Tabs for Contents, notes, highlights

Hide Contents, Notes, and Highlights

Search TermsShow Hide

« Back to eTextbook

Copyright, ii
Preface, x
Authors, xvii
Part 1. INTRODUCTION, 1
1. Organizational Behavior and Opportunity, 2
THINKING AHEAD: CISCO SYSTEMS, 3
Human Behavior in Organizations, 3
Understanding Human Behavior, 4
Interdisciplinary Influences, 5
Behavior in Times of Change, 6
The Organizational Context, 7
The Formal and Informal Organization, 7
Four Focus Organizations, 8
Change Creates Opportunities, 11
Challenges for Managers Related to Change, 11
Global Competition in Business, 11
CHALLENGE: Analyze Your Perceptions of a Change, 12
Customer Focused for High Quality, 12
Behavior and Quality at Work, 13
Managing Organizational Behavior in Changing Times, 14
Learning about Organizational Behavior, 15
Objective Knowledge, 15
CHALLENGE: Learning Style Inventory, 16
Skill Development, 17
Application of Knowledge and Skills, 18
Plan for the Book, 19
Managerial Implications: Foundations for the Future, 20
LOOKING BACK: CISCO SYSTEMS, 21
Key Terms, 22
Experiential Exercises, 23
2. Challenges for Managers, 31
THINKING AHEAD: PIXAR ANIMATION STUDIOS, 32
Management Challenges in a New Time, 32
The Global Village, 33
Changes in the Global Marketplace, 34
Understanding Cultural Differences, 35
CHALLENGE: Planning for a Global Career, 38
Developing Cross-Cultural Sensitivity, 39
The Diverse Workforce, 41
Cultural Diversity, 41
Gender Diversity, 42
Age Diversity, 44
Ability Diversity, 45
Differences Are Assets, 46
Diversity’s Benefits and Problems, 47
Ethics, Character, and Personal Integrity, 49
Employee Rights, 50
Sexual Harassment, 51
CHALLENGE: How Much Do You Know about Sexual Harassment?, 52
Romantic Involvements, 53
Organizational Justice, 54
Whistle-Blowing, 54
Social Responsibility, 55
Codes of Ethics, 55
Managerial Implications: Beating the Challenges, 57
LOOKING BACK: PIXAR ANIMATION STUDIOS, 57
Key Terms, 58
Experiential Exercises, 60
Part 2. INDIVIDUAL PROCESSES AND BEHAVIOR, 64
3. Personality, Perception, and Attribution, 65
THINKING AHEAD: VIRGIN GROUP LTD., 66
Individual Differences and Organizational Behavior, 66
Skills and Abilities, 67
Personality, 68
Big Five Personality Model, 68
Personality Characteristics in Organizations, 70
CHALLENGE: What’s Your Locus of Control?, 71
CHALLENGE: Are You a High or Low Self-Monitor?, 73
Application of Personality Theory in Organizations: The Myers-Briggs Type Indicator® Instrument, 75
The Preferences, 75
The Sixteen Types, 77
Social Perception, 78
Characteristics of the Perceiver, 79
Characteristics of the Target, 80
Characteristics of the Situation, 81
Barriers to Social Perception, 81
Impression Management, 83
Attribution in Organizations, 84
Internal and External Attributions, 84
Attributional Biases, 85
Managerial Implications: Using Personality, Perception, and Attribution at Work, 86
LOOKING BACK: NOT YOUR TYPICAL CEO, 86
Key Terms, 87
Experiential Exercises, 89
4. Attitudes, Emotions, and Ethics, 92
THINKING AHEAD: WHOLE FOODS MARKET, INC., 93
Attitudes, 93
Attitude Formation, 94
Attitudes and Behavior, 95
Work Attitudes, 96
CHALLENGE: Assess Your Job Satisfaction, 97
CHALLENGE: Who, Me? Engage in Workplace Deviance Behavior?, 102
Persuasion and Attitude Change, 103
Emotions at Work, 105
Values, 111
Instrumental and Terminal Values, 111
Work Values, 112
Cultural Differences in Values, 113
Locus of Control, 114
Machiavellianism, 114
Cognitive Moral Development, 115
Managerial Implications: Attitudes, Emotions, and Ethical Behavior, 116
LOOKING BACK: WHOLE FOODS MARKET, INC., 116
Key Terms, 117
Experiential Exercises, 119
5. Motivation at Work, 121
THINKING AHEAD: PIXAR ANIMATION STUDIOS, 122
Motivation and Work Behavior, 122
Internal Needs, 123
External Incentives, 123
Maslow’s Need Hierarchy, 124
The Hierarchy of Needs, 124
CHALLENGE: The Rosenberg Self-Esteem Scale, 125
Theory X and Theory Y, 125
McClelland’s Need Theory, 126
Need for Achievement, 127
Need for Power, 127
Need for Affiliation, 127
Herzberg’s Two-Factor Theory, 127
Motivation Factors, 128
Hygiene Factors, 128
Critique of the Two-Factor Theory, 128
Social Exchange and Equity Theory, 129
CHALLENGE: What’s Important to Employees?, 130
Demands and Contributions, 130
Adams’s Theory of Inequity, 131
The Resolution of Inequity, 132
New Perspectives on Equity Theory, 133
Justice and Fair Treatment at Work, 133
Unintended Consequences of Injustice and Unfair Treatment, 134
Managerial Actions, 135
Expectancy Theory of Motivation, 135
Motivational Problems, 137
Motivation and Moral Maturity, 137
Cultural Differences in Motivation, 138
New Ideas in Motivation, 138
Eustress, Hope, and Vigor, 138
Positive Energy and Full Engagement, 139
Managerial Implications: Many Ways to Motivate People, 139
LOOKING BACK: PIXAR ANIMATION STUDIOS, 140
Key Terms, 141
Experiential Exercises, 143
6. Learning and Performance Management, 145
THINKING AHEAD: VIRGIN GROUP, LTD., 146
Learning in Organizations, 147
Classical Conditioning, 147
Operant Conditioning, 147
The Strategies of Reinforcement, Punishment, and Extinction, 148
Bandura’s Social Learning Theory, 150
Goal Setting at Work, 151
Goal-Setting Theory, 151
Characteristics of Effective Goals, 152
CHALLENGE: Task–Goal Attribute Questionnaire, 153
Increasing Work Motivation and Task Performance, 155
Reducing Role Stress, Conflict, and Ambiguity, 155
Improving Performance Evaluation, 155
Performance: A Key Construct, 156
Performance Management, 157
Defining Performance, 157
Measuring Performance, 158
Performance Feedback: A Communication Challenge, 159
360-Degree Feedback, 160
Developing People and Enhancing Careers, 160
Key Characteristics of an Effective Appraisal System, 161
Rewarding Performance, 161
A Key Organizational Decision Process, 161
Individual Versus Team Reward Systems, 161
Correcting Poor Performance, 162
CHALLENGE: Correcting Poor Performance, 163
Performance and Kelley’s Attribution Theory, 164
Coaching, Counseling, and Mentoring, 166
Managerial Implications: Performance Management Is a Key Task, 167
LOOKING BACK: VIRGIN GROUP, LTD., 168
Key Terms, 169
Experiential Exercises, 170
Part 3. INTERPERSONAL PROCESSES AND BEHAVIOR, 172
7. Communication, 173
THINKING AHEAD: CISCO SYSTEMS, 174
Interpersonal Communication, 175
An Interpersonal Communication Model, 175
Reflective Listening, 176
One-Way Versus Two-Way Communication, 179
Five Keys to Effective Supervisory Communication, 180
Expressive Speakers, 180
Empathetic Listeners, 180
Persuasive Leaders (and Some Exceptions), 180
CHALLENGE: Are You an Active Listener?, 181
Sensitive to Feelings, 181
Informative Managers, 182
Barriers and Gateways to Communication, 182
Virtual Work, 182
Emotions, 183
Gender Differences, 183
Cultural Diversity, 184
Language, 184
Defensive and Nondefensive Communication, 185
Defensive Communication at Work, 185
Defensive Tactics, 185
CHALLENGE: What Kind of a Defender Are You?, 186
Nonverbal Communication, 187
Proxemics, 188
Kinesics, 189
Facial and Eye Behavior, 190
Paralanguage, 190
How Accurately Do We Decode Nonverbal Cues?, 190
Positive, Healthy Communication, 192
Communicating through New Technologies, 192
How Do Communication Technologies Affect Behavior?, 194
Managerial Implications: Communicate with Strength and Clarity, 195
LOOKING BACK: CISCO SYSTEMS, 196
Key Terms, 197
Experiential Exercises, 198
8. Work Teams and Groups, 200
THINKING AHEAD: WHOLE FOODS MARKET, INC., 201
Group Behavior, 202
Norms of Behavior, 202
Group Cohesion, 203
Social Loafing, 203
Loss of Individuality, 203
Group Formation and Development, 204
Group Formation, 204
Stages of Group Development, 205
Characteristics of a Mature Group, 207
CHALLENGE: How Cohesive Is Your Group?, 209
Task and Maintenance Functions, 210
Work Teams in Organizations, 212
Why Work Teams?, 212
Work Team Structure and Work Team Process, 213
Diversity and Creativity in Teams, 214
Dissimilarity, 214
Creativity, 215
CHALLENGE: Creativity in Teams, 215
Managerial Implications: Teamwork for Productivity and Quality, 216
LOOKING BACK: WHOLE FOODS MARKET, INC., 217
Key Terms, 218
Experiential Exercises, 220
9. Decision Making by Individuals and Groups, 221
THINKING AHEAD: DISNEY-PIXAR ANIMATION STUDIOS, 222
The Decision-Making Process, 222
Models of Decision Making, 223
Rational Model, 224
Bounded Rationality Model, 224
Garbage Can Model, 225
Decision Making and Risk, 225
Risk and the Manager, 225
Escalation of Commitment, 226
Individual Influences on Decision Making, 227
CHALLENGE: Which Side of Your Brain Do You Favor?, 228
The Role of Intuition, 229
Creativity at Work, 231
Participation in Decision Making, 234
The Effects of Participation, 235
The Group Decision-Making Process, 235
Advantages and Disadvantages of Group Decision Making, 236
Groupthink, 236
Group Polarization, 239
Techniques for Group Decision Making, 239
Brainstorming, 239
Nominal Group Technique, 240
Delphi Technique, 240
Devil’s Advocacy, 240
Dialectical Inquiry, 241
Diversity and Culture in Decision Making, 241
Decision Making in the Virtual Workplace, 242
Ethical Issues in Decision Making, 243
Managerial Implications: Decision Making Is a Critical Activity, 244
LOOKING BACK: DISNEY-PIXAR ANIMATION STUDIOS, 245
Key Terms, 246
Experiential Exercises, 247
10. Power and Politics, 250
THINKING AHEAD: CISCO SYSTEMS, 251
The Concept of Power, 251
Forms and Sources of Power in Organizations, 252
Interpersonal Forms of Power, 252
Using Power Ethically, 254
Intergroup Sources of Power, 256
Political Behavior in Organizations, 256
Influence Tactics, 257
CHALLENGE: Evaluate Your Political Potential, 258
Political Skill, 261
CHALLENGE: Rate Your Political Skills, 262
Managing Political Behavior in Organizations, 263
Managing Up: Managing the Boss, 263
Sharing Power: Empowerment, 265
Managerial Implications: Using Power Effectively, 267
LOOKING BACK: CISCO SYSTEMS, 268
Key Terms, 269
Experiential Exercises, 270
11. Leadership and Followership, 273
THINKING AHEAD: VIRGIN GROUP, LTD., 274
Leadership and Management, 275
Early Trait Theories, 276
Behavioral Theories, 276
The Leadership Grid: A Contemporary Extension, 277
CHALLENGE: How Does Your Supervisor Lead?, 278
Contingency Theories, 280
Fiedler’s Contingency Theory, 281
Path–Goal Theory, 283
Leader–Member Exchange, 284
The Situational Leadership® Model, 284
The Emergence of Inspirational Leadership Theories, 286
Transformational Leadership, 286
Charismatic Leadership, 286
Authentic Leadership, 287
Emerging Issues in Leadership, 288
Emotional Intelligence, 288
Trust, 288
Gender and Leadership, 289
Followership, 289
Types of Followers, 290
The Dynamic Follower, 291
Cultural Differences in Leadership, 291
CHALLENGE: Are You an Effective Follower?, 292
Managerial Implications: Leadership Guidelines, 293
LOOKING BACK: VIRGIN GROUP, LTD., 294
Key Terms, 295
Experiential Exercises, 296
12. Conflict and Negotiation, 301
THINKING AHEAD: WHOLE FOODS MARKET, INC., 302
The Nature of Conflicts in Organizations, 302
Importance of Conflict Management Skills for the Manager, 302
Functional Versus Dysfunctional Conflict, 303
Causes of Conflict in Organizations, 304
Structural Factors, 305
Personal Factors, 306
Globalization and Conflict, 308
Forms of Conflict in Organizations, 309
Interorganizational Conflict, 309
Intergroup Conflict, 309
Intragroup Conflict, 310
Interpersonal Conflict, 310
Intrapersonal Conflict, 310
CHALLENGE: Assess Your Team’s Conflict, 311
Intrapersonal Conflict, 311
Interpersonal Conflict, 312
Defense Mechanisms, 312
Conflict Management Strategies and Techniques, 314
Ineffective Techniques, 315
Effective Techniques, 316
Conflict Management Styles, 318
Avoiding, 319
Accommodating, 319
Competing, 320
Compromising, 321
Collaborating, 321
CHALLENGE: What Is Your Conflict-Handling Style?, 322
Managerial Implications: Creating a Conflict-Positive Organization, 323
LOOKING BACK: WHOLE FOODS MARKET, INC., 324
Key Terms, 325
Experiential Exercises, 326
Part 4. ORGANIZATIONAL PROCESSES AND STRUCTURE, 331
13. Job Design and Redesign, 332
THINKING AHEAD: PIXAR ANIMATION STUDIOS, 333
Work in Organizations, 333
Jobs in Organizations, 334
Traditional Approaches to Job Design, 335
Scientific Management, 335
Job Enlargement/Job Rotation, 336
Job Enrichment, 337
Job Characteristics Theory, 338
CHALLENGE: Diagnosing Your Job, 340
Engagement, 342
Alternative Approaches to Job Design, 342
Social Information Processing, 343
Ergonomics and an Interdisciplinary Framework, 343
International Perspectives on the Design of Work, 345
Contemporary Issues in the Design of Work, 347
Telecommuting, 347
CHALLENGE: Is Your Work Environment a Healthy One?, 348
Alternative Work Patterns, 349
Technology at Work, 350
Managerial Implications: The Changing Nature of Work, 351
LOOKING BACK: PIXAR ANIMATION STUDIOS, 351
Key Terms, 352
Experiential Exercises, 354
14. Organizational Design and Structure, 356
THINKING AHEAD: CISCO SYSTEMS, 357
Key Organizational Design Processes, 358
Differentiation, 358
Integration, 359
Basic Design Dimensions, 360
Five Structural Configurations, 361
CHALLENGE: How Decentralized Is Your Company?, 362
Simple Structure, 363
Machine Bureaucracy, 363
Professional Bureaucracy, 364
Divisionalized Form, 364
Adhocracy, 364
Contextual Variables, 364
Size, 365
Technology, 366
Environment, 369
Strategy and Goals, 370
Forces Reshaping Organizations, 373
Life Cycles in Organizations, 374
Globalization, 374
Changes in Information-Processing Technologies, 375
Demands on Organizational Processes, 375
CHALLENGE: Managers of Today and the Future, 376
Emerging Organizational Structures, 376
Cautionary Notes About Structure, 378
Managerial Implications: Fitting People and Structures Together, 379
LOOKING BACK: CISCO SYSTEMS, 379
Key Terms, 380
Experiential Exercises, 382
15. Organizational Culture, 385
THINKING AHEAD: WHOLE FOODS MARKET, INC., 386
The Key Role of Organizational Culture, 386
Culture and Its Levels, 386
Artifacts, 387
Values, 391
Assumptions, 392
CHALLENGE: Analyzing the Three Levels of Culture, 392
Functions and Effects of Organizational Culture, 393
The Strong Culture Perspective, 393
The Fit Perspective, 394
The Adaptation Perspective, 394
The Leader’s Role in Shaping and Reinforcing Culture, 395
What Leaders Pay Attention To, 396
How Leaders React to Crises, 396
How Leaders Behave, 396
How Leaders Allocate Rewards, 397
How Leaders Hire and Fire Individuals, 397
Organizational Socialization, 398
The Stages of the Socialization Process, 398
Outcomes of Socialization, 400
Socialization as Cultural Communication, 401
Changing Organizational Culture, 401
Developing a Global Organizational Culture, 404
Developing an Ethical Organizational Culture, 405
CHALLENGE: Organizational Culture and Ethics, 406
Managerial Implications: The Organizational Culture Challenge, 406
LOOKING BACK: WHOLE FOODS MARKET, INC., 407
Key Terms, 408
Experiential Exercises, 409
16. Managing Change, 410
THINKING AHEAD: VIRGIN GROUP, LTD., 411
Forces for Change in Organizations, 411
External Forces, 412
Internal Forces, 415
Change Is Inevitable, 416
The Scope of Change, 416
The Change Agent’s Role, 417
The Process of Change in Organizations, 418
Resistance to Change, 418
CHALLENGE: Tolerance for Ambiguity, 420
Managing Resistance to Change, 421
Behavioral Reactions to Change, 423
Lewin’s Change Model, 424
CHALLENGE: Applying Force Field Analysis, 425
Organization Development Interventions, 426
Diagnosis and Needs Analysis, 427
Organization- and Group-Focused Techniques, 428
Individual-Focused Techniques, 430
Ethical Considerations in Organization Development, 431
Are Organization Development Efforts Effective?, 432
Managerial Implications: Managing Change, 433
LOOKING BACK: VIRGIN GROUP, LTD., 433
Key Terms, 434
Experiential Exercises, 436
Endnotes, 438
Glossary, G-1
Company Index, I-1
Name Index, I-3
Subject Index, I-6

Search Results

« Back to eTextbook


PAGE	Description

1	...

Tabs for Contents, notes, highlights

Table of Contents

Search Results