Organizational Behavior: A Practical, Problem-Solving Approach

✍ Scribed by Angelo Kinicki

• Publisher: McGraw Hill
• Year: 2020
• Tongue: English
• Leaves: 781
• Edition: 3
• Category: Library

✦ Synopsis

Kinicki, Organizational Behavior 3e develops students' problem-solving skills through a unique, consistent, integrated 3-step Problem-Solving Approach that lets them immediately put research-based knowledge into practice in their personal and professional lives. Organizational Behavior 3e explicitly addresses OB implications for students' core career readiness skills, showing how OB provides them with the higher-level soft skills employers seek, such as problem solving, critical thinking, leadership and decision making. The understanding and application of OB theories and concepts provides tremendous value to students' lives today and throughout their careers.

✦ Table of Contents

Cover
Title Page
Copyright Page
Dedication
About The Author
Preface
Acknowledgments
Brief Contents
Contents
PART ONE Individual Behavior
1 MAKING OB WORK FOR ME
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
1.1 Use Knowledge of OB to Enhance Your Performance and Career
How OB Fits into My Curriculum and Influences My Success
APPLYING OB: Self-Awareness Can Help You Build a Fulfilling Career
SELF-ASSESSMENT 1.1: How Strong Is My Motivation to Manage?
Employers Want Both Hard and Soft Skills
How OB Fits into My Career
APPLYING OB: How to Ace Your Next Interview
1.2 Right vs. Wrong—Ethics and My Performance
Cheating
Ethical Lapses—Legality, Frequency, Causes, and Solutions
OB IN ACTION: Wrong? Absolutely! Illegal? Seemingly Not.
OB IN ACTION: The Whistle-Blower’s Dilemma
SELF-ASSESSMENT 1.2: Assessing My Perspective on Ethics
1.3 OB and Problem Solving
A 3-Step Approach
Tools to Reinforce My Problem-Solving Skills
SELF-ASSESSMENT 1.3: Assessing Your Problem-Solving Potential
1.4 Structure and Rigor in Solving Problems
The Person–Situation Distinction
Three Levels of OB
Applying OB Concepts to Problem Solving
1.5 The Organizing Framework for Understanding and Applying OB
A Basic Version of the Organizing Framework
APPLYING OB: Mars: The World We Want Tomorrow
Using the Organizing Framework for Problem Solving
Applied Approaches to Selecting a Solution
Basic Elements for Selecting an Effective Solution
1.6 Preview and Application of What You Will Learn
The 3-Step Problem-Solving Approach
The Organizing Framework
PROBLEM-SOLVING APPLICATION: Technology: A Situation Factor That Affects Your Performance
Hypothetical Problem-Solving Scenario
1.7 Making the Connection: What Is OB and Why Is It Important?
Our Wishes for You
What Did I Learn?
Problem-Solving Application Case: Blood, Brilliance, Blind Ambition, and Fraud
Legal/Ethical Challenge: What Would You Do?
2 VALUES AND ATTITUDES
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
2.1 Personal Values
Schwartz’s Value Theory
SELF-ASSESSMENT 2.1: What Are My Core Values?
The Dynamics of Values
2.2 Personal Attitudes and Their Impact on Behavior and Outcomes
OB IN ACTION: Hospitality Industry Uses Attitude Surveys to Target Causes of Turnover
Personal Attitudes: They Represent Your Consistent Beliefs and Feelings about Specific Things
Attitudes Affect Behavior via Intentions
PROBLEM-SOLVING APPLICATION: McDonald’s Workers Protest Sexual Harassment: What Should Management Do?
2.3 Key Workplace Attitudes
Organizational Commitment
Employee Engagement
SELF-ASSESSMENT 2.2: To What Extent Are You Engaged in Your Studies?
OB IN ACTION: Companies Foster Employee Engagement in Different Ways
Perceived Organizational Support
2.4 The Causes of Job Satisfaction
SELF-ASSESSMENT 2.3: How Satisfied Are You with Your Present Job?
At a Glance: Five Predominant Models of Job Satisfaction
Brief Preview: Five Predominant Models of Job Satisfaction
A Shorter Walk to Work
APPLYING OB: Best Practices for Implementing Telecommuting
2.5 Major Correlates and Consequences of Job Satisfaction
Attitudinal Outcomes of Job Satisfaction
PROBLEM-SOLVING APPLICATION: What to Do, or Not to Do, about Sexual Harassment
Behavioral Outcomes of Job Satisfaction
APPLYING OB: Using Job Satisfaction to Reduce Employee Turnover
Organizational-Level Outcomes of Job Satisfaction
2.6 Making the Connection: How Do Values and Attitudes Affect Work-Related Outcomes?
What Did I Learn?
Problem-Solving Application Case: Walmart’s Values Come under Scrutiny
Legal/Ethical Challenge: What Should Management Do About an Abusive Supervisor?
3 INDIVIDUAL DIFFERENCES AND EMOTIONS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
3.1 The Differences Matter
APPLYING OB: Does Your Potential Boss Get the Job?
3.2 Intelligences: There Is More to the Story Than IQ
Intelligence Matters . . . And You Have More Than You Might Think
Practical Implications
OB IN ACTION: Smarts and Performance in Sports
3.3 Personality, OB, and My Effectiveness
There Is More to Personality Than Liking and Fit
The Big Five Personality Dimensions
SELF-ASSESSMENT 3.1: What Is My Big Five Personality Profile?
Hail the Introverts
Proactive Personality
APPLYING OB: How to Thrive as an Introvert
SELF-ASSESSMENT 3.2: How Proactive Am I?
The Dark Side of Personality
Personality and Performance
Personality Testing at Work
APPLYING OB: Acing Employment Tests
There Is No “Ideal Employee” Personality
3.4 Core Self-Evaluations: How My Efficacy, Esteem, Locus, and Stability Affect My Performance
Self-Efficacy—“I Can Do That”
OB IN ACTION: You Can Go to the Moon and Beyond, If You Believe in Yourself
Self-Esteem—“Look in the Mirror”
Locus of Control: Who’s Responsible—Me or External Factors?
Emotional Stability
Three Practical Considerations for Core Self-Evaluations
SELF-ASSESSMENT 3.3: How Positively Do I See Myself?
3.5 The Value of Being Emotionally Intelligent
What Is Emotional Intelligence?
SELF-ASSESSMENT 3.4: What Is Your Level of Emotional Intelligence?
PROBLEM-SOLVING APPLICATION: Darkness in the C-Suite at Uber
Benefits of EI
3.6 Understand Emotions to Influence Performance
Emotions—We All Have Them, but What Are They?
Emotions as Positive or Negative Reactions to Goal Achievement
APPLYING OB: Do You Procrastinate? Blame Your Emotions!
Besides Positive and Negative, There’s Past vs. Future
How Can I Manage My Negative Emotions at Work?
OB IN ACTION: The Good and Bad of Anger at Work
APPLYING OB: Managing Emotions During Job Search
3.7 Making the Connection: How Do Individual Differences and Emotions Affect My Performance?
What Did I Learn?
Problem-Solving Application Case: Better Ingredients. Better Pizza. Worst Spokesperson.
Legal/Ethical Challenge: To Test or Not to Test, That Is a Problem
4 SOCIAL PERCEPTION AND MANAGING DIVERSITY
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
4.1 The Perception Process
Stages of Social Perception
A Model of Person Perception
APPLYING OB: Developing Cultural Awareness to Enhance Perception
Managerial Implications of Person Perception
OB IN ACTION: Virtual Interviews Can Improve the Accuracy of Job Interviews and Reduce Costs
4.2 Stereotypes
Stereotype Formation and Maintenance
Managerial Challenges and Recommendations
4.3 Causal Attributions
Kelley’s Model of Attribution
Attributional Tendencies
Managerial Applications and Implications
4.4 Defining and Managing Diversity
Layers of Diversity
Affirmative Action vs. Diversity Management
4.5 Building the Business Case for Managing Diversity
Business Rationale
OB IN ACTION: Using Product Design to Reach a Diverse Market
Trends in Workforce Diversity
SELF-ASSESSMENT 4.1: What Are Your Attitudes Toward Working with Older Employees
4.6 Barriers and Challenges to Managing Diversity
APPLYING OB: Best Companies for Millennials
SELF-ASSESSMENT 4.2: Assessing an Organization’s Diversity Climate
4.7 Organizational Practices Used to Effectively Manage Diversity
Framework of Options
How Companies Are Responding to the Challenges of Diversity
PROBLEM-SOLVING APPLICATION: Firefighters, 46 and 54, Sue for Age Discrimination
SELF-ASSESSMENT 4.3: How Does My Diversity Profile Affect My Relationships with Other People?
4.8 Making the Connection: Why Is Understanding Perception and Diversity Essential to Your Success?
What Did I Learn?
Problem-Solving Application Case: White, Male, and Asian: The Diversity Profile of Technology Companies
Legal/Ethical Challenge: Should Patient Requests Trump Health Care Employees’ Civil Rights?
5 FOUNDATIONS OF EMPLOYEE MOTIVATION
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
5.1 The What and Why of Motivation
Motivation: What Is It?
The Two Fundamental Perspectives on Motivation: An Overview
5.2 Content Theories of Motivation
McGregor’s Theory X and Theory Y
Maslow’s Need Hierarchy Theory: Five Levels of Needs
Acquired Needs Theory: Achievement, Affiliation, and Power
SELF-ASSESSMENT 5.1: Assessing Your Acquired Needs
OB IN ACTION: Cameron Mitchell, Founder and CEO of Cameron Mitchell Restaurants, Exemplifies Acquired Needs
Self-Determination Theory: Competence, Autonomy, and Relatedness
Herzberg’s Motivator-Hygiene Theory: Two Ways to Improve Satisfaction
PROBLEM-SOLVING APPLICATION: Walmart Adds Sick-Leave Pay. Problem Solved?
5.3 Process Theories of Motivation
Equity/Justice Theory: Am I Being Treated Fairly?
SELF-ASSESSMENT 5.2: Measuring Perceived Interpersonal Treatment
Expectancy Theory: Does My Effort Lead to Desired Outcomes?
PROBLEM-SOLVING APPLICATION: Symphony Orchestras on Strike
PROBLEM-SOLVING APPLICATION: A High School Principal Uses Principles of Expectancy Theory to Motivate Students
Goal-Setting Theory: How Can I Harness the Power of Goal Setting?
5.4 Motivating Employees through Job Design
Top-Down Approaches—Management Designs Your Job
OB IN ACTION: Job Swapping and Job Rotation Opportunities Abound
Bottom-Up Approaches—You Design Your Own Job
SELF-ASSESSMENT 5.3: To What Extent Have I Used Job Crafting?
Idiosyncratic Deals (I-Deals)—You Negotiate the Design of Your Job
SELF-ASSESSMENT 5.4: Creating an I-Deal
5.5 Making the Connection: How Can I Apply Motivation Theories?
What Did I Learn?
Problem-Solving Application Case: Workers at Amazon Are Not Feeling Motivated
Legal/Ethical Challenge: Should Senior Executives Receive Bonuses for Navigating a Company through Bankruptcy
6 PERFORMANCE MANAGEMENT
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
6.1 Performance Management Processes
Effective Performance Management
Common Uses of Performance Management
APPLYING OB: Apply Goal Setting to Your Job and Career
What Goes Wrong with Performance Management
APPLYING OB: The Deloitte Way: “Snapshots” and “Check-ins”
Contemporary PM Is Continual
6.2 Define Performance—Expectations and Goals
Do You Want to Perform or Learn?
Managing the Goal-Setting Process
OB IN ACTION: I Need to See Some ID
Contingency Approach to Defining Performance and Setting Goals
6.3 Performance Monitoring and Evaluations
Monitoring Performance—Measure Goals Appropriately and Accurately
OB IN ACTION: Monitoring for Performance Becomes More Sophisticated and Pervasive
Evaluating Performance
6.4 Performance Review, Feedback, and Coaching
What Effective Feedback Is . . . and Is Not
If Feedback Is So Helpful, Why Don’t We Get and Give More?
Two Functions of Feedback
Important Sources of Feedback—Including Those Often Overlooked
OB IN ACTION: How Do You Spell Feedback and Self-Improvement? Z-A-P-P-O-S!
Your Perceptions Matter
SELF-ASSESSMENT 6.1: What Is My Desire for Performance Feedback?
APPLYING OB: Making Lemonade from Lemons—How to Respond to Negative Feedback
Today’s Trends in Feedback
Coaching—Turning Feedback into Change
APPLYING OB: An “F” In Coaching Signals Success
6.5 Providing Rewards and Other Consequences
Key Factors in Organizational Rewards
Types of Rewards
SELF-ASSESSMENT 6.2: What Rewards Do I Value Most?
Distribution Criteria
Desired Outcomes of the Reward System
APPLYING OB: Put the “I” In Team with Appropriate Incentives
Be Sure You Get the Outcomes You Desire
Total and Alternative Rewards
OB IN ACTION: A Car, $100,000, and There’s More Where That Came From at Hilcorp
Why Rewards Often Fail and How to Boost Their Effectiveness
PROBLEM-SOLVING APPLICATION: Incentives, Performance, and Schools
Pay for Performance
Making Pay for Performance Work
6.6 Reinforcement and Consequences
The Law of Effect—Linking Consequences and Behaviors
Using Reinforcement to Condition Behavior
Contingent Consequences
Positive Reinforcement Schedules
Organizations Typically Rely on the Weakest Schedule
6.7 Making the Connection: How Can I Use Goals, Feedback, Rewards, and Positive Reinforcement to Boost Effectiveness?
What Did I Learn?
Problem-Solving Application Case: Incentives Gone Wrong, Then Wrong Again, and Wrong Again
Legal/Ethical Challenge: What Is Your Current Salary?
7 POSITIVE ORGANIZATIONAL BEHAVIOR
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
7.1 The Value of Positivity
Two Scenarios—Which Do You Prefer?
A Framework for Positivity
The Benefits of Positive OB Extend beyond Good Performance
APPLYING OB: How to Build Positivity and Your Success
OB IN ACTION: How Do You Spell Green? ESG.
PROBLEM-SOLVING APPLICATION: Whole Foods vs. Whole Amazon
7.2 The Power of Positive Emotions
Beyond Happy vs. Sad
Positive Emotions Are Contagious
How Much Positivity Is Enough?
APPLYING OB: Boost Positivity with Fun
SELF-ASSESSMENT 7.1: Learn Your Positivity Ratio
7.3 Fostering Mindfulness
Big Business
OB IN ACTION: Biotech, Insurance, and Industrials . . . They’re All Mindful. What About You?
Benefits of Mindfulness
SELF-ASSESSMENT 7.2: What Is My Level of Mindfulness?
Practicing Mindfulness
7.4 Psychological Capital and Signature Strengths
Hope = Willpower + Waypower
Efficacy
Resilience
Optimism
OB IN ACTION: Resilience Is Organizational at Kaiser
How I Can Develop My PsyCap
SELF-ASSESSMENT 7.3: What Is My Level of PsyCap?
Signature Strengths
SELF-ASSESSMENT 7.4: What Are My Signature Strengths?
7.5 Positive Organizational Climates
OB IN ACTION: Sweetgreen . . . Sweet Indeed
Organizational Values
Organizational Practices
Virtuous Leadership
7.6 Flourishing: The Destination of POB
Positive Emotions
APPLYING OB: Converting Rejection into Business, or Not
Engagement
Relationships
Meaningfulness
Achievement
7.7 Making the Connection: How Can I Flourish at School, Work, and Home?
What Did I Learn?
Problem-Solving Application Case: Opioids: Pain Relief, Grief, and Purdue
Legal/Ethical Challenge: Is Hiring Candidates with Criminal Records Wise or Risky?
PART TWO Groups
8 GROUPS AND TEAMS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
8.1 Group Characteristics
Formal and Informal Groups
Roles and Norms: The Social Building Blocks for Group and Organizational Behavior
SELF-ASSESSMENT 8.1: Group and Team Role Preference Scale
OB IN ACTION: Improve Team Norms to Improve Surgical Outcomes
8.2 The Group Development Process
Tuckman’s Five-Stage Model of Group Development
APPLYING OB: How to Cultivate Cohesiveness and Success
Punctuated Equilibrium
8.3 Teams and the Power of Common Purpose
SELF-ASSESSMENT 8.2: Is This a Mature Work Group or a Team?
Team Players versus Free-Riders
OB IN ACTION: At T-Mobile Groups Lose, But Teams Thrive!
SELF-ASSESSMENT 8.3: Evaluate Your Team Member Effectiveness
Types of Teams
Virtual Teams
Team Interdependence
8.4 Trust Building and Repair—Essential Tools for Success
Three Forms of Trust and How to Build Them
SELF-ASSESSMENT 8.4: How Much Do You Trust Another?
APPLYING OB: Microinternships Can Produce Major Benefits
Repairing Trust
8.5 Keys to Team Effectiveness
Characteristics of High-Performing Teams
The 3 Cs of Effective Teams
OB IN ACTION: Want Better Teamwork? Expect and Ensure Conflict
Collaboration and Team Rewards
PROBLEM-SOLVING APPLICATION: Hospitals and Nursing Homes Collaborate to Combat Common Foes
OB IN ACTION: Space Travel Requires Teams of Teams
8.6 Making the Connection: How Can Working with Others Increase My Performance?
What Did I Learn?
Problem-Solving Application Case: Money, Design, and Disaster
Legal/Ethical Challenge: Whose Accountable?
9 COMMUNICATION IN THE DIGITAL AGE
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
9.1 Basic Dimensions of the Communication Process
Defining Communication
How the Communication Process Works
OB IN ACTION: Transparency Is the Message at Skinfix
Selecting the Right Medium
9.2 Communication Competence
SELF-ASSESSMENT 9.1: Assessing Your Communication Competence
Sources of Nonverbal Communication
Listening
SELF-ASSESSMENT 9.2: Assessing Your Listening Style
Nondefensive Communication
Connecting with Others via Empathy
OB IN ACTION: Empathy Is Good for Business
9.3 Gender, Generations, and Communication
Communication Patterns between Women and Men
Generational Differences in Communication
Improving Communications between the Sexes and Generations
9.4 Social Media and OB
Social Media and Increased Productivity
APPLYING OB: How to Optimize LinkedIn
OB IN ACTION: Expanding Organizational Boundaries with Crowdsourcing at Lego, Frito-Lay
Costs of Social Media
PROBLEM-SOLVING APPLICATION: A Very Expensive Fantasy
Make E-mail Your Friend, Not Your Foe
Social Media Concerns and Remedies—What Companies and You Can Do
SELF-ASSESSMENT 9.3: Assessing Social Media Readiness
OB IN ACTION: Coca-Cola’s Online Social Media Principles
APPLYING OB: Acing a Skype Interview
9.5 Communication Skills to Boost your Effectiveness
Presenting—Do You Give Reports or Do You Tell Stories?
APPLYING OB: How to Dazzle the Crowd—Tips on Public Speaking
Crucial Conversations
Managing Up
9.6 Making the Connection: How Can I Become a More Effective Communicator?
What Did I Learn?
Problem-Solving Application Case: United’s Turbulent Communications Strategy
Legal/Ethical Challenge: Should Social Media Posts Impact Life Insurance Premiums?
10 MANAGING CONFLICT AND NEGOTIATIONS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
10.1 A Contemporary View of Conflict
SELF-ASSESSMENT 10.1: Interpersonal Conflict Tendencies
Conflict Is Everywhere and It Matters
A Modern View of Conflict
A Conflict Continuum
Functional vs. Dysfunctional Conflict
Common Causes of Conflict
Escalation of Conflict
APPLYING OB: You’ve Decided to Leave Your Job . . . How Do You Explain It During an Interview?
Conflict Avoidance
Desired Outcomes of Conflict Management
10.2 Conventional Forms of Conflict
Personality Conflicts
Intergroup Conflict
How to Handle Intergroup Conflict
SELF-ASSESSMENT 10.2: Psychological Safety Climate
APPLYING OB: Psychological Safety Is Oxygen at Google
10.3 Forms of Conflict Intensified by Technology
Work–Life Conflict
SELF-ASSESSMENT 10.3: School–Non-School Conflict
Incivility—Treating Others Poorly Has Real Costs
SELF-ASSESSMENT 10.4: Bullying Scale—Target and Perpetrator
10.4 Effectively Managing Conflict
Programming Functional Conflict
Conflict-Handling Styles
SELF-ASSESSMENT 10.5: Preferred Conflict-Handling Style
OB IN ACTION: Maybe It’s a Difference in Style, and Maybe It’s Yours
Third-Party Interventions: Alternative Dispute Resolution (ADRs)
PROBLEM-SOLVING APPLICATION: Food Fight on Campus
10.5 Negotiation
Two Basic Types of Negotiation
OB IN ACTION: Who Is Going to Eat More Pie, Writers or Agents?
Emotions and Negotiations
APPLYING OB: How to Ask for More Money
Ethics and Negotiations
10.6 Making the Connection: How Can Managing Conflict and Negotiating Give Me an Advantage?
What Did I Learn?
Problem-Solving Application Case: With Trouble Comes Conflict, and with Conflict Comes Trouble
Legal/Ethical Challenge: Arbitrate or Litigate? Employees Now Have a Choice
11 DECISION MAKING AND CREATIVITY
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
11.1 Rational and Nonrational Models of Decision Making
Two Ways of Thinking
Rational Decision Making: Managers Make Logical and Optimal Decisions
Nonrational Models of Decision Making: Decision Making Does Not Follow an Orderly Process
OB IN ACTION: Improving an Airport Terminal under Bounded Rationality
APPLYING OB: Tips for Improving Your Intuition
SELF-ASSESSMENT 11.1: Assessing Your Intuition
11.2 Decision-Making Biases: Rules of Thumb or “Heuristics”
PROBLEM-SOLVING APPLICATION: Overconfidence Bias Partly to Blame for California Wildfire
11.3 Evidence-Based Decision Making
Using Evidence to Make Decisions
Big Data: The Next Frontier in Evidence-Based Decision Making
OB IN ACTION: Big Data Helps Advance the Health Care Industry
Artificial Intelligence: Teaching Machines to Make Decisions
11.4 Four Decision-Making Styles
Value Orientation and Tolerance for Ambiguity
The Directive Style: Action-Oriented Decision Makers Who Focus on Facts
The Analytical Style: Careful and Slow Decision Makers Who Like Lots of Information
The Conceptual Style: Intuitive Decision Makers Who Involve Others in Long-Term Thinking
The Behavioral Style: Highly People-Oriented Decision Makers
Which Style Are You?
SELF-ASSESSMENT 11.2: What Is My Decision-Making Style?
11.5 A Road Map to Ethical Decision Making
11.6 Group Decision Making
Advantages and Disadvantages of Group Decision Making
Groupthink
SELF-ASSESSMENT 11.3: Assessing Participation in Group Decision Making
Practical Contingency Recommendations for Group Decision Making
Reaching Consensus: The Goal of Group Problem-Solving Techniques
Practical Problem-Solving Techniques
11.7 Creativity
A Model of Creativity
SELF-ASSESSMENT 11.4: Assessing Climate for Creativity
Practical Recommendations for Increasing Creativity
APPLYING OB: Tips for Sparking Creativity
11.8 Making the Connection: How Can I Master Decision-Making and Creativity Skills?
What Did I Learn?
Problem-Solving Application Case: Airbus Decides to Permanently Land the A380
Legal/Ethical Challenge: Should Colleges Expel Students Whose Parents Cheated to Get Them In?
12 POWER, INFLUENCE, AND POLITICS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
12.1 Power and Its Basic Forms
Five Bases of Power
APPLYING OB: Follow Me—All the Way to the Bank
SELF-ASSESSMENT 12.1: What Kind of Power Do I Prefer?
Position vs. Personal Power
APPLYING OB: From Teammate to Manager: Taking Charge
Power, but for What Purpose?
12.2 Power Sharing and Empowerment
Structural Empowerment
Psychological Empowerment
How to Empower Individuals, Teams, and Organizations
PROBLEM-SOLVING APPLICATION: Empowering a Team of Your Peers
12.3 Effectively Influencing Others
Common Influence Tactics
SELF-ASSESSMENT 12.2: Which Influence Tactics Do I Use?
OB IN ACTION: Hard Sell . . . Amazon Style
Match Tactics to Desired Outcomes
Influence in Virtual Teams
Cialdini’s Six Principles of Persuasion
Apply Your Knowledge
12.4 Political Tactics and How to Use Them
SELF-ASSESSMENT 12.3: How Political Am I?
Organizational Politics—The Good and the Bad
OB IN ACTION: Turning Politics Upside Down . . . Employees Rule!
Uncertainty and Political Behavior
Frequently Used Political Tactics
Blame and Politics
Three Levels of Political Action
OB IN ACTION: Fed Up, Rise Up, Affect Change . . . Students Take Action
Using Politics to Your Advantage
12.5 Impression Management
What Is Impression Management?
Good Impressions
APPLYING OB: Etiquette Gets You Hired
SELF-ASSESSMENT 12.4: Your Impression Management—How and Who
Impression Management and Job Interviews
OB IN ACTION: Is Your Ink an Asset, a Liability, or Just Colorful?
Ethics and Impression Management
Apologies
12.6 Making the Connection: How Can I Apply Power, Influence, and Politics to Increase My Effectiveness?
What Did I Learn?
Problem-Solving Application Case: #MeToo—Just Do It!
Legal/Ethical Challenge: If You Work Here, You Can’t Eat Meat!
13 LEADERSHIP EFFECTIVENESS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
13.1 Making Sense of Leadership Theories
An Integrated Model of Leadership
What Is the Difference between Leading and Managing?
SELF-ASSESSMENT 13.1: Assessing Your Readiness to Assume a Leadership Role
13.2 Trait Theories: Do Leaders Possess Unique Traits and Personal Characteristics?
What Core Traits Do Leaders Possess?
What Role Does Emotional Intelligence Play in Leadership Effectiveness?
Do Women and Men Display the Same Leadership Traits?
How Important Are Knowledge and Skills?
Do Perceptions Matter?
What Are the Take-Aways from Trait Theory?
13.3 Behavioral Theories: Which Leader Behaviors Drive Effectiveness?
Task-Oriented Leader Behavior
OB IN ACTION: Dabo Swinney Uses Task-Oriented Leadership to Reclaim the Championship for Clemson
Relationship-Oriented Leader Behavior
SELF-ASSESSMENT 13.2: Assessing Your Task- and Relationship-Oriented Leader Behavior
SELF-ASSESSMENT 13.3: Assessing Your Servant Orientation
Abusive Supervision
OB IN ACTION: Abusive Leadership at a Pharmacy
What Are the Take-Aways from Behavioral Theory?
13.4 Contingency Theories: Does the Effectiveness of Leadership Depend on the Situation?
Fiedler’s Contingency Model
PROBLEM-SOLVING APPLICATION: Barnes & Noble Seeks a Leader
House’s Path-Goal Theory
Applying Contingency Theories
13.5 Transformational Leadership: How Do Leaders Transform Employees’ Motives?
A Model of Transformational Leadership
How Does Transformational Leadership Work?
SELF-ASSESSMENT 13.4: Assessing Your Boss’s Transformational Leadership?
13.6 Additional Perspectives on Leadership
The Leader-Member Exchange (LMX) Model of Leadership
SELF-ASSESSMENT 13.5: Assessing Your Leader-Member Exchange
APPLYING OB: Tips for Improving the Quality of a Leader–Member Exchange
The Power of Humility
The Role of Followers in the Leadership Process
13.7 Making the Connection: What Does It Take to Be an Effective Leader?
What Did I Learn?
Problem-Solving Application Case: Leadership Matters!
Legal/Ethical Challenge: Should Store Managers Force Employees to Pierce Kids’ Ears Against Their Wishes?
PART THREE Organizational Processes
14 ORGANIZATIONAL CULTURE, SOCIALIZATION, AND MENTORING
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
14.1 The Foundation of Organizational Culture: Understanding Its Drivers and Functions
Defining Culture and Exploring Its Impact
The Three Levels of Organizational Culture
OB IN ACTION: Being vs. Becoming Sustainable
The Four Functions of Organizational Culture
14.2 The Impact of Organizational Culture Types on Outcomes
Identifying Culture Types with the Competing Values Framework
OB IN ACTION: Activision Blizzard Integrates Clan and Adhocracy Cultures
SELF-ASSESSMENT 14.1: What Is the Organizational Culture at My Current Employer?
Outcomes Associated with Organizational Culture
Subcultures Matter
14.3 Mechanisms or Levers for Culture Change
12 Mechanisms or Levers for Creating Culture Change
PROBLEM-SOLVING APPLICATION: Sprouts Farmers Market: The Best Culture or the Worst?
SELF-ASSESSMENT 14.2: What Type of Organizational Culture Do I Prefer?
14.4 Embedding Organizational Culture Through the Socialization Process
A Three-Phase Model of Organizational Socialization
OB IN ACTION: Companies Use Different Approaches to Onboard Employees
SELF-ASSESSMENT 14.3: Have You Been Adequately Socialized?
Practical Applications of Socialization Research
APPLYING OB: Key Skills Needed for Success in a New Job
14.5 Embedding Organizational Culture Through Mentoring
Functions of Mentoring
Human and Social Capital Enhance the Benefits of Mentoring
APPLYING OB: Key Strategies for Cultivating a Network and a Mentoring Relationship
SELF-ASSESSMENT 14.4: Assessing My Level of Mentoring
14.6 Making the Connection: How Can I Use These Concepts to Fit, Develop, and Perform?
What Did I Learn?
Problem-Solving Application Case: Cultures Clash at Ford
Legal/Ethical Challenge: Should the Citadel Change Its Socialization Practices?
15 ORGANIZATIONAL DESIGN, EFFECTIVENESS, AND INNOVATION
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
15.1 Understanding Organizational Behavior
15.2 The Foundation of an Organization
What Is an Organization?
Organization Charts
An Open-System Perspective of Organizations
Learning Organizations
SELF-ASSESSMENT 15.1: Are You Working for a Learning Organization?
APPLYING OB: Learning from Failure
15.3 Organizational Design
Three Categories
Seven Types of Organizational Structures
OB IN ACTION: W.L. Gore & Associates Operates with a Horizontal Design
SELF-ASSESSMENT 15.2: What Is Your Preference for Telecommuting?
PROBLEM-SOLVING APPLICATION: Gig Workers Are a Growing Force in the Labor Market
15.4 Contingency Design and Internal Alignment
Contingency Factors
Internal Alignment
What Does This Mean to Me?
15.5 Organizational Innovation
Approaches toward Innovation
An Innovation System: The Supporting Forces for Innovation
PROBLEM-SOLVING APPLICATION: Can AMD Innovate without Risk?
SELF-ASSESSMENT 15.3: How Innovative Is the Organizational Climate?
OB IN ACTION: Design Thinking Your Way to Innovative Solutions
Office Design
15.6 Assessing Organizational Effectiveness
The Balanced Scorecard: A Dashboard-Based Approach to Measuring Organizational Effectiveness
SELF-ASSESSMENT 15.4: Assessing the Learning and Growth Perspective of the Balanced Scorecard
Strategy Mapping: Visual Representation of the Path to Organizational Effectiveness
15.7 Making the Connection: How Can Understanding Organizational Design, Effectiveness, and Innovation Help Me Succeed?
What Did I Learn?
Problem-Solving Application Case: Barnes & Noble Faces Its Last Chapter
Legal/Ethical Challenge: Does Tax-Exempt Status for Universities Make Them Good Organizational Citizens?
16 MANAGING CHANGE AND STRESS
WINNING AT WORK
WHAT’S AHEAD IN THIS CHAPTER
16.1 Forces for Change
SELF-ASSESSMENT 16.1: Assessing Your Attitudes toward Change at Work
External Forces
Internal Forces
OB IN ACTION: The C-Suite Revolving Door
16.2 Types and Models of Change
Three General Types of Change
Lewin’s Change Model
A Systems Model of Change
APPLYING OB: How to Formulate a Meaningful Mission Statement
OB IN ACTION: Changing the World with Shoes and Much More
SELF-ASSESSMENT 16.2: What Is Your Readiness for Change?
Kotter’s Eight-Step Organizational Change Process
Creating Change through Organization Development (OD)
16.3 Understanding Resistance to Change
SELF-ASSESSMENT 16.3: Assessing Your Resistance to Change
A Dynamic View of Resistance
Causes of Resistance to Change
16.4 The Good and the Bad of Stress
Stress—Good and Bad
A Model of Job Stress
Confronting and Overcoming Failures
APPLYING OB: “Tell me about a time . . .”
16.5 Effective Change and Stress Management
Applying the Systems Model of Change—Strategic Planning and Diagnosis
PROBLEM-SOLVING APPLICATION: HBO + TNT + TBS + CNN + ETC = NEW AT&T
How to Overcome Resistance to Change
How to Manage Stress
APPLYING OB: How Do You Spell Stress Relief? R-A-N-T!
Pulling It All Together—Change Management Tips for Managers
APPLYING OB: Five Tips for Effective Change
16.6 Making the Connection: How Can I Apply OB and Show What I’ve Learned?
What Did I Learn?
Problem-Solving Application Case: Toys R Amazon, Walmart, and Others, but Not Us
Legal/Ethical Challenge: Can Employers Ethically Force You to Change and Be Healthy?
ENDNOTES
GLOSSARY/SUBJECT INDEX
NAMES INDEX
COMPANY INDEX