Cover......Page 1
Contents......Page 8
Preface......Page 22
Chapter 1 Introduction to Organizational Behavior......Page 29
Opening Case: Ursula Burns Succeeds Anne Mulcahy as CEO of Xerox......Page 30
Overview......Page 31
The Nature of Organizational Behavior......Page 32
Levels of OB......Page 33
OB and Management......Page 35
Managerial Functions......Page 36
OB TODAY: How Joe Coulombe Used OB to Make Trader Joe’s a Success Story......Page 38
Managerial Skills......Page 39
Challenges for OB......Page 40
Developing Organizational Ethics and Well-Being......Page 41
ETHICS IN ACTION: How Unethical Behavior Shut Down a Meat-packing Plant......Page 43
Dealing with a Diverse Workforce......Page 44
Understanding Global Differences......Page 46
GLOBAL VIEW: IKEA’s Worldwide Approach to OB......Page 47
Global Learning......Page 48
Global Crisis Management......Page 49
Challenge 3: Advancing Information Technology......Page 50
IT, Creativity, and Organizational Learning......Page 51
Challenge 4: Shifting Work and Employment Relationships......Page 52
YOU’RE THE MANAGEMENT EXPERT: Moving to Self-Managed Teams......Page 53
SUMMARY......Page 54
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 55
CLOSING CASE: How Jeff Bezos Manages at Amazon.com......Page 58
F.W. Taylor and Scientific Management......Page 59
The Hawthorne Studies and Human Relations......Page 60
Theory Y......Page 61
Chapter 2 Individual Differences: Personality and Ability......Page 63
Opening Case: Nooyi’s Determination......Page 64
The Nature of Personality......Page 65
Personality and the Situation......Page 66
FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska Communications......Page 68
The Big Five Model of Personality......Page 69
Extraversion......Page 70
Neuroticism......Page 71
Openness to Experience......Page 72
GLOBAL VIEW: Fujio Mitarai Cuts Costs, Develops New Products, and Protects the Environment at Canon......Page 74
YOU’RE THE MANAGEMENT EXPERT: Understanding a New Employee......Page 75
Self-Monitoring......Page 76
Self-Esteem......Page 77
Type A and Type B Personalities......Page 78
Needs for Achievement, Affiliation, and Power......Page 79
Cognitive Ability......Page 80
Physical Ability......Page 81
Where Do Abilities Come from and How Are They Measured?......Page 82
Emotional Intelligence: A Different Kind of Ability......Page 83
The Management of Ability in Organizations......Page 84
Training......Page 85
SUMMARY......Page 86
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 87
CLOSING CASE: Mark Wilson Creates a Different Kind of Telemarketer......Page 90
Chapter 3 Values, Attitudes, and Moods and Emotions......Page 91
Opening Case: Satisfied, Committed, and Happy Employees at Nugget Markets......Page 92
Values, Attitudes, and Moods and Emotions......Page 93
The Nature of Values......Page 94
ETHICS IN ACTION: Gentle Giant Moving Company Values Honesty......Page 97
The Nature of Moods and Emotions......Page 98
Relationships Between Values, Attitudes, and Moods and Emotions......Page 101
Job Satisfaction......Page 102
Determinants of Job Satisfaction......Page 103
Theories of Job Satisfaction......Page 106
The Facet Model of Job Satisfaction......Page 107
Herzberg’s Motivator-Hygiene Theory of Job Satisfaction......Page 108
The Discrepancy Model of Job Satisfaction......Page 109
Does Job Satisfaction Affect Job Performance?......Page 110
Turnover......Page 112
Employee Well-Being......Page 114
YOU’RE THE MANAGEMENT EXPERT: Increasing Affective Commitment......Page 115
SUMMARY......Page 116
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 117
CLOSING CASE: Paetec’s Values Lead to a Satisfied and Committed Workforce......Page 120
Chapter 4 Perception, Attribution, and the Management of Diversity......Page 121
Opening Case: Effectively Managing Diversity is an Ongoing Journey......Page 122
Overview......Page 123
The Nature of Perception......Page 124
Fairness and Equity......Page 125
Characteristics of the Perceiver......Page 126
Schemas: The Perceiver’s Knowledge Base......Page 127
FOCUS ON DIVERSITY: Discrimination in Layoff Decisions......Page 128
The Perceiver’s Motivational State......Page 129
Characteristics of the Target and Situation......Page 130
Social Status of the Target......Page 131
Impression Management by the Target......Page 132
Information Provided by the Situation......Page 133
Standing Out in the Crowd: The Effects of Salience in a Situation......Page 134
ETHICS IN ACTION: Disabled Employees Key to Success at Habitat International......Page 136
Biases and Problems in Person Perception......Page 137
Halo Effects......Page 138
Knowledge-of-Predictor Bias......Page 139
Attribution Theory......Page 140
Internal and External Attributions......Page 141
Attributional Biases......Page 142
Effectively Managing a Diverse Workforce......Page 143
Education......Page 144
Mentoring Programs......Page 145
Sexual Harassment......Page 146
SUMMARY......Page 147
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 148
CLOSING CASE: Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity......Page 152
Chapter 5 Learning and Creativity......Page 153
Opening Case: UPS Is Very Serious About Learning......Page 154
Overview......Page 155
Learning through Consequences......Page 156
Encouraging Desired Behaviors through Positive and Negative Reinforcement......Page 157
Discouraging Undesired Behaviors through Extinction and Punishment......Page 160
Organizational Behavior Modification......Page 162
Learning from Others......Page 163
GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton......Page 165
Learning on Your Own......Page 167
Beliefs about One’s Ability to Learn: The Role of Self-Efficacy......Page 168
Sources of Self-Efficacy......Page 169
The Creative Process......Page 170
OB TODAY: Jim Newton’s Openness to Experience Helps Others Be Creative......Page 172
Characteristics of the Organizational Situation That Contribute to Creativity......Page 173
The Interaction of Personality and Situational Factors......Page 174
The Learning Organization......Page 175
SUMMARY......Page 176
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 177
CLOSING CASE: Continuous Learning and Innovation......Page 180
Chapter 6 The Nature of Work Motivation......Page 181
Opening Case High Motivation at Enterprise Rent-A-Car......Page 182
Overview......Page 183
Direction of Behavior......Page 184
The Distinction Between Motivation and Performance......Page 185
Intrinsic and Extrinsic Motivation......Page 186
Need Theory......Page 187
Maslow’s Hierarchy of Needs......Page 188
Alderfer’s ERG Theory......Page 189
Expectancy Theory......Page 190
OB TODAY: Motivating Loyal Employees at the Container Store......Page 191
Instrumentality: What Is the Connection Between Job Performance and Outcomes?......Page 192
Expectancy: What Is the Connection Between Effort and Job Performance?......Page 193
The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation......Page 194
Equity......Page 195
Ways to Restore Equity......Page 196
Forms of Organizational Justice......Page 197
YOU’RE THE MANAGEMENT EXPERT: When Equal Treatment Backfires......Page 198
ETHICS IN ACTION: Organizational Justice at Genentech......Page 200
Consequences of Organizational Justice......Page 201
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 202
CLOSING CASE: Motivating Employees at the SAS Institute......Page 205
Chapter 7 Creating a Motivating Work Setting......Page 207
Opening Case: High Motivation Results in Exceptional Customer Service at Zappos......Page 208
Overview......Page 209
Scientific Management......Page 210
Job Enlargement and Job Enrichment......Page 212
Core Job Dimensions......Page 213
The Motivating Potential Score......Page 215
Critical Psychological States......Page 219
The Role of Individual Differences in Employees’ Responses to Job Design......Page 220
Job Design: The Social Information Processing Model......Page 222
The Role of the Social Environment......Page 223
The Role of Past Behaviors......Page 224
Job Design Models Summarized......Page 225
FOCUS ON DIVERSITY: Job Sharing a Viable Option......Page 226
Organizational Objectives......Page 227
GLOBAL VIEW: Offshoring Expands Into Many Kinds of Jobs......Page 228
What Kinds of Goals Lead to High Motivation and Performance?......Page 229
Why Do Goals Affect Motivation and Performance?......Page 230
Management by Objectives......Page 231
SUMMARY......Page 232
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 233
CLOSING CASE: Motivating Employees at Google......Page 236
Chapter 8 Pay, Careers, and Changing Employment Relationships......Page 237
Opening Case: Changing Employment Relations in Tough Economic Times......Page 238
Overview......Page 239
Determinants of Psychological Contracts......Page 240
Types of Psychological Contracts......Page 241
When Psychological Contracts Are Broken......Page 243
Encouraging High Levels of Motivation and Performance......Page 244
Developing a Performance Appraisal System......Page 246
YOU’RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer Service......Page 249
Potential Problems in Subjective Performance Appraisal......Page 252
OB TODAY: Acknowledging High Performers During a Recession......Page 253
Should Merit Pay Be Based on Individual, Group, or Organizational Performance?......Page 254
Examples of Merit Pay Plans......Page 255
The Ethics of Pay Differentials and Comparable Worth......Page 256
The Nature of Careers......Page 257
Career Stages......Page 258
Contemporary Career Challenges......Page 262
SUMMARY......Page 264
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 265
CLOSING CASE: Valuing Employees at Costco......Page 268
Chapter 9 Managing Stress and Work-Life Balance......Page 269
Opening Case: Job Loss and Its Consequences......Page 270
Overview......Page 271
The Nature of Stress......Page 272
ETHICS IN ACTION: Violence in the Workplace......Page 273
Individual Differences and Stress......Page 274
Consequences of Stress......Page 275
Sources of Stress......Page 278
Personal Stressors......Page 279
Job-Related Stressors......Page 281
Group- and Organization-Related Stressors......Page 283
Environmental Uncertainty......Page 285
GLOBAL VIEW: Coping with Grief and Loss......Page 286
Problem-Focused Coping Strategies for Individuals......Page 287
Emotion-Focused Coping Strategies for Individuals......Page 288
Problem-Focused Coping Strategies for Organizations......Page 289
YOU’RE THE MANAGEMENT EXPERT: Coping with the Stress of a Challenging New Job......Page 291
FOCUS ON DIVERSITY: On-Site Child Care and Family Friendly Benefits at Guerra DeBerry Coody......Page 293
Emotion-Focused Coping Strategies for Organizations......Page 294
OB TODAY: Alleviating Stress Through Organizational Support......Page 295
SUMMARY......Page 297
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 298
CLOSING CASE: Stress and Burnout Among Entrepreneurs and the Self-Employed......Page 302
Chapter 10 The Nature of Work Groups and Teams......Page 303
Opening Case: Teams and Innovation at Cisco Systems......Page 304
Overview......Page 305
Types of Work Groups......Page 306
Group Development Over Time: The Five-Stage Model......Page 308
Group Size......Page 309
Group Composition......Page 310
Group Status......Page 312
Group Efficacy......Page 313
Social Facilitation......Page 314
Roles......Page 315
OB TODAY: Zingerman’s “Steps” to Success......Page 316
How Groups Control Their Members: Group Norms......Page 317
Idiosyncrasy Credit......Page 318
Balancing Conformity and Deviance......Page 319
OB TODAY: Deviance and Conformity in Design Teams at IDEO......Page 321
Ensuring that Group Norms are Functional for the Organization......Page 322
Socialization and Role Orientation......Page 323
Socialization Tactics......Page 324
SUMMARY......Page 327
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 328
CLOSING CASE: Teams Fuel Global Innovation at Whirlpool......Page 331
Chapter 11 Effective Work Groups and Teams......Page 333
Opening Case: How Nokia Uses Teams to Increase Global Effectiveness......Page 334
Potential Performance?......Page 335
Process Losses and Performance......Page 336
OB TODAY: Process Losses Can Have Deadly Consequences in Hospitals......Page 337
Process Gains and Performance......Page 338
OB TODAY: The Rolling Stones Learn to Play Together......Page 339
Social Loafing: A Problem in Group Motivation and Performance......Page 340
Ways to Reduce Social Loafing......Page 341
How Task Characteristics Affect Group Performance......Page 343
Sequential Interdependence......Page 344
Reciprocal Interdependence......Page 346
Factors that Contribute to Group Cohesiveness......Page 348
Consequences of Group Cohesiveness......Page 349
Self-Managed Work Teams......Page 352
OB TODAY: Dick’s Drive-In Restaurants......Page 354
Research and Development Teams......Page 355
Virtual Teams......Page 357
SUMMARY......Page 358
EXERCISE IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 359
CLOSING CASE: Why Microsoft’s Measurement System Led to Problems with Group Performance......Page 362
Chapter 12 Leaders and Leadership......Page 363
Opening Case How Sony’s “Gaijin” CEO Changed Its Leadership Approach......Page 364
Overview......Page 365
Introduction to Leadership......Page 366
The Leader Behavior Approach......Page 367
OB TODAY: John Chambers of Cisco Systems Develops a Collaborative Leadership Approach......Page 369
Measuring Leader Behaviors......Page 370
What Is Missing in the Trait and Behavior Approaches?......Page 371
Leader Style......Page 372
Situational Characteristics......Page 373
The Contingency Model......Page 374
Path-Goal Theory: How Leaders Motivate Followers......Page 376
OB TODAY: A Sister Act Helped Claire’s Stores to Sparkle......Page 378
The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making......Page 379
Leader–Member Exchange Theory: Relationships Between Leaders and Followers......Page 380
Leadership Substitutes......Page 381
The Romance of Leadership......Page 382
Transformational and Charismatic Leadership......Page 383
GLOBAL VIEW: Avon is Calling Everywhere......Page 384
Gender and Leadership......Page 386
OB TODAY: Female Manufacturing Plant Managers Help Increase Product Quality......Page 387
Ethical Leadership......Page 388
OB TODAY: Whole Foods Markets Leads Through Ethics and Social Responsibility......Page 389
SUMMARY......Page 390
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 392
CLOSING CASE: Tammy Savage and the NETGENeration......Page 395
Chapter 13 Power, Politics, Conflict, and Negotiation......Page 397
Opening Case: Pfizer’s John MacKay Uses Power and Politics to Increase Performance......Page 398
The Nature of Power and Politics......Page 399
Sources of Individual Power......Page 400
Sources of Formal Individual Power......Page 401
ETHICS IN ACTION: New York City Taxi Drivers Make a Fast Buck......Page 402
Sources of Informal Individual Power......Page 403
Ability to Control Uncertain Contingencies......Page 404
ETHICS IN ACTION: Two Judges Use Their Power and Control Over Their Courts to Corrupt Them......Page 405
Ability to Control and Generate Resources......Page 406
Tactics for Increasing Individual Power......Page 407
OB TODAY: Bob Iger Uses His Political Skills to Change Walt Disney......Page 409
Managing Organizational Politics......Page 410
What Is Organizational Conflict?......Page 411
Differentiation......Page 412
Latent Conflict......Page 413
OB TODAY: Manifest Conflict Erupts Between eBay and Its Sellers......Page 414
Manifest Conflict......Page 415
Conflict Aftermath......Page 416
OB TODAY: When Partners Battle for Control of Their Company......Page 417
Negotiation: Resolving Confiict......Page 418
Group-Level Conflict Management......Page 419
Promoting Compromise......Page 421
SUMMARY......Page 422
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 423
CLOSING CASE: Mixing Business and Family Causes Conflict......Page 426
Chapter 14 Communicating Effectively in Organizations......Page 427
Opening Case: Toyota Is Accused of Being a Poor Communicator......Page 428
What Is Communication?......Page 429
The Functions of Communication......Page 430
ETHICS IN ACTION: A Peanut Company’s Use of Communication Causes Many Problems......Page 433
Communication Networks in Organizations......Page 434
The Sender and the Message......Page 436
Encoding......Page 437
The Medium......Page 438
Barriers to Effective Communication......Page 440
OB TODAY: Why Communication Is Vital on an Airliner......Page 441
OB TODAY: The Consequences of Poor Listening Skills......Page 443
Workforce Diversity......Page 444
GLOBAL VIEW: Honda and Foxconn Have a Communication Problem in China......Page 445
Information Richness......Page 446
OB TODAY: Telemarketing Turns-Off Customers......Page 448
Using Advanced IT......Page 449
Persuasive Communication......Page 450
A Model of Persuasive Communication......Page 451
OB TODAY: A Failure in Communication......Page 453
Communication in Crisis Situations......Page 454
SUMMARY......Page 455
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 456
CLOSING CASE: How Chrysler’s Tom Lasorda Learned How to Talk to Employees......Page 460
Chapter 15 Decision Making and Organizational Learning......Page 461
Opening Case: Mattel Wins the War in Toyland......Page 462
Types of Decisions......Page 463
Nonprogrammed Decisions......Page 464
OB TODAY: Steve Jobs’s and Apple’s Engineers Excel at Nonprogrammed Decision Making......Page 465
Programmed Decisions......Page 466
Ethical Decision Making......Page 467
ETHICS IN ACTION: Guidant’s Major Ethical Lapse......Page 468
The Classical Model of Decision Making......Page 469
March and Simon’s Administrative Model of Decision Making......Page 470
Sources of Error in Decision Making......Page 471
Heuristics and Their Effects......Page 472
Escalation of Commitment......Page 473
The Role of Information Technology......Page 474
GLOBAL VIEW: SAP’s ERP System......Page 475
Advantages of Group Decision Making......Page 476
Disadvantages of Group Decision Making......Page 477
Other Consequences of Group Decision Making......Page 479
YOU’RE THE MANAGEMENT EXPERT: Solving Competition Between Teams......Page 480
Brainstorming......Page 481
Group Decision-Making Techniques Used in Total Quality Management......Page 482
OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing Pay Off......Page 483
Organizational Learning......Page 484
OB TODAY: IDEO Helps Organizations “Learn How to Learn”......Page 485
Principles of Organizational Learning......Page 486
OB TODAY: How to Create a Learning Organization......Page 488
SUMMARY......Page 489
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 490
CLOSING CASE: Turnaround Decision Making at Liz Claiborne......Page 493
Chapter 16 Organizational Design and Structure......Page 495
Opening Case: Avon Reorganizes Its Global Structure......Page 496
Designing Organizational Structure......Page 497
Technology......Page 498
Organic and Mechanistic Structures......Page 500
YOU’RE THE MANAGEMENT EXPERT: Which Work System Is the Best?......Page 501
Functional Structure......Page 502
Divisional Structures: Product, Market, and Geographic......Page 503
OB TODAY: Why the Houston ISD Changed to a Market Structure......Page 504
Advantages of a Divisional Structure......Page 505
Disadvantages of a Divisional Structure......Page 506
Matrix Structure......Page 507
Allocating Authority......Page 508
OB TODAY: Caterpillar Gets Leaner and More Focused......Page 511
OB TODAY: To Centralize or Decentralize—That Is the Question......Page 512
Mutual Adjustment and Integrating Mechanisms......Page 513
GLOBAL VIEW: A Product Team Structure Can “Insure” High Performance......Page 515
Standardization......Page 516
The Effects of IT Inside Organizations......Page 518
GLOBAL VIEW: IBM and Accenture Create “Virtual” Organizations......Page 519
The Effects of IT Between Organizations......Page 520
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 521
CLOSING CASE: Home Depot’s Military-Style Structure......Page 525
Chapter 17 Organizational Culture and Ethical Behavior......Page 527
Opening Case: How a New CEO Transformed Ford’s Culture......Page 528
What Is Organizational Culture?......Page 529
Socialization and Socialization Tactics......Page 531
Stories, Ceremonies, and Organizational Language......Page 532
OB TODAY: UPS and Walmart Know How to Build Persuasive Cultures......Page 534
YOU’RE THE MANAGEMENT EXPERT: A Culture of Cleanliness......Page 535
Characteristics of People Within the Organization......Page 536
Organizational Ethics......Page 537
ETHICS IN ACTION: Apple: Do You Protect Your Products or the Workers Who Assemble Them?......Page 538
The Employment Relationship......Page 540
OB TODAY: How Making Employees Owners Can Change Organizational Culture......Page 541
Adaptive Cultures versus Inert Cultures......Page 542
OB TODAY: How Google’s Founders Created a Groovy Culture......Page 543
Traits of Strong, Adaptive Corporate Cultures......Page 544
Values from the National Culture......Page 545
Hofstede’s Model of National Culture......Page 546
Creating an Ethical Culture......Page 549
Why Does Unethical Behavior Occur?......Page 550
Ways to Create an Ethical Culture......Page 551
GLOBAL VIEW: Everything Is NotComing Up Roses......Page 552
SUMMARY......Page 553
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 554
CLOSING CASE: Why 3M Has an Innovative Culture......Page 556
Chapter 18 Organizational Change and Development......Page 557
Opening Case: Dell Struggles to Regain Its Leadership......Page 558
Overview......Page 559
Forces for Change......Page 560
ETHICS IN ACTION: Outsourcing and Sweatshops: Do They Go Hand in Hand?......Page 562
Impediments to Change......Page 563
Organization-Level Resistance to Change......Page 564
Lewin’s Force-Field Theory of Change......Page 565
Evolutionary Change I: Sociotechnical Systems Theory......Page 566
Evolutionary Change II: Total Quality Management......Page 567
OB TODAY: Starwood’s Work to Satisfy Its Customers......Page 568
Revolutionary Change I: Reengineering......Page 569
OB TODAY: Hallmark Card Wakes Up......Page 570
Revolutionary Change II: Restructuring......Page 571
Revolutionary Change III: Innovation......Page 572
Managing Change: Action Research......Page 573
Implementing Action......Page 574
Evaluating the Action......Page 575
Institutionalizing Action Research......Page 576
OD Techniques to Deal with Resistance to Change......Page 577
OB TODAY: Crisis After Crisis Seem to Plague BP......Page 578
OD Techniques to Promote Change......Page 579
SUMMARY......Page 582
EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR......Page 583
CLOSING CASE: How United Technologies Manages the Change Process......Page 586
Appendix: Research Methods in Organizational Behavior......Page 587
C......Page 593
E......Page 594
I......Page 595
L......Page 596
O......Page 597
P......Page 598
S......Page 599
T......Page 600
W......Page 601
References......Page 602
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M......Page 659
Z......Page 660
Subject Index......Page 661