) Exception, 534
FYI, 535
The Testing Requirement Exception, 535
Seniority System Exception, 535
Reverse Discrimination: An Organizational Dilemma, 535
Offsetting Past Inequities through Proportional Employment, 536
The Challenges Facing Women in the Workplace, 536
The Effects of Culturalization on Values toward Women, 536
Fast Track versus Mommy Track, 536
Reality Check: Mother-to-Be, 537
Spot Check, 537
Challenges Facing Everyone in the Workplace, 538
Sexual Harassment, 538
Workplace Violence, 538
The Worker Shortage, 539
Older Workers, 539
The Problem of Job Loss for the Aging, 539
Increased Costs of Employee Benefits, 540
Fewer Working Years, 540
Physically Too Weak, 541
Higher Rates of Absenteeism, 541
Assisting the Older Worker, 541
Older Rather than Old, 541
Spot Check, 542
Legislation for the Older Worker, 542
The Challenges Facing People with Disabilities, 542
It’s the Law, 543
Who Are Individuals with Disabilities?, 544
Common Attitudes toward the Physically and Intellectually Challenged, 544
Increased Insurance Costs, 545
Offensive to the Public, 545
Spot Check, 546
A Social Responsibility, 546
Summary, 546
Checking for Understanding, 547
Self-Assessment, 547
Skill Build 16, 548
Applications, 552
Net-Work, 554
Personal Points, 554
Experiential Exercise: A Cultural Quiz, 554
Notes, 557
Index, 575

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