BOOK
Understanding and Managing Organizational Behavior: Global Edition
Jennifer M George | Gareth R Jones
(2014)
Additional Information
Book Details
Abstract
For one-semester, undergraduate/graduate level courses in Organizational Behavior.
This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content which is especially relevant to students outside the United States.
Vivid examples, thought-provoking activities—get students engaged in OB.
George/Jones uses real-world examples, thought- and discussion-provoking learning activities to help students become more engaged in what they are learning. This text also provides the most contemporary and up-to-date account of the changing issues involved in managing people in organizations.
The sixth edition features new cases, material addressing the economic crisis, and expanded coverage of ethics and workplace diversity.
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Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Contents | 7 | ||
| Preface | 21 | ||
| Chapter 1 Introduction to Organizational Behavior | 28 | ||
| Opening Case: Ursula Burns Succeeds Anne Mulcahy as CEO of Xerox | 29 | ||
| Overview | 30 | ||
| What Is Organizational Behavior? | 31 | ||
| The Nature of Organizational Behavior | 31 | ||
| Levels of OB | 32 | ||
| OB and Management | 34 | ||
| Managerial Functions | 35 | ||
| OB TODAY: How Joe Coulombe Used OB to Make Trader Joe’s a Success Story | 37 | ||
| Managerial Roles | 38 | ||
| Managerial Skills | 38 | ||
| Challenges for OB | 39 | ||
| Challenge 1: The Changing Social and Cultural Environment | 40 | ||
| Developing Organizational Ethics and Well-Being | 40 | ||
| ETHICS IN ACTION: How Unethical Behavior Shut Down a Meat-packing Plant | 42 | ||
| Dealing with a Diverse Workforce | 43 | ||
| Challenge 2: The Evolving Global Environment | 45 | ||
| Understanding Global Differences | 45 | ||
| GLOBAL VIEW: IKEA’s Worldwide Approach to OB | 46 | ||
| Global Learning | 47 | ||
| Global Crisis Management | 48 | ||
| Challenge 3: Advancing Information Technology | 49 | ||
| IT and Organizational Effectiveness | 50 | ||
| IT, Creativity, and Organizational Learning | 50 | ||
| Challenge 4: Shifting Work and Employment Relationships | 51 | ||
| YOU’RE THE MANAGEMENT EXPERT: Moving to Self-Managed Teams | 52 | ||
| SUMMARY | 53 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 54 | ||
| CLOSING CASE: How Jeff Bezos Manages at Amazon.com | 57 | ||
| Appendix: A Short History of OB | 58 | ||
| F.W. Taylor and Scientific Management | 58 | ||
| The Work of Mary Parker Follett | 59 | ||
| The Hawthorne Studies and Human Relations | 59 | ||
| Theory X and Theory Y | 60 | ||
| Theory X | 60 | ||
| Theory Y | 60 | ||
| PART 1 INDIVIDUALS IN ORGANIZATIONS | 62 | ||
| Chapter 2 Individual Differences: Personality and Ability | 62 | ||
| Opening Case: Nooyi’s Determination | 63 | ||
| Overview | 64 | ||
| The Nature of Personality | 64 | ||
| Determinants of Personality: Nature and Nurture | 65 | ||
| Personality and the Situation | 65 | ||
| FOCUS ON DIVERSITY: Liane Pelletier Transforms Alaska Communications | 67 | ||
| Personality: A Determinant of the Nature of Organizations | 68 | ||
| The Big Five Model of Personality | 68 | ||
| Extraversion | 69 | ||
| Neuroticism | 70 | ||
| Agreeableness | 71 | ||
| Conscientiousness | 71 | ||
| Openness to Experience | 71 | ||
| GLOBAL VIEW: Fujio Mitarai Cuts Costs, Develops New Products, and Protects the Environment at Canon | 73 | ||
| YOU’RE THE MANAGEMENT EXPERT: Understanding a New Employee | 74 | ||
| Conclusions | 75 | ||
| Other Organizationally Relevant Personality Traits | 75 | ||
| Locus of Control | 75 | ||
| Self-Monitoring | 75 | ||
| Self-Esteem | 76 | ||
| Type A and Type B Personalities | 77 | ||
| Needs for Achievement, Affiliation, and Power | 78 | ||
| How Personality Is Measured | 79 | ||
| The Nature of Ability | 79 | ||
| Cognitive Ability | 79 | ||
| Physical Ability | 80 | ||
| Where Do Abilities Come from and How Are They Measured? | 81 | ||
| Emotional Intelligence: A Different Kind of Ability | 82 | ||
| The Management of Ability in Organizations | 83 | ||
| Selection | 84 | ||
| Placement | 84 | ||
| Training | 84 | ||
| SUMMARY | 85 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 86 | ||
| CLOSING CASE: Mark Wilson Creates a Different Kind of Telemarketer | 89 | ||
| Chapter 3 Values, Attitudes, and Moods and Emotions | 90 | ||
| Opening Case: Satisfied, Committed, and Happy Employees at Nugget Markets | 91 | ||
| Overview | 92 | ||
| Values, Attitudes, and Moods and Emotions | 92 | ||
| The Nature of Values | 93 | ||
| ETHICS IN ACTION: Gentle Giant Moving Company Values Honesty | 96 | ||
| The Nature of Work Attitudes | 97 | ||
| The Nature of Moods and Emotions | 97 | ||
| Relationships Between Values, Attitudes, and Moods and Emotions | 100 | ||
| Job Satisfaction | 101 | ||
| OB TODAY: Job Satisfaction Declines in the United States | 102 | ||
| Determinants of Job Satisfaction | 102 | ||
| Theories of Job Satisfaction | 105 | ||
| The Facet Model of Job Satisfaction | 106 | ||
| Herzberg’s Motivator-Hygiene Theory of Job Satisfaction | 107 | ||
| The Discrepancy Model of Job Satisfaction | 108 | ||
| The Steady-State Theory of Job Satisfaction | 109 | ||
| Measuring Job Satisfaction | 109 | ||
| Potential Consequences of Job Satisfaction | 109 | ||
| Does Job Satisfaction Affect Job Performance? | 109 | ||
| Absenteeism | 111 | ||
| Turnover | 111 | ||
| Organizational Citizenship Behavior | 113 | ||
| Employee Well-Being | 113 | ||
| Organizational Commitment | 114 | ||
| Determinants of Affective Commitment | 114 | ||
| YOU’RE THE MANAGEMENT EXPERT: Increasing Affective Commitment | 114 | ||
| Potential Consequences of Affective Commitment | 115 | ||
| SUMMARY | 115 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 116 | ||
| CLOSING CASE: Paetec’s Values Lead to a Satisfied and Committed Workforce | 119 | ||
| Chapter 4 Perception, Attribution, and the Management of Diversity | 120 | ||
| Opening Case: Effectively Managing Diversity is an Ongoing Journey | 121 | ||
| Overview | 122 | ||
| The Nature of Perception | 123 | ||
| Motivation and Performance | 124 | ||
| Fairness and Equity | 124 | ||
| Ethical Action | 125 | ||
| Characteristics of the Perceiver | 125 | ||
| Schemas: The Perceiver’s Knowledge Base | 126 | ||
| FOCUS ON DIVERSITY: Discrimination in Layoff Decisions | 127 | ||
| The Perceiver’s Motivational State | 128 | ||
| The Perceiver’s Mood | 129 | ||
| Characteristics of the Target and Situation | 129 | ||
| Ambiguity of the Target | 130 | ||
| Social Status of the Target | 130 | ||
| Impression Management by the Target | 131 | ||
| Information Provided by the Situation | 132 | ||
| Standing Out in the Crowd: The Effects of Salience in a Situation | 133 | ||
| ETHICS IN ACTION: Disabled Employees Key to Success at Habitat International | 135 | ||
| Biases and Problems in Person Perception | 136 | ||
| Primacy Effects | 137 | ||
| Contrast Effects | 137 | ||
| Halo Effects | 137 | ||
| Similar-to-Me Effects | 138 | ||
| Harshness, Leniency, and Average Tendency Biases | 138 | ||
| Knowledge-of-Predictor Bias | 138 | ||
| Attribution Theory | 139 | ||
| Internal and External Attributions | 140 | ||
| Attributional Biases | 141 | ||
| YOU’RE THE MANAGEMENT EXPERT: Helping a Coworker | 142 | ||
| Effectively Managing a Diverse Workforce | 142 | ||
| Securing Top-Management Commitment to Diversity | 143 | ||
| Diversity Training | 143 | ||
| Education | 143 | ||
| Mentoring Programs | 144 | ||
| Sexual Harassment | 145 | ||
| SUMMARY | 146 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 147 | ||
| CLOSING CASE: Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity | 151 | ||
| Chapter 5 Learning and Creativity | 152 | ||
| Opening Case: UPS Is Very Serious About Learning | 153 | ||
| Overview | 154 | ||
| The Nature of Learning | 155 | ||
| Learning through Consequences | 155 | ||
| Encouraging Desired Behaviors through Positive and Negative Reinforcement | 156 | ||
| Shaping | 159 | ||
| Discouraging Undesired Behaviors through Extinction and Punishment | 159 | ||
| Organizational Behavior Modification | 161 | ||
| Ethical Issues in OB MOD | 162 | ||
| Learning from Others | 162 | ||
| GLOBAL VIEW: Vicarious Learning at the Ritz-Carlton | 164 | ||
| Learning on Your Own | 166 | ||
| Beliefs about One’s Ability to Learn: The Role of Self-Efficacy | 167 | ||
| Sources of Self-Efficacy | 168 | ||
| Learning by Doing | 169 | ||
| Continuous Learning through Creativity | 169 | ||
| The Creative Process | 169 | ||
| Characteristics of Employees That Contribute to Creativity | 171 | ||
| OB TODAY: Jim Newton’s Openness to Experience Helps Others Be Creative | 171 | ||
| Characteristics of the Organizational Situation That Contribute to Creativity | 172 | ||
| The Interaction of Personality and Situational Factors | 173 | ||
| YOU’RE THE MANAGEMENT EXPERT: Encouraging Independent Thinking | 174 | ||
| The Learning Organization | 174 | ||
| SUMMARY | 175 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 176 | ||
| CLOSING CASE: Continuous Learning and Innovation | 179 | ||
| Chapter 6 The Nature of Work Motivation | 180 | ||
| Opening Case High Motivation at Enterprise Rent-A-Car | 181 | ||
| Overview | 182 | ||
| What is Work Motivation? | 183 | ||
| Direction of Behavior | 183 | ||
| Level of Effort | 184 | ||
| Level of Persistence | 184 | ||
| The Distinction Between Motivation and Performance | 184 | ||
| Intrinsic and Extrinsic Motivation | 185 | ||
| Theories of Work Motivation | 186 | ||
| Need Theory | 186 | ||
| Maslow’s Hierarchy of Needs | 187 | ||
| Alderfer’s ERG Theory | 188 | ||
| The Research Evidence | 189 | ||
| Expectancy Theory | 189 | ||
| Valence: How Desirable Is an Outcome? | 190 | ||
| OB TODAY: Motivating Loyal Employees at the Container Store | 190 | ||
| Instrumentality: What Is the Connection Between Job Performance and Outcomes? | 191 | ||
| Expectancy: What Is the Connection Between Effort and Job Performance? | 192 | ||
| The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation | 193 | ||
| Equity Theory | 194 | ||
| Equity | 194 | ||
| Inequity | 195 | ||
| Ways to Restore Equity | 195 | ||
| The Effects of Inequity and the Research Evidence | 196 | ||
| Organizational Justice Theory | 196 | ||
| Forms of Organizational Justice | 196 | ||
| YOU’RE THE MANAGEMENT EXPERT: When Equal Treatment Backfires | 197 | ||
| ETHICS IN ACTION: Organizational Justice at Genentech | 199 | ||
| Consequences of Organizational Justice | 200 | ||
| SUMMARY | 201 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 201 | ||
| CLOSING CASE: Motivating Employees at the SAS Institute | 204 | ||
| Chapter 7 Creating a Motivating Work Setting | 206 | ||
| Opening Case: High Motivation Results in Exceptional Customer Service at Zappos | 207 | ||
| Overview | 208 | ||
| Job Design: Early Approaches | 209 | ||
| Scientific Management | 209 | ||
| Job Enlargement and Job Enrichment | 211 | ||
| Job Design: The Job Characteristics Model | 212 | ||
| Core Job Dimensions | 212 | ||
| OB TODAY: Tough Economic Times Result in Changes in Job Design | 214 | ||
| The Motivating Potential Score | 214 | ||
| Critical Psychological States | 218 | ||
| Work and Personal Outcomes | 219 | ||
| The Role of Individual Differences in Employees’ Responses to Job Design | 219 | ||
| The Research Evidence | 221 | ||
| Job Design: The Social Information Processing Model | 221 | ||
| YOU’RE THE MANAGEMENT EXPERT: Redesigning Jobs | 222 | ||
| The Role of the Social Environment | 222 | ||
| The Role of Past Behaviors | 223 | ||
| Job Design Models Summarized | 224 | ||
| FOCUS ON DIVERSITY: Job Sharing a Viable Option | 225 | ||
| Organizational Objectives | 226 | ||
| GLOBAL VIEW: Offshoring Expands Into Many Kinds of Jobs | 227 | ||
| Goal Setting | 228 | ||
| What Kinds of Goals Lead to High Motivation and Performance? | 228 | ||
| Why Do Goals Affect Motivation and Performance? | 229 | ||
| Limits to Goal-Setting Theory | 230 | ||
| Management by Objectives | 230 | ||
| Goal Setting and Job Design as Motivation Tools | 231 | ||
| SUMMARY | 231 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 232 | ||
| CLOSING CASE: Motivating Employees at Google | 235 | ||
| Chapter 8 Pay, Careers, and Changing Employment Relationships | 236 | ||
| Opening Case: Changing Employment Relations in Tough Economic Times | 237 | ||
| Overview | 238 | ||
| Psychological Contracts | 239 | ||
| Determinants of Psychological Contracts | 239 | ||
| Types of Psychological Contracts | 240 | ||
| GLOBAL VIEW: Changing Employment Relations in Japan | 242 | ||
| When Psychological Contracts Are Broken | 242 | ||
| Performance Appraisal | 243 | ||
| Encouraging High Levels of Motivation and Performance | 243 | ||
| Providing Information for Decision Making | 245 | ||
| Developing a Performance Appraisal System | 245 | ||
| YOU’RE THE MANAGEMENT EXPERT: Promoting High-Quality Customer Service | 248 | ||
| Potential Problems in Subjective Performance Appraisal | 251 | ||
| Pay and the Employment Relation | 252 | ||
| Merit Pay Plans | 252 | ||
| OB TODAY: Acknowledging High Performers During a Recession | 252 | ||
| Should Merit Pay Be Based on Individual, Group, or Organizational Performance? | 253 | ||
| Should Merit Pay Be in the Form of a Salary Increase or a Bonus? | 254 | ||
| Examples of Merit Pay Plans | 254 | ||
| The Ethics of Pay Differentials and Comparable Worth | 255 | ||
| Careers | 256 | ||
| The Nature of Careers | 256 | ||
| Types of Careers | 257 | ||
| Career Stages | 257 | ||
| Contemporary Career Challenges | 261 | ||
| SUMMARY | 263 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 264 | ||
| CLOSING CASE: Valuing Employees at Costco | 267 | ||
| Chapter 9 Managing Stress and Work-Life Balance | 268 | ||
| Opening Case: Job Loss and Its Consequences | 269 | ||
| Overview | 270 | ||
| The Nature of Stress | 271 | ||
| ETHICS IN ACTION: Violence in the Workplace | 272 | ||
| Individual Differences and Stress | 273 | ||
| Consequences of Stress | 274 | ||
| Sources of Stress | 277 | ||
| Personal Stressors | 278 | ||
| Job-Related Stressors | 280 | ||
| Group- and Organization-Related Stressors | 282 | ||
| Stressors Arising Out of Work-Life Balance | 284 | ||
| Environmental Uncertainty | 284 | ||
| GLOBAL VIEW: Coping with Grief and Loss | 285 | ||
| Coping with Stress | 286 | ||
| Problem-Focused Coping Strategies for Individuals | 286 | ||
| Emotion-Focused Coping Strategies for Individuals | 287 | ||
| Problem-Focused Coping Strategies for Organizations | 288 | ||
| YOU’RE THE MANAGEMENT EXPERT: Coping with the Stress of a Challenging New Job | 290 | ||
| FOCUS ON DIVERSITY: On-Site Child Care and Family Friendly Benefits at Guerra DeBerry Coody | 292 | ||
| Emotion-Focused Coping Strategies for Organizations | 293 | ||
| OB TODAY: Alleviating Stress Through Organizational Support | 294 | ||
| SUMMARY | 296 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 297 | ||
| CLOSING CASE: Stress and Burnout Among Entrepreneurs and the Self-Employed | 301 | ||
| PART 2 GROUP AND TEAM PROCESSES | 302 | ||
| Chapter 10 The Nature of Work Groups and Teams | 302 | ||
| Opening Case: Teams and Innovation at Cisco Systems | 303 | ||
| Overview | 304 | ||
| Introduction to Groups | 305 | ||
| Types of Work Groups | 305 | ||
| Group Development Over Time: The Five-Stage Model | 307 | ||
| Characteristics of Work Groups | 308 | ||
| Group Size | 308 | ||
| Group Composition | 309 | ||
| Group Function | 311 | ||
| Group Status | 311 | ||
| Group Efficacy | 312 | ||
| Social Facilitation | 313 | ||
| How Groups Control Their Members: Roles and Rules | 314 | ||
| Roles | 314 | ||
| Written Rules | 315 | ||
| OB TODAY: Zingerman’s “Steps” to Success | 315 | ||
| How Groups Control Their Members: Group Norms | 316 | ||
| Why Do Group Members Conform to Norms? | 317 | ||
| Idiosyncrasy Credit | 317 | ||
| The Pros and Cons of Conformity and Deviance | 318 | ||
| Balancing Conformity and Deviance | 318 | ||
| OB TODAY: Deviance and Conformity in Design Teams at IDEO | 320 | ||
| Ensuring that Group Norms are Functional for the Organization | 321 | ||
| YOU’RE THE MANAGEMENT EXPERT: Aligning Goals | 322 | ||
| Socialization: How Group Members Learn Roles, Rules, and Norms | 322 | ||
| Socialization and Role Orientation | 322 | ||
| Socialization Tactics | 323 | ||
| SUMMARY | 326 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 327 | ||
| CLOSING CASE: Teams Fuel Global Innovation at Whirlpool | 330 | ||
| Chapter 11 Effective Work Groups and Teams | 332 | ||
| Opening Case: How Nokia Uses Teams to Increase Global Effectiveness | 333 | ||
| Overview | 334 | ||
| Process Losses, Process Gains, and Group Effectiveness | 334 | ||
| Potential Performance? | 334 | ||
| Process Losses and Performance | 335 | ||
| OB TODAY: Process Losses Can Have Deadly Consequences in Hospitals | 336 | ||
| Process Gains and Performance | 337 | ||
| OB TODAY: The Rolling Stones Learn to Play Together | 338 | ||
| Social Loafing: A Problem in Group Motivation and Performance | 339 | ||
| Group Size and Social Loafing | 340 | ||
| Ways to Reduce Social Loafing | 340 | ||
| OB TODAY: How GlaxoSmithKline Used Groups to Boost Productivity | 342 | ||
| How Task Characteristics Affect Group Performance | 342 | ||
| Pooled Interdependence | 343 | ||
| Sequential Interdependence | 343 | ||
| Reciprocal Interdependence | 345 | ||
| YOU’RE THE MANAGEMENT EXPERT: What Kinds of Groups and Tasks? | 347 | ||
| Group Cohesiveness and Performance | 347 | ||
| Factors that Contribute to Group Cohesiveness | 347 | ||
| Consequences of Group Cohesiveness | 348 | ||
| Important Organizational Groups | 351 | ||
| The Top Management Team | 351 | ||
| Self-Managed Work Teams | 351 | ||
| OB TODAY: Dick’s Drive-In Restaurants | 353 | ||
| Research and Development Teams | 354 | ||
| Virtual Teams | 356 | ||
| SUMMARY | 357 | ||
| EXERCISE IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 358 | ||
| CLOSING CASE: Why Microsoft’s Measurement System Led to Problems with Group Performance | 361 | ||
| Chapter 12 Leaders and Leadership | 362 | ||
| Opening Case How Sony’s “Gaijin” CEO Changed Its Leadership Approach | 363 | ||
| Overview | 364 | ||
| Introduction to Leadership | 365 | ||
| Early Approaches to Leadership | 366 | ||
| The Leader Trait Approach | 366 | ||
| The Leader Behavior Approach | 366 | ||
| OB TODAY: John Chambers of Cisco Systems Develops a Collaborative Leadership Approach | 368 | ||
| The Behavior Approach: Leader Reward and Punishing Behavior | 369 | ||
| Measuring Leader Behaviors | 369 | ||
| What Is Missing in the Trait and Behavior Approaches? | 370 | ||
| Fiedler’s Contingency Theory of Leadership | 371 | ||
| Leader Style | 371 | ||
| Situational Characteristics | 372 | ||
| The Contingency Model | 373 | ||
| Contemporary Perspectives on Leadership | 375 | ||
| Path-Goal Theory: How Leaders Motivate Followers | 375 | ||
| OB TODAY: A Sister Act Helped Claire’s Stores to Sparkle | 377 | ||
| The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making | 378 | ||
| Leader–Member Exchange Theory: Relationships Between Leaders and Followers | 379 | ||
| Does Leadership Always Matter in Organizations? | 380 | ||
| Leadership Substitutes | 380 | ||
| Leadership Neutralizers | 381 | ||
| The Romance of Leadership | 381 | ||
| YOU’RE THE MANAGEMENT EXPERT: How to Lead Me | 382 | ||
| New Topics in Leadership Research | 382 | ||
| Transformational and Charismatic Leadership | 382 | ||
| GLOBAL VIEW: Avon is Calling Everywhere | 383 | ||
| Leader Mood | 385 | ||
| Gender and Leadership | 385 | ||
| OB TODAY: Female Manufacturing Plant Managers Help Increase Product Quality | 386 | ||
| Ethical Leadership | 387 | ||
| OB TODAY: Whole Foods Markets Leads Through Ethics and Social Responsibility | 388 | ||
| Recap of Leadership Approaches | 389 | ||
| SUMMARY | 389 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 391 | ||
| CLOSING CASE: Tammy Savage and the NETGENeration | 394 | ||
| Chapter 13 Power, Politics, Conflict, and Negotiation | 396 | ||
| Opening Case: Pfizer’s John MacKay Uses Power and Politics to Increase Performance | 397 | ||
| Overview | 398 | ||
| The Nature of Power and Politics | 398 | ||
| Sources of Individual Power | 399 | ||
| Sources of Formal Individual Power | 400 | ||
| ETHICS IN ACTION: New York City Taxi Drivers Make a Fast Buck | 401 | ||
| Sources of Informal Individual Power | 402 | ||
| YOU’RE THE MANAGEMENT EXPERT: Identifying Who Has Power | 403 | ||
| Sources of Functional and Divisional Power | 403 | ||
| Ability to Control Uncertain Contingencies | 403 | ||
| Irreplacability | 404 | ||
| Centrality | 404 | ||
| ETHICS IN ACTION: Two Judges Use Their Power and Control Over Their Courts to Corrupt Them | 404 | ||
| Ability to Control and Generate Resources | 405 | ||
| Organizational Politics: The Use of Power | 406 | ||
| Tactics for Increasing Individual Power | 406 | ||
| OB TODAY: Bob Iger Uses His Political Skills to Change Walt Disney | 408 | ||
| Managing Organizational Politics | 409 | ||
| GLOBAL VIEW: Mining Companies Act Tough in Australia | 410 | ||
| What Is Organizational Conflict? | 410 | ||
| Sources of Organizational Conflict | 411 | ||
| Differentiation | 411 | ||
| Task Relationships | 412 | ||
| Scarcity of Resources | 412 | ||
| Pondy’s Model of Organizational Conflict | 412 | ||
| Latent Conflict | 412 | ||
| Perceived Conflict | 413 | ||
| Felt Conflict | 413 | ||
| OB TODAY: Manifest Conflict Erupts Between eBay and Its Sellers | 413 | ||
| Manifest Conflict | 414 | ||
| Conflict Aftermath | 415 | ||
| OB TODAY: When Partners Battle for Control of Their Company | 416 | ||
| Negotiation: Resolving Confiict | 417 | ||
| Individual-Level Conflict Management | 418 | ||
| Group-Level Conflict Management | 418 | ||
| Promoting Compromise | 420 | ||
| SUMMARY | 421 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 422 | ||
| CLOSING CASE: Mixing Business and Family Causes Conflict | 425 | ||
| Chapter 14 Communicating Effectively in Organizations | 426 | ||
| Opening Case: Toyota Is Accused of Being a Poor Communicator | 427 | ||
| Overview | 428 | ||
| What Is Communication? | 428 | ||
| The Functions of Communication | 429 | ||
| ETHICS IN ACTION: A Peanut Company’s Use of Communication Causes Many Problems | 432 | ||
| Communication Networks in Organizations | 433 | ||
| The Communication Process | 435 | ||
| The Sender and the Message | 435 | ||
| Encoding | 436 | ||
| The Medium | 437 | ||
| The Receiver: Decoding and the Feedback Loop | 439 | ||
| Barriers to Effective Communication | 439 | ||
| Filtering and Information Distortion | 440 | ||
| OB TODAY: Why Communication Is Vital on an Airliner | 440 | ||
| Poor Listening | 442 | ||
| OB TODAY: The Consequences of Poor Listening Skills | 442 | ||
| Lack of or Inappropriate Feedback | 443 | ||
| Rumors and the Grapevine | 443 | ||
| Workforce Diversity | 443 | ||
| Differences in Cross-cultural Linguistic Styles | 444 | ||
| GLOBAL VIEW: Honda and Foxconn Have a Communication Problem in China | 444 | ||
| Selecting an Appropriate Communication Medium | 445 | ||
| Information Richness | 445 | ||
| OB TODAY: Telemarketing Turns-Off Customers | 447 | ||
| Trade-Offs in the Choice of Media | 448 | ||
| Using Advanced IT | 448 | ||
| Persuasive Communication | 449 | ||
| YOU’RE THE MANAGEMENT EXPERT: How to Speed Product Development | 450 | ||
| A Model of Persuasive Communication | 450 | ||
| OB TODAY: A Failure in Communication | 452 | ||
| Communication in Crisis Situations | 453 | ||
| SUMMARY | 454 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 455 | ||
| CLOSING CASE: How Chrysler’s Tom Lasorda Learned How to Talk to Employees | 459 | ||
| Chapter 15 Decision Making and Organizational Learning | 460 | ||
| Opening Case: Mattel Wins the War in Toyland | 461 | ||
| Overview | 462 | ||
| Types of Decisions | 462 | ||
| Nonprogrammed Decisions | 463 | ||
| OB TODAY: Steve Jobs’s and Apple’s Engineers Excel at Nonprogrammed Decision Making | 464 | ||
| Programmed Decisions | 465 | ||
| Ethical Decision Making | 466 | ||
| ETHICS IN ACTION: Guidant’s Major Ethical Lapse | 467 | ||
| The Decision-Making Process | 468 | ||
| The Classical Model of Decision Making | 468 | ||
| March and Simon’s Administrative Model of Decision Making | 469 | ||
| Sources of Error in Decision Making | 470 | ||
| Heuristics and Their Effects | 471 | ||
| Escalation of Commitment | 472 | ||
| The Role of Information Technology | 473 | ||
| GLOBAL VIEW: SAP’s ERP System | 474 | ||
| Group Decision Making | 475 | ||
| Advantages of Group Decision Making | 475 | ||
| Disadvantages of Group Decision Making | 476 | ||
| Other Consequences of Group Decision Making | 478 | ||
| Decision Making in Crisis Situations | 479 | ||
| YOU’RE THE MANAGEMENT EXPERT: Solving Competition Between Teams | 479 | ||
| Group Decision-Making Techniques | 480 | ||
| Brainstorming | 480 | ||
| The Nominal Group Technique | 481 | ||
| The Delphi Technique | 481 | ||
| Group Decision-Making Techniques Used in Total Quality Management | 481 | ||
| OB TODAY: How Plexus Decided It Could Make Flexible Manufacturing Pay Off | 482 | ||
| Organizational Learning | 483 | ||
| Types of Organizational Learning | 484 | ||
| OB TODAY: IDEO Helps Organizations “Learn How to Learn” | 484 | ||
| Principles of Organizational Learning | 485 | ||
| OB TODAY: How to Create a Learning Organization | 487 | ||
| Leadership and Learning | 488 | ||
| SUMMARY | 488 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 489 | ||
| CLOSING CASE: Turnaround Decision Making at Liz Claiborne | 492 | ||
| PART 3 ORGANIZATIONAL PROCESSES | 494 | ||
| Chapter 16 Organizational Design and Structure | 494 | ||
| Opening Case: Avon Reorganizes Its Global Structure | 495 | ||
| Overview | 496 | ||
| Designing Organizational Structure | 496 | ||
| The Organizational Environment | 497 | ||
| Technology | 497 | ||
| Human Resources and the Employment Relationship | 499 | ||
| Organic and Mechanistic Structures | 499 | ||
| Grouping Jobs into Functions and Divisions | 500 | ||
| YOU’RE THE MANAGEMENT EXPERT: Which Work System Is the Best? | 500 | ||
| Functional Structure | 501 | ||
| Divisional Structures: Product, Market, and Geographic | 502 | ||
| OB TODAY: Why the Houston ISD Changed to a Market Structure | 503 | ||
| Advantages of a Divisional Structure | 504 | ||
| Disadvantages of a Divisional Structure | 505 | ||
| Matrix Structure | 506 | ||
| Summary | 507 | ||
| Coordinating Functions and Divisions | 507 | ||
| Allocating Authority | 507 | ||
| OB TODAY: Caterpillar Gets Leaner and More Focused | 510 | ||
| OB TODAY: To Centralize or Decentralize—That Is the Question | 511 | ||
| Mutual Adjustment and Integrating Mechanisms | 512 | ||
| GLOBAL VIEW: A Product Team Structure Can “Insure” High Performance | 514 | ||
| Standardization | 515 | ||
| New IT-Enabled Forms of Organizational Design and Structure | 517 | ||
| The Effects of IT Inside Organizations | 517 | ||
| GLOBAL VIEW: IBM and Accenture Create “Virtual” Organizations | 518 | ||
| The Effects of IT Between Organizations | 519 | ||
| SUMMARY | 520 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 520 | ||
| CLOSING CASE: Home Depot’s Military-Style Structure | 524 | ||
| Chapter 17 Organizational Culture and Ethical Behavior | 526 | ||
| Opening Case: How a New CEO Transformed Ford’s Culture | 527 | ||
| Overview | 528 | ||
| What Is Organizational Culture? | 528 | ||
| How Is an Organization’s Culture Transmitted to Its Members? | 530 | ||
| Socialization and Socialization Tactics | 530 | ||
| Stories, Ceremonies, and Organizational Language | 531 | ||
| OB TODAY: UPS and Walmart Know How to Build Persuasive Cultures | 533 | ||
| YOU’RE THE MANAGEMENT EXPERT: A Culture of Cleanliness | 534 | ||
| Factors Shaping Organizational Culture | 535 | ||
| Characteristics of People Within the Organization | 535 | ||
| Organizational Ethics | 536 | ||
| ETHICS IN ACTION: Apple: Do You Protect Your Products or the Workers Who Assemble Them? | 537 | ||
| The Employment Relationship | 539 | ||
| OB TODAY: How Making Employees Owners Can Change Organizational Culture | 540 | ||
| Organizational Structure | 541 | ||
| Adaptive Cultures versus Inert Cultures | 541 | ||
| OB TODAY: How Google’s Founders Created a Groovy Culture | 542 | ||
| Traits of Strong, Adaptive Corporate Cultures | 543 | ||
| Values from the National Culture | 544 | ||
| Hofstede’s Model of National Culture | 545 | ||
| Creating an Ethical Culture | 548 | ||
| Why Does Unethical Behavior Occur? | 549 | ||
| ETHICS IN ACTION: Jim McCormick’s ADE-51 “Bomb Detector” | 550 | ||
| Ways to Create an Ethical Culture | 550 | ||
| GLOBAL VIEW: Everything Is NotComing Up Roses | 551 | ||
| SUMMARY | 552 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 553 | ||
| CLOSING CASE: Why 3M Has an Innovative Culture | 555 | ||
| Chapter 18 Organizational Change and Development | 556 | ||
| Opening Case: Dell Struggles to Regain Its Leadership | 557 | ||
| Overview | 558 | ||
| Forces for and Resistance to Organization Change | 559 | ||
| Forces for Change | 559 | ||
| ETHICS IN ACTION: Outsourcing and Sweatshops: Do They Go Hand in Hand? | 561 | ||
| Impediments to Change | 562 | ||
| Organization-Level Resistance to Change | 563 | ||
| Group-Level Resistance to Change | 564 | ||
| Individual-Level Resistance to Change | 564 | ||
| Lewin’s Force-Field Theory of Change | 564 | ||
| Evolutionary and Revolutionary Change in Organizations | 565 | ||
| Evolutionary Change I: Sociotechnical Systems Theory | 565 | ||
| Evolutionary Change II: Total Quality Management | 566 | ||
| OB TODAY: Starwood’s Work to Satisfy Its Customers | 567 | ||
| Revolutionary Change I: Reengineering | 568 | ||
| OB TODAY: Hallmark Card Wakes Up | 569 | ||
| Revolutionary Change II: Restructuring | 570 | ||
| Revolutionary Change III: Innovation | 571 | ||
| Managing Change: Action Research | 572 | ||
| Diagnosis of the Organization | 573 | ||
| Determining the Desired Future State | 573 | ||
| Implementing Action | 573 | ||
| Evaluating the Action | 574 | ||
| YOU’RE THE MANAGEMENT EXPERT: Bringing Change to a Restaurant | 575 | ||
| Institutionalizing Action Research | 575 | ||
| Organization Development | 576 | ||
| OD Techniques to Deal with Resistance to Change | 576 | ||
| OB TODAY: Crisis After Crisis Seem to Plague BP | 577 | ||
| OD Techniques to Promote Change | 578 | ||
| SUMMARY | 581 | ||
| EXERCISES IN UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR | 582 | ||
| CLOSING CASE: How United Technologies Manages the Change Process | 585 | ||
| Appendix: Research Methods in Organizational Behavior | 586 | ||
| Glossary | 592 | ||
| A | 592 | ||
| B | 592 | ||
| C | 592 | ||
| D | 593 | ||
| E | 593 | ||
| F | 594 | ||
| G | 594 | ||
| H | 594 | ||
| I | 594 | ||
| J | 595 | ||
| K | 595 | ||
| L | 595 | ||
| M | 596 | ||
| N | 596 | ||
| O | 596 | ||
| P | 597 | ||
| Q | 598 | ||
| R | 598 | ||
| S | 598 | ||
| T | 599 | ||
| U | 600 | ||
| V | 600 | ||
| W | 600 | ||
| References | 601 | ||
| Name Index | 650 | ||
| A | 650 | ||
| B | 650 | ||
| C | 650 | ||
| D | 651 | ||
| E | 651 | ||
| F | 652 | ||
| G | 652 | ||
| H | 652 | ||
| I | 653 | ||
| J | 653 | ||
| K | 653 | ||
| L | 653 | ||
| M | 654 | ||
| N | 655 | ||
| O | 655 | ||
| P | 655 | ||
| Q | 655 | ||
| R | 655 | ||
| S | 656 | ||
| T | 656 | ||
| U | 657 | ||
| V | 657 | ||
| W | 657 | ||
| Y | 657 | ||
| Z | 657 | ||
| Company Index | 658 | ||
| A | 658 | ||
| B | 658 | ||
| C | 658 | ||
| D | 658 | ||
| E | 658 | ||
| F | 658 | ||
| G | 658 | ||
| H | 658 | ||
| I | 658 | ||
| J | 658 | ||
| K | 658 | ||
| L | 658 | ||
| M | 658 | ||
| N | 659 | ||
| O | 659 | ||
| P | 659 | ||
| Q | 659 | ||
| R | 659 | ||
| S | 659 | ||
| T | 659 | ||
| U | 659 | ||
| V | 659 | ||
| W | 659 | ||
| X | 659 | ||
| Y | 659 | ||
| Z | 659 | ||
| Subject Index | 660 |