Additional Information
Book Details
Abstract
For undergraduate and graduate courses in Organizational Behavior.
Help Students Better Understand Their Behavioral and Interpersonal Skills
Long considered the standard for all organizational behavior textbooks, Organizational Behavior provides the research you want, in the language your students understand. This text continues its tradition of making current, relevant research come alive for readers.
The Seventeenth Edition has been thoroughly updated to reflect the most recent research and business events within the field of organizational behavior worldwide, while maintaining its hallmark features—clear writing style, cutting-edge content, and intuitive pedagogy. There’s a reason why Robbins’s textbooks have educated millions of students and have been translated into twenty languages—and it’s because of a commitment that provides the kind of engaging, cutting-edge material that helps students understand and connect with organizational behavior.
MyManagementLab™ not included. Students, if MyManagementLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyManagementLab should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.
MyManagementLab is an online homework, tutorial, and assessment program designed to work with this text to personalize learning and improve results. With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | 5 | ||
| Copyright Page | 6 | ||
| Brief Contents | 7 | ||
| Contents | 9 | ||
| Preface | 27 | ||
| 1 Introduction | 40 | ||
| 1 What Is Organizational Behavior? | 40 | ||
| The Importance of Interpersonal Skills | 43 | ||
| Management and Organizational Behavior | 44 | ||
| Management Roles | 45 | ||
| Management Skills | 46 | ||
| Effective versus Successful Managerial Activities | 47 | ||
| Complementing Intuition with Systematic Study | 49 | ||
| Big Data | 49 | ||
| Myth or Science? Management by Walking Around Is the Most Effective Management | 50 | ||
| Disciplines That Contribute to the OB Field | 53 | ||
| Psychology | 53 | ||
| Social Psychology | 54 | ||
| Sociology | 54 | ||
| Anthropology | 54 | ||
| There Are Few Absolutes in OB\r | 54 | ||
| Challenges and Opportunities for OB\r | 55 | ||
| Economic Pressures | 56 | ||
| Continuing Globalization | 56 | ||
| Workforce Demographics | 57 | ||
| Personal Inventory Assessments Multicultural Awareness Scale | 58 | ||
| Workforce Diversity | 59 | ||
| Customer Service | 59 | ||
| People Skills | 59 | ||
| Networked Organizations | 60 | ||
| Social Media | 60 | ||
| Employee Well-Being at Work | 60 | ||
| Positive Work Environment | 61 | ||
| Ethical Behavior | 62 | ||
| An Ethical Choice Vacation Deficit Disorder | 63 | ||
| Coming Attractions: Developing an OB Model | 64 | ||
| An Overview | 64 | ||
| Inputs | 64 | ||
| Processes | 65 | ||
| Outcomes | 65 | ||
| Career OBjectives What oo I say about my termination? | 67 | ||
| Summary | 70 | ||
| Implications for Managers | 70 | ||
| Point/Counterpoint The Battle of the Texts | 71 | ||
| Questions for Review\r | 72 | ||
| Experiential Exercise Managing the OB Way\r | 72 | ||
| Ethical Dilemma There’s a Drone in Your Soup | 73 | ||
| Case Incident 1 Apple Goes Global | 73 | ||
| Case Incident 2 Big Data for Dummies | 74 | ||
| 2 The Individual | 78 | ||
| 2 Diversity in Organizations | 78 | ||
| Diversity | 81 | ||
| Demographic Characteristics | 81 | ||
| Levels of Diversity | 82 | ||
| An Ethical Choice Affirmative Action for Unemployed Veterans\r | 83 | ||
| Discrimination | 83 | ||
| Stereotype Threat | 84 | ||
| Personal Inventory Assessments Intercultural Sensitivity Scale | 85 | ||
| Discrimination in the Workplace | 85 | ||
| Biographical Characteristics | 86 | ||
| Age | 86 | ||
| Myth or Science? Bald Is Better | 87 | ||
| Sex | 88 | ||
| Race and Ethnicity | 89 | ||
| Disabilities | 90 | ||
| Hidden Disabilities | 91 | ||
| Other Differentiating Characteristics | 92 | ||
| Tenure | 92 | ||
| Religion | 92 | ||
| Sexual Orientation and Gender Identity | 93 | ||
| Career OBjectives Is it okay to be gay at work? | 94 | ||
| Cultural Identity | 95 | ||
| Ability | 95 | ||
| Intellectual Abilities | 96 | ||
| Physical Abilities | 97 | ||
| Implementing Diversity Management Strategies | 98 | ||
| Attracting, Selecting, Developing, and Retaining Diverse Employees | 98 | ||
| Diversity in Groups | 99 | ||
| Effective Diversity Programs | 100 | ||
| Summary | 101 | ||
| Implications for Managers | 101 | ||
| Point/Counterpoint Affirmative Action Programs Have Outlived Their Usefulness | 102 | ||
| Questions for Review | 103 | ||
| Experiential Exercise Differences | 103 | ||
| Ethical Dilemma The 30% Club in Hong Kong Aims to Uphold Board Diversity | 103 | ||
| Case Incident 1 Walking the Walk | 104 | ||
| Case Incident 2 The Encore Career | 105 | ||
| 3 Attitudes and Job Satisfaction | 110 | ||
| Attitudes | 113 | ||
| Attitudes and Behavior | 114 | ||
| An Ethical Choice Office Talk | 115 | ||
| Job Attitudes | 116 | ||
| Job Satisfaction and Job Involvement | 116 | ||
| Organizational Commitment | 116 | ||
| Perceived Organizational Support | 116 | ||
| Employee Engagement | 117 | ||
| Are These Job Attitudes Really All That Distinct? | 118 | ||
| Job Satisfaction | 118 | ||
| Measuring Job Satisfaction | 118 | ||
| How Satisfied Are People in Their Jobs? | 119 | ||
| What Causes Job Satisfaction? | 121 | ||
| Job Conditions | 121 | ||
| Personality | 122 | ||
| Personal Inventory Assessments Core Self Evaluation (CSE) Scale | 122 | ||
| Pay | 122 | ||
| Corporate Social Responsibility (CSR) | 123 | ||
| Outcomes of Job Satisfaction | 124 | ||
| Job Performance | 124 | ||
| Organizational Citizenship Behavior (OCB) | 124 | ||
| Customer Satisfaction | 125 | ||
| Life Satisfaction | 125 | ||
| Career OBjectives How can I make my job better? | 126 | ||
| The Impact of Job Dissatisfaction | 126 | ||
| Counterproductive Work Behavior (CWB) | 127 | ||
| Myth or Science? Happy Workers Means Happy Profits | 129 | ||
| Managers Often “Don’t Get It”\r | 129 | ||
| Summary | 130 | ||
| Implications for Managers | 130 | ||
| Point/Counterpoint Employer–Employee Loyalty Is an Outdated Concept\r | 131 | ||
| Questions for Review | 132 | ||
| Experiential Exercise What Satisfies You about Your Dream Job? | 132 | ||
| Ethical Dilemma Because It’s Worth It? | 132 | ||
| Case Incident 1 The Pursuit of Happiness: Flexibility | 133 | ||
| Case Incident 2 Job Crafting | 134 | ||
| 4 Emotions and Moods | 138 | ||
| What Are Emotions and Moods? | 141 | ||
| The Basic Emotions | 141 | ||
| Myth or Science? Smile, and the Work World Smiles with You | 142 | ||
| Moral Emotions | 142 | ||
| The Basic Moods: Positive and Negative Affect | 143 | ||
| Experiencing Moods and Emotions | 144 | ||
| The Function of Emotions | 145 | ||
| Sources of Emotions and Moods | 146 | ||
| Personality | 146 | ||
| Time of Day | 147 | ||
| Day of the Week | 147 | ||
| Weather | 147 | ||
| Stress | 150 | ||
| Social Activities | 150 | ||
| Sleep | 150 | ||
| Exercise | 150 | ||
| Age | 150 | ||
| Sex | 151 | ||
| Emotional Labor | 151 | ||
| Affective Events Theory | 153 | ||
| Emotional Intelligence | 153 | ||
| An Ethical Choice Should Managers Use Emotional Intelligence (EI) Tests?\r | 155 | ||
| Personal Inventory Assessments Emotional Intelligence Assessment | 155 | ||
| Emotion Regulation | 156 | ||
| Emotion Regulation Influences and Outcomes | 156 | ||
| Emotion Regulation Techniques | 156 | ||
| Ethics of Emotion Regulation | 158 | ||
| OB Applications of Emotions and Moods\r | 159 | ||
| Selection | 159 | ||
| Decision Making | 159 | ||
| Creativity | 160 | ||
| Motivation | 160 | ||
| Leadership | 160 | ||
| Negotiation | 161 | ||
| Customer Service | 161 | ||
| Job Attitudes | 161 | ||
| Career OBjectives How do I turn down the volume on my screaming boss? | 162 | ||
| Deviant Workplace Behaviors | 162 | ||
| Safety and Injury at Work | 163 | ||
| Summary | 163 | ||
| Implications for Managers | 163 | ||
| Point/Counterpoint Sometimes Yelling Is for Everyone’s Good | 164 | ||
| Questions for Review | 165 | ||
| Experiential Exercise The Happiness Test | 165 | ||
| Ethical Dilemma Data Mining Emotions | 165 | ||
| Case Incident 1 Crybabies | 166 | ||
| Case Incident 2 Tall Poppy Syndrome | 167 | ||
| 5 Personality and Values | 172 | ||
| Personality | 175 | ||
| What Is Personality? | 175 | ||
| Career OBjectives How do I ace the personality test? | 176 | ||
| Personal Inventory Assessments Personality Style Indicator | 177 | ||
| Personality Frameworks | 177 | ||
| The Myers-Briggs Type Indicator | 178 | ||
| The Big Five Personality Model | 178 | ||
| The Dark Triad | 182 | ||
| Other Personality Attributes Relevant to OB | 184 | ||
| Core Self-Evaluations (CSEs) | 184 | ||
| Self-Monitoring | 185 | ||
| Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds after Meeting Them | 186 | ||
| Proactive Personality | 186 | ||
| Personality and Situations | 187 | ||
| Situation Strength Theory | 187 | ||
| Trait Activation Theory | 188 | ||
| Values | 189 | ||
| The Importance and Organization of Values | 189 | ||
| Terminal versus Instrumental Values | 190 | ||
| Generational Values | 190 | ||
| An Ethical Choice Do You Have a Cheating Personality? | 191 | ||
| Linking an Individual’s Personality and Values to the Workplace | 191 | ||
| Person–Job Fit | 192 | ||
| Person–Organization Fit | 192 | ||
| Other Dimensions of Fit | 193 | ||
| Cultural Values | 194 | ||
| Hofstede’s Framework | 194 | ||
| The GLOBE Framework | 196 | ||
| Comparison\rof Hofstede’s Framework and the GLOBE Framework | 197 | ||
| Summary | 197 | ||
| Implications for Managers | 197 | ||
| Point/Counterpoint Millennials Are More Narcissistic Than Their Parents | 198 | ||
| Questions for Review\r | 199 | ||
| Experiential Exercise Your Best Self | 199 | ||
| Ethical Dilemma Personal Values and Ethics in the Workplace | 200 | ||
| Case Incident 1 on the Costs of Being Nice | 200 | ||
| Case Incident 2 The Power of Quiet | 201 | ||
| 6 Perception and Individual Decision Making | 206 | ||
| What Is Perception? | 209 | ||
| Factors That Influence Perception | 209 | ||
| Person Perception: Making Judgments About Others | 210 | ||
| Attribution Theory | 211 | ||
| Career OBjectives So what if I’m a few minutes late to work? | 213 | ||
| Common Shortcuts in Judging Others | 213 | ||
| Specific Applications of Shortcuts in Organizations | 215 | ||
| Myth or Science? All Stereotypes Are Negative | 216 | ||
| The Link Between Perception and Individual Decision Making | 216 | ||
| Decision Making in Organizations | 217 | ||
| The Rational Model, Bounded Rationality, and Intuition | 217 | ||
| Common Biases and Errors in Decision Making | 219 | ||
| Influences on Decision Making: Individual Differences and Organizational Constraints | 223 | ||
| Individual Differences | 223 | ||
| Organizational Constraints | 225 | ||
| What About Ethics in Decision Making? | 226 | ||
| Three Ethical Decision Criteria | 226 | ||
| Lying | 228 | ||
| An Ethical Choice Choosing to Lie | 229 | ||
| Creativity, Creative Decision Making, and Innovation in Organizations | 229 | ||
| Creative Behavior | 229 | ||
| Causes of Creative Behavior | 231 | ||
| Personal Inventory Assessments How Creative Are You? | 232 | ||
| Creative Outcomes (Innovation)\r | 233 | ||
| Summary | 234 | ||
| Implications for Managers | 234 | ||
| Point/Counterpoint Stereotypes Are Dying | 235 | ||
| Questions for Review | 236 | ||
| Experiential Exercise Good Liars and Bad Liars | 236 | ||
| Ethical Dilemma Max’s Burger: The Dollar Value of Ethics | 236 | ||
| Case Incident 1 Too Much of a Good Thing | 237 | ||
| Case Incident 2 The Youngest Billionaire | 238 | ||
| 7 Motivation Concepts | 244 | ||
| Motivation and Early Theories | 247 | ||
| Early Theories of Motivation | 248 | ||
| Hierarchy of Needs Theory | 248 | ||
| Two-Factor Theory | 249 | ||
| McClelland’s Theory of Needs | 250 | ||
| Career OBjectives Why won’t he take my advice? | 252 | ||
| Contemporary Theories of Motivation | 252 | ||
| Self-Determination Theory | 253 | ||
| Myth or Science? Helping Others and Being a Good Citizen Is Good for Your Career | 254 | ||
| Goal-Setting Theory\r | 254 | ||
| Other Contemporary Theories of Motivation | 257 | ||
| Self-Efficacy Theory | 258 | ||
| Reinforcement Theory | 259 | ||
| An Ethical Choice Motivated by Big Brother | 260 | ||
| Equity Theory/Organizational Justice | 262 | ||
| Expectancy Theory | 267 | ||
| Personal Inventory Assessments Work Motivation Indicator | 268 | ||
| Job Engagement | 269 | ||
| Integrating Contemporary Theories of Motivation | 269 | ||
| Summary | 271 | ||
| Implications for Managers | 271 | ||
| Point/Counterpoint Goals Get You to Where You Want to Be | 272 | ||
| Questions for Review | 273 | ||
| Experiential Exercise Organizational Justice Task | 273 | ||
| Ethical Dilemma The New GPA | 273 | ||
| Case Incident 1 The Demotivation of CEO Pay | 274 | ||
| Case Incident 2 The Sleepiness Epidemic | 275 | ||
| 8 Motivation: From Concepts to Applications | 280 | ||
| Motivating by Job Design: The Job Characteristics Model | 283 | ||
| The Job Characteristics Model | 283 | ||
| Job Redesign | 285 | ||
| Job Rotation | 285 | ||
| Myth or Science? Money Can’t Buy Happiness | 286 | ||
| Relational Job Design | 286 | ||
| Personal Inventory Assessments Diagnosing the Need for Team Building | 288 | ||
| Alternative Work Arrangements | 288 | ||
| Flextime | 288 | ||
| Job Sharing | 290 | ||
| Telecommuting | 291 | ||
| Career OBjectives How can I get flextime? | 292 | ||
| Employee Involvement and Participation | 294 | ||
| Examples of Employee Involvement Programs | 294 | ||
| Using Rewards to Motivate Employees | 296 | ||
| What to Pay: Establishing a Pay Structure | 296 | ||
| How to Pay: Rewarding Individual Employees through Variable-Pay Programs | 297 | ||
| An Ethical Choice Sweatshops and Worker Safety | 301 | ||
| Using Benefits to Motivate Employees | 302 | ||
| Flexible Benefits: Developing a Benefits Package | 302 | ||
| Using Intrinsic Rewards to Motivate Employees | 303 | ||
| Employee Recognition Programs | 303 | ||
| Summary | 304 | ||
| Implications for Managers | 304 | ||
| Point/Counterpoint “Face-Time” Matters | 305 | ||
| Questions for Review | 306 | ||
| Experiential Exercise Occupations and the Job Characteristics Model | 306 | ||
| Ethical Dilemma Inmates for Hire | 306 | ||
| Case Incident 1 Motivation for Leisure | 307 | ||
| Case Incident 2 Pay Raises Every Day | 307 | ||
| 3 The Group | 312 | ||
| 9 Foundations of Group Behavior | 312 | ||
| Defining and Classifying Groups | 315 | ||
| Social Identity | 315 | ||
| Ingroups and Outgroups | 317 | ||
| Social Identity Threat | 317 | ||
| Stages of Group Development | 317 | ||
| Group Property 1: Roles | 318 | ||
| Role Perception | 319 | ||
| Role Expectations | 319 | ||
| Role Conflict | 320 | ||
| Role Play and Assimilation | 320 | ||
| Myth or Science? Gossip and Exclusion Are Toxic for Groups | 321 | ||
| Group Property 2: Norms | 322 | ||
| Norms and Emotions | 322 | ||
| Norms and Conformity | 322 | ||
| An Ethical Choice Using Peer Pressure as an Influence Tactic | 323 | ||
| Norms and Behavior | 324 | ||
| Positive Norms and Group Outcomes | 325 | ||
| Negative Norms and Group Outcomes | 325 | ||
| Norms and Culture | 327 | ||
| Group Property 3: Status, and Group Property 4: Size and Dynamics | 327 | ||
| Group Property 3: Status | 327 | ||
| Group Property 4: Size and Dynamics | 329 | ||
| Group Property 5: Cohesiveness, and Group Property 6: Diversity | 331 | ||
| Group Property 5: Cohesiveness | 331 | ||
| Group Property 6: Diversity | 331 | ||
| Personal Inventory Assessments Communicating Supportively | 332 | ||
| Group Decision Making | 333 | ||
| Groups versus the Individual | 333 | ||
| Groupthink and Groupshift | 334 | ||
| Career OBjectives Can I fudge the numbers and not take the blame? | 335 | ||
| Group Decision-Making Techniques | 336 | ||
| Summary | 337 | ||
| Implications for Managers | 338 | ||
| Point/Counterpoint People Are More Creative When They Work Alone | 339 | ||
| Questions for Review | 340 | ||
| Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? | 340 | ||
| Ethical Dilemma It’s Obvious, They’re Chinese. | 341 | ||
| Case Incident 1 The Calamities of Consensus | 342 | ||
| Case Incident 2 Intragroup Trust and Survival | 343 | ||
| 10 Understanding Work Teams | 348 | ||
| Why Have Teams Become So Popular? | 351 | ||
| Differences Between Groups and Teams | 351 | ||
| Types of Teams | 352 | ||
| Problem-Solving Teams | 353 | ||
| Self-Managed Work Teams | 353 | ||
| Cross-Functional Teams | 354 | ||
| Virtual Teams | 355 | ||
| Multiteam Systems | 355 | ||
| An Ethical Choice The Size of Your Meeting’s Carbon Footprint | 356 | ||
| Creating Effective Teams | 357 | ||
| Team Context: What Factors Determine Whether Teams Are Successful? | 358 | ||
| Team Composition | 359 | ||
| Myth or Science? Team Members Who Are “Hot” Should Make the Play | 360 | ||
| Career OBjectives Is it wrong that I’d rather have guys on my team? | 363 | ||
| Team Processes | 364 | ||
| Personal Inventory Assessments Team Development Behaviors | 368 | ||
| Turning Individuals into Team Players | 368 | ||
| Selecting: Hiring Team Players | 368 | ||
| Training: Creating Team Players | 368 | ||
| Rewarding: Providing Incentives to Be a Good Team Player | 368 | ||
| Beware! Teams Aren’t Always the Answer | 369 | ||
| Summary | 370 | ||
| Implications for Managers | 370 | ||
| Point/Counterpoint To Get the Most Out of Teams, Empower Them | 371 | ||
| Questions for Review | 372 | ||
| Experiential Exercise Composing the “Perfect” Team | 372 | ||
| Ethical Dilemma The Sum of the Team Is Less Than Its Members | 372 | ||
| Case Incident 1 Tongue-Tied in Teams | 374 | ||
| Case Incident 2 Smart Teams and Dumb Teams | 374 | ||
| 11 Communication | 380 | ||
| Functions of Communication | 383 | ||
| Direction of Communication | 385 | ||
| Downward Communication | 385 | ||
| Upward Communication | 385 | ||
| Lateral Communication | 386 | ||
| Formal Small-Group Networks | 386 | ||
| The Grapevine | 387 | ||
| Modes of Communication | 388 | ||
| Oral Communication | 388 | ||
| Career OBjectives Isn’t this disability too much to accommodate? | 391 | ||
| Written Communication | 392 | ||
| Myth or Science? Today, Writing Skills Are More Important Than Speaking Skills | 395 | ||
| Nonverbal Communication | 396 | ||
| Personal Inventory Assessments Communication Styles | 397 | ||
| Choice of Communication Channel | 397 | ||
| Channel Richness | 397 | ||
| Choosing Communication Methods | 398 | ||
| Information Security | 400 | ||
| An Ethical Choice Using Employees in Organizational Social Media Strategy | 401 | ||
| Persuasive Communication | 401 | ||
| Automatic and Controlled Processing | 402 | ||
| Barriers to Effective Communication | 403 | ||
| Filtering | 403 | ||
| Selective Perception | 403 | ||
| Information Overload | 404 | ||
| Emotions | 404 | ||
| Language | 404 | ||
| Silence | 405 | ||
| Communication Apprehension | 405 | ||
| Lying | 406 | ||
| Cultural Factors | 406 | ||
| Cultural Barriers | 406 | ||
| Cultural Context | 407 | ||
| A Cultural Guide | 408 | ||
| Summary | 409 | ||
| Implications for Managers | 409 | ||
| Point/Counterpoint We Should Use Employees’ Social Media Presence | 410 | ||
| Questions for Review | 411 | ||
| Experiential Exercise An Absence of Nonverbal Communication | 411 | ||
| Ethical Dilemma BYOD | 412 | ||
| Case Incident 1 Organizational Leveraging of Social Media | 413 | ||
| Case Incident 2 An Underwater Meeting | 413 | ||
| 12 Leadership | 418 | ||
| Trait Theories | 421 | ||
| Career OBjectives How can I get my boss to be a better leader? | 423 | ||
| Behavioral Theories | 423 | ||
| Summary of Trait Theories and Behavioral Theories | 424 | ||
| Contingency Theories | 425 | ||
| The Fiedler Model | 425 | ||
| Situational Leadership Theory | 426 | ||
| Path–Goal Theory | 427 | ||
| Leader–Participation Model | 427 | ||
| Contemporary Theories of Leadership | 428 | ||
| Leader–Member Exchange (LMX) Theory | 428 | ||
| Charismatic Leadership | 429 | ||
| Transactional and Transformational Leadership | 432 | ||
| Myth or Science? Top Leaders Feel the Most Stress | 434 | ||
| Personal Inventory Assessments Ethical Leadership Assessment | 437 | ||
| Responsible Leadership | 437 | ||
| Authentic Leadership | 437 | ||
| Ethical Leadership | 438 | ||
| An Ethical Choice Holding Leaders Ethically Accountable | 439 | ||
| Servant Leadership | 440 | ||
| Positive Leadership | 440 | ||
| Trust | 440 | ||
| Mentoring | 443 | ||
| Challenges to Our Understanding of Leadership | 444 | ||
| Leadership as an Attribution | 444 | ||
| Substitutes for and Neutralizers of Leadership | 445 | ||
| Online Leadership | 446 | ||
| Selecting Leaders | 446 | ||
| Training Leaders | 447 | ||
| Summary | 448 | ||
| Implications for Managers | 448 | ||
| Point/Counterpoint CEOs Start Early | 449 | ||
| Questions for Review | 450 | ||
| Experiential Exercise What Is Leadership? | 450 | ||
| Ethical Dilemma Smoking Success | 450 | ||
| Case Incident 1 My Holiday the Virgin Way | 451 | ||
| Case Incident 2 Leadership Traits | 452 | ||
| 13 Power and Politics | 458 | ||
| Power and Leadership | 461 | ||
| Bases of Power | 462 | ||
| Formal Power | 462 | ||
| Personal Power | 462 | ||
| Which Bases of Power Are Most Effective? | 463 | ||
| Dependence: The Key to Power | 464 | ||
| The General Dependence Postulate | 464 | ||
| What Creates Dependence? | 464 | ||
| Social Network Analysis: A Tool for Assessing Resources | 465 | ||
| Power Tactics | 466 | ||
| Using Power Tactics | 467 | ||
| Cultural Preferences for Power Tactics | 468 | ||
| Applying Power Tactics | 468 | ||
| How Power Affects People | 468 | ||
| Power Variables | 469 | ||
| Sexual Harassment: Unequal Power in the Workplace | 470 | ||
| Politics: Power in Action | 471 | ||
| Definition of Organizational Politics | 471 | ||
| The Reality of Politics | 472 | ||
| Causes and Consequences of Political Behavior | 473 | ||
| Factors Contributing to Political Behavior | 473 | ||
| Career OBjectives Should I become political? | 475 | ||
| Myth or Science? Powerful Leaders Keep Their (Fr)Enemies Close | 477 | ||
| How Do People Respond to Organizational Politics? | 477 | ||
| Impression Management | 478 | ||
| An Ethical Choice How Much Should You Manage Interviewer Impressions? | 481 | ||
| The Ethics of Behaving Politically | 482 | ||
| Personal Inventory Assessments Gaining Power and Influence | 483 | ||
| Mapping Your Political Career | 483 | ||
| Summary | 484 | ||
| Implications for Managers | 485 | ||
| Point/Counterpoint Everyone Wants Power | 486 | ||
| Questions for Review | 487 | ||
| Experiential Exercise Comparing Influence Tactics | 487 | ||
| Ethical Dilemma How Much Should You Defer to Those in Power? | 487 | ||
| Case Incident 1 Reshaping the Dubai Model | 488 | ||
| Case Incident 2 Barry’s Peer Becomes His Boss | 489 | ||
| 14 Conflict and Negotiation | 494 | ||
| A Definition of Conflict | 497 | ||
| Types of Conflict | 497 | ||
| Loci of Conflict | 499 | ||
| The Conflict Process | 500 | ||
| Stage I: Potential Opposition or Incompatibility | 500 | ||
| Stage II: Cognition and Personalization | 502 | ||
| Stage III: Intentions | 502 | ||
| Stage IV: Behavior | 504 | ||
| Stage V: Outcomes | 505 | ||
| Negotiation | 507 | ||
| Bargaining Strategies | 508 | ||
| Myth or Science? Teams Negotiate Better Than Individuals in Collectivistic Cultures | 511 | ||
| The Negotiation Process | 511 | ||
| Individual Differences in Negotiation Effectiveness | 513 | ||
| Career OBjectives How can I get a better job? | 514 | ||
| An Ethical Choice Using Empathy to Negotiate More Ethically | 515 | ||
| Negotiating in a Social Context | 518 | ||
| Third-Party Negotiations | 519 | ||
| Summary | 520 | ||
| Implications for Managers | 520 | ||
| Personal Inventory Assessments Strategies for Handling Conflict | 520 | ||
| Point/Counterpoint Pro Sports Strikes Are Caused by Greedy Owners | 521 | ||
| Questions for Review | 522 | ||
| Experiential Exercise A Negotiation Role-Play | 522 | ||
| Ethical Dilemma The Lowball Applicant | 523 | ||
| Case Incident 1 Disorderly Conduct | 523 | ||
| Case Incident 2 Is More Cash Worth the Clash? | 524 | ||
| 15 Foundations of Organization Structure | 528 | ||
| What Is Organizational Structure? | 531 | ||
| Work Specialization | 531 | ||
| Departmentalization | 533 | ||
| Chain of Command | 534 | ||
| Span of Control | 535 | ||
| Centralization and Decentralization | 536 | ||
| Formalization | 537 | ||
| Boundary Spanning | 537 | ||
| Common Organizational Frameworks and Structures | 538 | ||
| The Simple Structure | 538 | ||
| The Bureaucracy | 539 | ||
| The Matrix Structure | 541 | ||
| Alternate Design Options | 542 | ||
| The Virtual Structure | 542 | ||
| The Team Structure | 543 | ||
| Career OBjectives What structure should I choose? | 544 | ||
| rAn Ethical Choice Flexible Structures, Deskless Workplaces | 545 | ||
| The Circular Structure | 545 | ||
| Personal Inventory Assessments Organizational Structure Assessment | 545 | ||
| The Leaner Organization: Downsizing | 546 | ||
| Why Do Structures Differ? | 547 | ||
| Organizational Strategies | 547 | ||
| Organization Size | 549 | ||
| Technology | 550 | ||
| Environment | 550 | ||
| Institutions | 551 | ||
| Organizational Designs and Employee Behavior | 551 | ||
| Myth or Science? Employees Can Work Just as Well from Home | 552 | ||
| Summary | 554 | ||
| Implications for Managers | 554 | ||
| Point/Counterpoint The End of Management | 555 | ||
| Questions for Review | 556 | ||
| Experiential Exercise The Sandwich Shop | 556 | ||
| Ethical Dilemma Post-Millennium Tensions in the Flexible organization | 557 | ||
| Case Incident 1 Kuuki: Reading the Atmosphere | 557 | ||
| Case Incident 2 Boeing Dreamliner: Engineering Nightmare or Organizational\rDisaster? | 558 | ||
| 4 The Organization System | 562 | ||
| 16 Organizational Culture | 562 | ||
| What Is Organizational Culture? | 565 | ||
| A Definition of Organizational Culture | 565 | ||
| Culture Is a Descriptive Term | 565 | ||
| Do Organizations Have Uniform Cultures? | 566 | ||
| Myth or Science? An Organization’s Culture Is Forever | 567 | ||
| Strong versus Weak Cultures | 567 | ||
| Culture versus Formalization | 568 | ||
| What Do Cultures Do? | 568 | ||
| The Functions of Culture | 568 | ||
| Culture Creates Climate | 568 | ||
| The Ethical Dimension of Culture | 569 | ||
| Culture and Sustainability | 570 | ||
| Culture and Innovation | 571 | ||
| Culture as an Asset | 572 | ||
| Culture as a Liability | 573 | ||
| Creating and Sustaining Culture | 575 | ||
| How a Culture Begins | 575 | ||
| Keeping a Culture Alive | 575 | ||
| Summary: How Organizational Cultures Form | 579 | ||
| How Employees Learn Culture | 579 | ||
| Stories | 579 | ||
| Rituals | 579 | ||
| Symbols | 580 | ||
| An Ethical Choice A Culture of Compassion | 581 | ||
| Language | 581 | ||
| Influencing an Organizational Culture | 582 | ||
| An Ethical Culture | 582 | ||
| A Positive Culture | 582 | ||
| A Spiritual Culture | 585 | ||
| Career OBjectives How do I learn to lead? | 587 | ||
| The Global Context | 587 | ||
| Summary | 589 | ||
| Implications for Managers | 589 | ||
| Personal Inventory Assessments Comfort with Change Scale | 589 | ||
| Point/Counterpoint Organizations Should Strive to Create a Positive Organizational Culture | 590 | ||
| Questions for Review | 591 | ||
| Experiential Exercise Greeting Newcomers\r | 591 | ||
| Ethical Dilemma Culture of Deceit | 592 | ||
| Case Incident 1 The Place Makes the People | 593 | ||
| Case Incident 2 Active Cultures | 594 | ||
| 17 Human Resource Policies and Practices | 598 | ||
| Recruitment Practices | 601 | ||
| Selection Practices | 601 | ||
| How the Selection Process Works | 601 | ||
| Initial Selection | 602 | ||
| Substantive and Contingent Selection | 604 | ||
| Written Tests | 604 | ||
| Performance-Simulation Tests | 606 | ||
| Interviews | 607 | ||
| Contingent Selection Tests | 609 | ||
| Training and Development Programs | 609 | ||
| Types of Training | 609 | ||
| Training Methods | 612 | ||
| Evaluating Effectiveness | 613 | ||
| Performance Evaluation | 613 | ||
| What Is Performance? | 613 | ||
| Purposes of Performance Evaluation | 614 | ||
| What Do We Evaluate? | 614 | ||
| Who Should Do the Evaluating? | 615 | ||
| Methods of Performance Evaluation | 616 | ||
| Improving Performance Evaluations | 617 | ||
| Providing Performance Feedback | 619 | ||
| Career OBjectives How do I fire someone? | 620 | ||
| International Variations in Performance Appraisal | 621 | ||
| The Leadership Role of HR | 621 | ||
| Communicating HR Practices | 622 | ||
| Designing and Administering Benefit Programs | 623 | ||
| Drafting and Enforcing Employment Policies | 623 | ||
| An Ethical Choice HIV/AIDS and the Multinational organization | 624 | ||
| Managing Work–Life Conflicts | 625 | ||
| Myth or Science? The 24-Hour Workplace Is Harmful | 625 | ||
| Mediations, Terminations, and Layoffs | 626 | ||
| Summary | 628 | ||
| Implications for Managers | 628 | ||
| Personal Inventory Assessments Positive Practices Survey | 629 | ||
| Point/Counterpoint Employers Should Check Applicant Criminal Backgrounds | 630 | ||
| Questions for Review | 631 | ||
| Experiential Exercise Designing an Effective Structured Job Interview | 631 | ||
| Ethical Dilemma Are On-Demand Workers Really Employees? | 632 | ||
| Case Incident 1 Who Are You? | 633 | ||
| Case Incident 2 Indentured Doctors | 633 | ||
| 18 Organizational Change and Stress Management | 640 | ||
| Change | 643 | ||
| Forces for Change | 643 | ||
| Planned Change | 644 | ||
| Resistance to Change | 645 | ||
| Overcoming Resistance to Change | 647 | ||
| The Politics of Change | 649 | ||
| Approaches to Managing Organizational Change | 649 | ||
| Lewin’s Three-Step Model | 649 | ||
| Kotter’s Eight-Step Plan | 650 | ||
| Action Research | 651 | ||
| Organizational Development | 651 | ||
| Creating a Culture for Change | 654 | ||
| Managing Paradox | 655 | ||
| Stimulating a Culture of Innovation | 655 | ||
| Creating a Learning Organization | 657 | ||
| Organizational Change and Stress | 658 | ||
| Stress at Work | 659 | ||
| What Is Stress? | 659 | ||
| Potential Sources of Stress at Work | 661 | ||
| Career OBjectives How can I bring my team’s overall stress level down? | 663 | ||
| Individual Differences | 664 | ||
| Cultural Differences | 665 | ||
| Consequences of Stress at Work | 666 | ||
| Myth or Science? When You’re Working Hard, Sleep Is Optional | 667 | ||
| Managing Stress | 668 | ||
| Individual Approaches | 668 | ||
| Organizational Approaches | 669 | ||
| An Ethical Choice Manager and Employee Stress During Organizational Change | 670 | ||
| Summary | 672 | ||
| Implications for Managers | 672 | ||
| Personal Inventory Assessments Tolerance of Ambiguity Scale | 672 | ||
| Point/Counterpoint Companies Should Encourage Stress Reduction | 673 | ||
| Questions for Review | 674 | ||
| Experiential Exercise Mindfulness at Work | 674 | ||
| Ethical Dilemma All Present and Accounted For | 675 | ||
| Case Incident 1 Atos: Zero Email Program | 676 | ||
| Case Incident 2 When Companies Fail to Change | 677 | ||
| Appendix Research in Organizational Behavior | 682 | ||
| Comprehensive Cases | 689 | ||
| Glossary | 703 | ||
| Name Index | 713 | ||
| Organization Index | 721 | ||
| Subject Index | 725 |