| Preface |
|
xxiii | |
|
Part 1 Introduction to Organizational Behavior |
|
|
1 | (70) |
|
Chapter 1 The Field of Organizational Behavior |
|
|
1 | (34) |
|
Preview Case The Talented Chief of Taleo |
|
|
2 | (1) |
|
Organizational Behavior: Its Basic Nature |
|
|
3 | (1) |
|
What Is the Field of Organizational Behavior All About? |
|
|
3 | (3) |
|
Why Is It Important to Know About OB? |
|
|
6 | (1) |
|
What Are the Field's Fundamental Assumptions? |
|
|
7 | (2) |
|
OB Recognizes the Dynamic Nature of Organizations |
|
|
7 | (1) |
|
OB Assumes There Is No "One Best" Approach |
|
|
8 | (1) |
|
OB Then and Now: A Capsule History |
|
|
9 | (1) |
|
The Early Days: Scientific Management and the Hawthorne Studies |
|
|
9 | (1) |
|
Classical Organizational Theory |
|
|
10 | (1) |
|
Late Twentieth Century: Organizational Behavior as a Social Science |
|
|
11 | (2) |
|
OB in Today's Infotech Age |
|
|
12 | (1) |
|
OB Responds to the Rise of Globalization and Diversity |
|
|
13 | (1) |
|
International Business and the Global Economy |
|
|
13 | (3) |
|
The Shifting Demographics of the Workforce: Trends Toward Diversity |
|
|
16 | (4) |
|
OB Responds to Advances in Technology |
|
|
19 | (1) |
|
Leaner Organizations: Downsizing and Outsourcing |
|
|
20 | (1) |
|
|
|
21 | (1) |
|
Telecommuting: Going to Work Without Leaving Home |
|
|
21 | (2) |
|
OB Is Responsive to People's Changing Expectations |
|
|
23 | (1) |
|
Employees and Employers Desire Engagement |
|
|
23 | (1) |
|
In Search of Flexibility: Responding to Needs of Employees |
|
|
24 | (6) |
|
Summary and Review of Learning Objectives |
|
|
30 | (1) |
|
|
|
31 | (1) |
|
|
|
31 | (3) |
|
|
|
34 | (1) |
|
Case in Point Floyd's Barbershop: A Cut Above the Rest |
|
|
34 | |
|
Special Sections Today's Diverse and Global Organizations What's in a Name? It Depends Where You Live |
|
|
16 | (7) |
|
OB In Practice Telecommuting as a Business Continuity Strategy |
|
|
23 | (6) |
|
The Ethics Angle Are I-Deals Unfair? |
|
|
29 | (6) |
|
Chapter 2 Organizational Justice, Ethics, and Corporate Social Responsibility |
|
|
35 | (36) |
|
Preview Case A Huge Day's Pay for a Seriously Bad Day's Work |
|
|
36 | (1) |
|
Organizational Justice: Fairness Matters |
|
|
37 | (1) |
|
Two Important Points to Keep in Mind |
|
|
37 | (1) |
|
Forms of Organizational Justice and Their Effects |
|
|
38 | (3) |
|
A Neurological Basis for Responses to Injustice |
|
|
41 | (1) |
|
Strategies for Promoting Organizational Justice |
|
|
42 | (1) |
|
Pay Workers What They Deserve |
|
|
42 | (1) |
|
|
|
43 | (1) |
|
Explain Decisions Thoroughly and in a Manner Demonstrating Dignity and Respect |
|
|
44 | (1) |
|
|
|
44 | (3) |
|
Ethical Behavior in Organizations: Its Fundamental Nature |
|
|
47 | (1) |
|
What Do We Mean by Ethics? |
|
|
48 | (2) |
|
|
|
50 | (1) |
|
Why Do Some People Behave Unethically, at Least Sometimes---and What Can Be Done About It? |
|
|
51 | (1) |
|
Individual Differences in Cognitive Moral Development |
|
|
52 | (1) |
|
Situational Determinants of Unethical Behavior |
|
|
53 | (3) |
|
Using Corporate Ethics Programs to Promote Ethical Behavior |
|
|
56 | (1) |
|
Components of Corporate Ethics Programs |
|
|
56 | (2) |
|
The Effectiveness of Corporate Ethics Programs |
|
|
58 | (1) |
|
Ethics in the International Arena |
|
|
58 | (1) |
|
Ethical Relativism and Ethical Imperialism: Two Extreme Positions |
|
|
58 | (1) |
|
Three Guiding Principles of Global Ethics |
|
|
59 | (1) |
|
Beyond Ethics: Corporate Social Responsibility |
|
|
60 | (1) |
|
What Is Corporate Social Responsibility? |
|
|
61 | (1) |
|
Forms of Socially Responsible Behavior |
|
|
62 | (1) |
|
Profitability and Social Responsibility: The Virtuous Circle |
|
|
63 | (2) |
|
Summary and Review of Learning Objectives |
|
|
65 | (1) |
|
|
|
66 | (1) |
|
|
|
67 | (2) |
|
|
|
69 | |
|
Case in Point HP = Hidden Pretexting? What Did in Dunn? |
|
|
69 | |
|
Special Sections The Ethics Angle Making A Business Case for Ethical Behavior |
|
|
49 | (8) |
|
OB In Practice Using Ethics Audits to Monitor the Triple Bottom Line |
|
|
57 | (7) |
|
Today's Diverse and Global Organizations Starbucks and Dell Advance the Interests of Women |
|
|
64 | (6) |
|
Video Cases Global Business at KPMG |
|
|
70 | (1) |
|
Social Responsibility at Terra Cycle |
|
|
70 | (1) |
|
|
|
70 | (1) |
|
Part 2 Basic Human Processes |
|
|
71 | (105) |
|
Chapter 3 Perception and Learning: Understanding and Adapting to the Work Environment |
|
|
71 | (38) |
|
Preview Case A "Taylor-Made" Enterprise |
|
|
72 | (1) |
|
Social Perception and Social Identity: Understanding Others and Ourselves |
|
|
73 | (1) |
|
Social Perception: What Are Others Like? |
|
|
73 | (1) |
|
Social Identity: Who Am I? |
|
|
73 | (2) |
|
The Attribution Process: Judging the Causes of Others' Behavior |
|
|
75 | (1) |
|
Making Correspondent Inferences: Using Acts to Judge Dispositions |
|
|
76 | (1) |
|
Causal Attribution of Responsibility: Answering the Question "Why?" |
|
|
77 | (1) |
|
Perceptual Biases: Systematic Errors in Perceiving Others |
|
|
78 | (1) |
|
The Fundamental Attribution Error |
|
|
79 | (1) |
|
The Halo Effect: Keeping Perceptions Consistent |
|
|
79 | (1) |
|
The Similar-to-Me Effect: "If You're Like Me, You Must Be Pretty Good" |
|
|
80 | (1) |
|
Selective Perception: Focusing on Some Things While Ignoring Others |
|
|
81 | (1) |
|
First-Impression Error: Confirming One's Expectations |
|
|
81 | (1) |
|
Self-Fulfilling Prophecies: The Pygmalion Effect and the Golem Effect |
|
|
81 | (3) |
|
Stereotyping: Fitting People into Categories |
|
|
84 | (1) |
|
Why Do We Rely on Stereotypes? |
|
|
84 | (1) |
|
The Dangers of Using Stereotypes in Organizations |
|
|
84 | (2) |
|
Perceiving Others: Organizational Applications |
|
|
86 | (1) |
|
Employment Interviews: Managing Impressions to Prospective Employers |
|
|
86 | (3) |
|
Performance Appraisal: Formal Judgments About Job Performance |
|
|
89 | (1) |
|
Learning: Adapting to the World Around Us |
|
|
90 | (1) |
|
Operant Conditioning: Learning Through Rewards and Punishments |
|
|
91 | (2) |
|
Observational Learning: Learning by Imitating Others |
|
|
93 | (1) |
|
Training: Learning and Developing Job Skills |
|
|
94 | (1) |
|
Varieties of Training Methods |
|
|
94 | (3) |
|
Principles of Learning: Keys to Effective Training |
|
|
97 | (3) |
|
Organizational Practices Using Reward and Punishment |
|
|
100 | (1) |
|
Organizational Behavior Management |
|
|
100 | (1) |
|
Discipline: Eliminating Undesirable Organizational Behaviors |
|
|
101 | (2) |
|
Summary and Review of Learning Objectives |
|
|
103 | (2) |
|
|
|
105 | (1) |
|
|
|
105 | (2) |
|
|
|
107 | |
|
Case in Point Smiling. Might Not Be Such a Safe Way to Treat Safeway Customers |
|
|
108 | |
|
Special Sections OB In Practice A Creative Approach to Avoiding Stereotyping |
|
|
87 | (3) |
|
Today's Diverse and Global Organizations Performance Evaluations in the United States and Japan |
|
|
90 | (19) |
|
The Ethics Angle Principles for Using Discipline Fairly---and Effectively, Too |
|
|
102 | (7) |
|
Chapter 4 Individual Differences: Personality, Skills, and Abilities |
|
|
109 | (34) |
|
Preview Case Kenneth Chenault: An American Success at American Express |
|
|
110 | (1) |
|
Personality: Its Basic Nature |
|
|
111 | (1) |
|
|
|
111 | (1) |
|
Personality and Situations: The Interactionist Approach |
|
|
112 | (2) |
|
How Is Personality Measured? |
|
|
114 | (3) |
|
Do Organizations Have Personalities Too? |
|
|
117 | (1) |
|
Major Work-Related Aspects of Personality: The "Big Five," Positive Versus Negative Affectivity, and Core Self-Evaluations |
|
|
118 | (1) |
|
The Big Five Dimensions of Personality: Our Most Fundamental Traits |
|
|
118 | (3) |
|
Positive and Negative Affectivity: Tendencies Toward Feeling Good or Bad |
|
|
121 | (1) |
|
Core Self-Evaluations: How Do We Think of Ourselves? |
|
|
122 | (2) |
|
Additional Work-Related Aspects of Personality |
|
|
124 | (1) |
|
Machiavellianism: Using Others to Get Ahead |
|
|
124 | (1) |
|
Achievement Motivation: The Quest for Excellence |
|
|
125 | (3) |
|
Morning Persons and Evening Persons |
|
|
128 | (2) |
|
Abilities and Skills: Having What It Takes to Succeed |
|
|
130 | (1) |
|
Intelligence: Three Major Types |
|
|
130 | (4) |
|
Physical Abilities: Capacity to Do the Job |
|
|
134 | (1) |
|
Social Skills: Interacting Effectively with Others |
|
|
135 | (2) |
|
Summary and Review of Learning Objectives |
|
|
137 | (1) |
|
|
|
138 | (1) |
|
|
|
138 | (3) |
|
|
|
141 | |
|
Case in Point Howard Schultz: The Personality Behind Starbucks |
|
|
141 | |
|
|
|
|
OB In Practice Boosting Employees' Self-Efficacy |
|
|
123 | (6) |
|
Today's Diverse and Global Organizations Achievement Motivation and Economic Growth Around the World |
|
|
129 | (14) |
|
The Ethics Angle Are IQ Tests Inherently Unethical? |
|
|
132 | (11) |
|
Chapter 5 Coping with Organizational Life: Emotions and Stress |
|
|
143 | (33) |
|
Preview Case Stressing Stress-Free Jobs at Kaiser Permanente |
|
|
144 | (1) |
|
Understanding Emotions and Mood |
|
|
145 | (1) |
|
|
|
145 | (1) |
|
|
|
145 | (2) |
|
|
|
147 | (2) |
|
The Role of Emotions and Mood in Organizations |
|
|
149 | (1) |
|
Are Happier People More Successful on Their Jobs? |
|
|
149 | (1) |
|
Why Are Happier Workers More Successful? |
|
|
149 | (2) |
|
|
|
151 | (2) |
|
Managing Emotions in Organizations |
|
|
153 | (1) |
|
|
|
153 | (1) |
|
Controlling Anger (Before It Controls You) |
|
|
154 | (1) |
|
The Basic Nature of Stress |
|
|
155 | (1) |
|
Stressors in Organizations |
|
|
156 | (1) |
|
The Cognitive Appraisal Process |
|
|
157 | (1) |
|
Bodily Responses to Stressors |
|
|
158 | (2) |
|
Major Causes of Stress in the Workplace |
|
|
160 | (1) |
|
|
|
160 | (1) |
|
Conflict Between Work and Nonwork |
|
|
160 | (1) |
|
Sexual Harassment: A Pervasive Problem in Work Settings |
|
|
161 | (1) |
|
Role Ambiguity: Stress from Uncertainty |
|
|
162 | (1) |
|
|
|
163 | (1) |
|
Responsibility for Others: A Heavy Burden |
|
|
163 | (1) |
|
Lack of Social Support: The Costs of Isolation |
|
|
163 | (1) |
|
Adverse Effects of Organizational Stress |
|
|
164 | (1) |
|
Lowered Task Performance---But Only Sometimes |
|
|
164 | (1) |
|
|
|
165 | (1) |
|
Stress and Health: The Silent Killer |
|
|
165 | (2) |
|
Reducing Stress: What Can Be Done? |
|
|
167 | (1) |
|
Employee Assistance Programs and Stress Management Programs |
|
|
167 | (1) |
|
|
|
167 | (1) |
|
|
|
168 | (2) |
|
Summary and Review of Learning Objectives |
|
|
170 | (1) |
|
|
|
171 | (1) |
|
|
|
172 | (1) |
|
|
|
173 | |
|
Case in Point A Basketball Court Judge Faces a Federal Court Judge |
|
|
173 | |
|
Special Sections OB In Practice Managing Anger in the Workplace |
|
|
155 | (11) |
|
Today's Diverse and Global Organizations Do Women and Men Respond Differently to Stress? |
|
|
166 | (8) |
|
The Ethics Angle Companies and Employee Health: An Invitation for Big Brother? |
|
|
169 | (5) |
|
Video Cases Training and Development |
|
|
174 | (1) |
|
|
|
174 | (2) |
|
Part 3 The Individual in the Organization |
|
|
176 | (73) |
|
Chapter 6 Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment |
|
|
176 | (36) |
|
Preview Case Madison Avenue Welcomes Disabled Athletes |
|
|
177 | (1) |
|
Attitudes: What are They? |
|
|
177 | (1) |
|
|
|
178 | (1) |
|
Three Essential Components of Attitudes |
|
|
178 | (1) |
|
Prejudice and Discrimination: Negative Attitudes and Behavior Toward Others |
|
|
179 | (1) |
|
The Challenges of Organizational Demography |
|
|
179 | (1) |
|
Anatomy of Prejudice: Some Basic Distinctions |
|
|
180 | (1) |
|
Everyone Can Be a Victim of Prejudice and Discrimination |
|
|
181 | (4) |
|
Strategies for Overcoming Workplace Prejudice: Managing a Diverse Workforce |
|
|
185 | (1) |
|
|
|
185 | (1) |
|
Diversity Management: Orientation and Rationale |
|
|
186 | (1) |
|
Diversity Management: What are Companies Doing? |
|
|
187 | (3) |
|
Job Satisfaction: Its Nature and Major Theories |
|
|
190 | (1) |
|
The Nature of Job Satisfaction: Fundamental Issues |
|
|
190 | (2) |
|
The Dispositional Model of Job Satisfaction |
|
|
192 | (1) |
|
Value Theory of Job Satisfaction |
|
|
193 | (1) |
|
Social Information Processing Model |
|
|
193 | (1) |
|
Consequences of Job Dissatisfaction---and Ways to Reduce Them |
|
|
194 | (1) |
|
Employee Withdrawal: Voluntary Turnover and Absenteeism |
|
|
194 | (4) |
|
Job Performance: Are Dissatisfied Employees Poor Performers? |
|
|
198 | (1) |
|
Job Satisfaction and Injuries: Are Happy Workers Safe Workers? |
|
|
199 | (1) |
|
Job Satisfaction and Life Satisfaction |
|
|
200 | (1) |
|
Organizational Commitment: Attitudes Toward Companies |
|
|
201 | (1) |
|
Varieties of Organizational Commitment |
|
|
202 | (1) |
|
Why Strive for an Affectively Committed Workforce? |
|
|
203 | (3) |
|
How to Promote Affective Commitment |
|
|
206 | (1) |
|
Summary and Review of Learning Objectives |
|
|
207 | (1) |
|
|
|
208 | (1) |
|
|
|
208 | (2) |
|
|
|
210 | |
|
Case in Point Domino's Pizza Takes a Bite Out of Turnover |
|
|
210 | |
|
|
|
|
OB In Practice How the "Good Hands People" Use Diversity as a Competitive Weapon |
|
|
190 | (11) |
|
The Ethics Angle Promoting Job Satisfaction by Treating People Ethically |
|
|
201 | (4) |
|
Today's Diverse and Global Organizations Does Absenteeism Mean the Same Thing in Canada and China? |
|
|
205 | (7) |
|
Chapter 7 Motivation in Organizations |
|
|
212 | (37) |
|
Preview Case Costco: Doing Something Right |
|
|
213 | (1) |
|
Motivation in Organizations: Its Basic Nature |
|
|
214 | (1) |
|
|
|
214 | (1) |
|
Three Key Points About Motivation |
|
|
215 | (1) |
|
Motivating by Enhancing Fit with an Organization |
|
|
216 | (1) |
|
Motivational Traits and Skills |
|
|
217 | (1) |
|
Organizational Factors: Enhancing Motivational Rt |
|
|
217 | (1) |
|
Motivating by Setting Goals |
|
|
218 | (1) |
|
|
|
218 | (2) |
|
Guidelines for Setting Effective Performance Goals |
|
|
220 | (4) |
|
Motivating by Being Equitable |
|
|
224 | (1) |
|
Equity Theory: Balancing Outcomes and Inputs |
|
|
224 | (4) |
|
Managerial Implications of Equity Theory |
|
|
228 | (2) |
|
Motivating by Altering Expectations |
|
|
230 | (1) |
|
Basic Elements of Expectancy Theory |
|
|
230 | (3) |
|
Putting Expectancy Theory to Work: Key Managerial Implications |
|
|
233 | (3) |
|
Motivating by Structuring Jobs to Make Them Interesting |
|
|
236 | (1) |
|
Job Enlargement and Job Enrichment |
|
|
236 | (2) |
|
The Job Characteristics Model |
|
|
238 | (2) |
|
Designing Jobs That Motivate: Managerial Guidelines |
|
|
240 | (3) |
|
Summary and Review of Learning Objectives |
|
|
243 | (1) |
|
|
|
244 | (1) |
|
|
|
244 | (2) |
|
|
|
246 | (2) |
|
Case in Point Google: Searching for a Better Way to Work |
|
|
246 | |
|
Special Sections Today's Diverse and Global Organizations Inequity in Housework: Comparing Married Women and Men |
|
|
228 | (7) |
|
The Ethics Angle Should Doctors Be Paid for Their Performance? |
|
|
235 | (4) |
|
OB In Practice Autonomy Is Not Music to the Maestro's Ears |
|
|
239 | (8) |
|
Video Cases Diversity at KPMG |
|
|
247 | (1) |
|
Motivating Employees at KPMG |
|
|
248 | (1) |
|
|
|
249 | (164) |
|
Chapter 8 Group Dynamics and Work Teams |
|
|
249 | (41) |
|
Preview Case Making a "Better Place" One Electric Vehicle at a Time |
|
|
250 | (1) |
|
Groups at Work: Their Basic Nature |
|
|
251 | (1) |
|
|
|
251 | (2) |
|
What Types of Groups Exist? |
|
|
253 | (1) |
|
Why Do People Join Groups? |
|
|
254 | (1) |
|
|
|
255 | (1) |
|
The Five-Stage Model of Group Formation |
|
|
255 | (1) |
|
The Punctuated-Equilibrium Model |
|
|
256 | (1) |
|
The Structural Dynamics of Work Groups |
|
|
257 | (1) |
|
|
|
257 | (2) |
|
Norms: A Group's Unspoken Rules |
|
|
259 | (1) |
|
Status: The Prestige of Group Membership |
|
|
260 | (1) |
|
Cohesiveness: Getting the Team Spirit |
|
|
261 | (1) |
|
Individual Performance in Groups |
|
|
262 | (1) |
|
Social Facilitation: Working in the Presence of Others |
|
|
262 | (2) |
|
Social Loafing: "Free Riding" When Working with Others |
|
|
264 | (3) |
|
Teams: Special Kinds of Groups |
|
|
267 | (1) |
|
Defining Teams and Distinguishing Them from Groups |
|
|
267 | (2) |
|
|
|
269 | (4) |
|
Creating and Developing Teams: A Four-Stage Process |
|
|
273 | (1) |
|
Effective Team Performance |
|
|
274 | (1) |
|
How Successful Are Teams? |
|
|
275 | (1) |
|
Potential Obstacles to Success: Why Some Teams Fail |
|
|
275 | (1) |
|
Developing Successful Teams |
|
|
276 | (1) |
|
Compensate Team Performance |
|
|
276 | (2) |
|
Recognize the Role of Team Leaders |
|
|
278 | (1) |
|
Communicate the Urgency of the Team's Mission |
|
|
279 | (1) |
|
Train Members in Team Skills |
|
|
279 | (3) |
|
Promote Cooperation Within and Between Teams |
|
|
282 | (1) |
|
Select Team Members Based on Their Skills or Potential Skills |
|
|
283 | (1) |
|
A Cautionary Note: Developing Successful Teams Requires Patience |
|
|
284 | (1) |
|
Summary and Review of Learning Objectives |
|
|
285 | (1) |
|
|
|
286 | (1) |
|
|
|
286 | (2) |
|
|
|
288 | |
|
Case in Point Inside the Peloton: Social Dynamics of the Tour de France |
|
|
288 | |
|
Special Sections Today's Diverse and Global Organizations Is Social Loafing Universal Phenomenon? |
|
|
266 | (12) |
|
The Ethics Angle Fairness in Teams: What Are Members Looking For? |
|
|
278 | (5) |
|
In Practice Making Cross-National Team Successful |
|
|
283 | (7) |
|
Chapter 9 Communication in Organizations |
|
|
290 | (42) |
|
Preview Case Reducing Interruptions High-Tech Style at Microsoft and IBM |
|
|
291 | (2) |
|
Communication: Its Basic Nature |
|
|
293 | (1) |
|
Defining Communication and Describing the Process |
|
|
293 | (1) |
|
Purposes and Levels of Organizational Communication |
|
|
294 | (2) |
|
Verbal and Nonverbal Communication: Messages With and Without Words |
|
|
296 | (1) |
|
|
|
297 | (1) |
|
Matching the Medium to the Message |
|
|
298 | (2) |
|
|
|
300 | (2) |
|
The Role of Technology: Computer-Mediated Communication |
|
|
302 | (1) |
|
Synchronous Communication: Video-Mediated Communication |
|
|
303 | (1) |
|
Asynchronous Communication: E-Mail and instant Messaging |
|
|
304 | (1) |
|
Does High-Tech Communication Dehumanize the Workplace? |
|
|
305 | (2) |
|
Formal Communication in Organizations |
|
|
307 | (1) |
|
Organizational Structure Influences Communication |
|
|
307 | (1) |
|
Downward Communication: From Supervisor to Subordinate |
|
|
308 | (1) |
|
Upward Communication: From Subordinate to Superior |
|
|
309 | (1) |
|
Lateral Communication: Coordinating Messages Among Peers |
|
|
310 | (1) |
|
Communicating Inside Versus Outside the Organization: Strategic Communication |
|
|
311 | (1) |
|
Informal Communication Networks: Behind the Organizational Chart |
|
|
312 | (1) |
|
Organizations' Hidden Pathways |
|
|
312 | (1) |
|
The Nature of the Grapevine |
|
|
313 | (1) |
|
Rumors and How to Combat Them |
|
|
314 | (2) |
|
Individual Differences in Communication |
|
|
316 | (1) |
|
Sex Differences in Communication: Do Women and Men Communicate Differently? |
|
|
316 | (1) |
|
Cross-Cultural Differences in Communication |
|
|
317 | (2) |
|
Improving Your Communication Skills |
|
|
319 | (1) |
|
|
|
319 | (1) |
|
Be Consistent in What You Say and Do |
|
|
320 | (1) |
|
Become an Active, Attentive Listener |
|
|
321 | (2) |
|
Gauge the Flow of Information: Avoiding Overload |
|
|
323 | (1) |
|
Give and Receive Feedback: Opening Channels of Communication |
|
|
324 | (1) |
|
Be a Supportive Communicator: Enhancing Relationships |
|
|
325 | (1) |
|
Summary and Review of Learning Objectives |
|
|
326 | (2) |
|
|
|
328 | (1) |
|
|
|
328 | (2) |
|
|
|
330 | |
|
Case in Point Home Depot's Extreme Communication Makeover |
|
|
331 | |
|
Special Sections OB In Practice The Downside of Communicating Layoffs Via E-Mail |
|
|
301 | (5) |
|
The Ethics Angle Should Employers Be Monitoring Employees' Computer Activities? |
|
|
306 | (12) |
|
Today's Diverse and Global Organizations Promoting Cross-Cultural Communication |
|
|
318 | (14) |
|
Chapter 10 Decision Making in Organizations |
|
|
332 | (42) |
|
Preview Case How Should We Handle the Tiger Affair? |
|
|
333 | (1) |
|
A General, Analytical Model of the Decision-Making Process |
|
|
334 | (1) |
|
|
|
334 | (2) |
|
|
|
336 | (1) |
|
|
|
336 | (1) |
|
The Broad Spectrum of Organizational Decisions |
|
|
337 | (1) |
|
Programmed Versus Nonprogrammed Decisions |
|
|
337 | (1) |
|
Certain Versus Uncertain Decisions |
|
|
338 | (3) |
|
Top-Down Versus Empowered Decisions |
|
|
341 | (1) |
|
Factors Affecting Decisions in Organizations |
|
|
342 | (1) |
|
Individual Differences in Decision Making |
|
|
342 | (3) |
|
Group Influences: A Matter of Trade-Offs |
|
|
345 | (2) |
|
Organizational Influences on Decision Making |
|
|
347 | (2) |
|
How Are Individual Decisions Made? |
|
|
349 | (1) |
|
The Rational-Economic Model: In Search of the Ideal Decision |
|
|
349 | (1) |
|
The Administrative Model: Acknowledging the Limits of Human Rationality |
|
|
349 | (1) |
|
Image Theory: An Intuitive Approach to Decision Making |
|
|
350 | (2) |
|
The Imperfect Nature of Individual Decisions |
|
|
352 | (1) |
|
|
|
353 | (2) |
|
|
|
355 | (1) |
|
The Inherently Biased Nature of Individual Decisions |
|
|
356 | (5) |
|
Group Decisions: Do Too Many Cooks Spoil the Broth? |
|
|
361 | (1) |
|
When Are Groups Superior to Individuals? |
|
|
361 | (1) |
|
When Are Individuals Superior to Groups? |
|
|
362 | (1) |
|
Techniques For Improving the Effectiveness of Decisions |
|
|
363 | (1) |
|
Training Individuals to Improve Group Performance |
|
|
363 | (1) |
|
Techniques for Enhancing Group Decisions |
|
|
364 | (3) |
|
Group Decision Support Systems |
|
|
367 | (1) |
|
Summary and Review of Learning Objectives |
|
|
368 | (2) |
|
|
|
370 | (1) |
|
|
|
370 | (2) |
|
|
|
372 | (2) |
|
Case in Point Coca-Cola: Deciding on the Look |
|
|
372 | |
|
Special Sections Today's Diverse and Global Organizations How Does National Culture Affect the Decision-Making Process? |
|
|
337 | (10) |
|
OB In Practice Strategies for Avoiding Groupthink |
|
|
347 | (4) |
|
The Ethics Angle Why Do People Make Unethical Decisions? Bad Apples, Bad Cases, and Bad Barrels |
|
|
351 | (23) |
|
Chapter 11 Interpersonal Behavior at Work: Conflict, Cooperation, Trust, and Deviance |
|
|
374 | (39) |
|
Preview Case Nascar: The Etiquette of Drafting |
|
|
375 | (1) |
|
Psychological Contracts and Trust: Building Blocks of Working Relationships |
|
|
376 | (1) |
|
Psychological Contracts: Our Expectations of Others |
|
|
376 | (3) |
|
Trust in Working Relationships |
|
|
379 | (4) |
|
Organizational Citizenship Behavior: Going Above and Beyond Formal Job Requirements |
|
|
383 | (1) |
|
|
|
383 | (1) |
|
|
|
384 | (1) |
|
|
|
384 | (2) |
|
Cooperation: Providing Mutual Assistance |
|
|
386 | (1) |
|
Cooperation Between Individuals |
|
|
386 | (3) |
|
Cooperation Between Organizations: Interorganizational Alliances |
|
|
389 | (2) |
|
Conflict: The Inevitable Result of Incompatible Interests |
|
|
391 | (1) |
|
|
|
391 | (1) |
|
|
|
391 | (2) |
|
|
|
393 | (1) |
|
Managing Conflict Through Negotiation |
|
|
393 | (2) |
|
Alternative Dispute Resolution |
|
|
395 | (1) |
|
Deviant Organizational Behavior |
|
|
396 | (1) |
|
Constructive and Destructive Workplace Deviance |
|
|
397 | (1) |
|
Whistle-Blowing: Constructive Workplace Deviance |
|
|
398 | (2) |
|
Cyberloafing: Deviant Behavior Goes High-Tech |
|
|
400 | (1) |
|
Workplace Aggression and Violence |
|
|
401 | (3) |
|
Abusive Supervision: Workplace Bullying |
|
|
404 | (1) |
|
|
|
405 | (2) |
|
Summary and Review of Learning Objectives |
|
|
407 | (1) |
|
|
|
408 | (1) |
|
|
|
408 | (2) |
|
|
|
410 | (1) |
|
Case in Point Southwest Airlines: Profits from People |
|
|
410 | |
|
Special Sections Today's Diverse and Global Organizations Psychological Contracts in China and the United States: Are They the Same |
|
|
379 | (7) |
|
OB In Practice How to Promote OCB |
|
|
386 | (8) |
|
The Ethics Angle The Benefits of Promoting Conflict |
|
|
394 | (17) |
|
Video Cases Effective Versus Ineffective Communication |
|
|
411 | (1) |
|
Groups and Teams at Kluster |
|
|
411 | (1) |
|
Technology and the Tools of Communication |
|
|
411 | (2) |
|
Part 5 Influencing Others |
|
|
413 | (66) |
|
Chapter 12 Power: Its Uses and Abuses in Organizations |
|
|
413 | (32) |
|
Preview Case Abuse of Power or "An Indiscriminate Jerk"? |
|
|
414 | (1) |
|
Influence: A Basic Organizational Process |
|
|
415 | (1) |
|
Tactics for Exerting Influence |
|
|
415 | (1) |
|
Can Managers Learn to Use Influence More Effectively? |
|
|
416 | (2) |
|
Individual Power: Sources and Uses |
|
|
418 | (1) |
|
Position Power: Influence That Comes with the Office |
|
|
418 | (1) |
|
Personal Power: Influence That Comes from the Individual |
|
|
419 | (1) |
|
How Is Individual Power Used? |
|
|
420 | (2) |
|
When Can Being Powerful Be a Liability? |
|
|
422 | (1) |
|
Empowerment: Sharing Power with Employees |
|
|
423 | (1) |
|
Do Employees Like Being Empowered? |
|
|
424 | (1) |
|
|
|
425 | (2) |
|
The Power of Organizational Groups |
|
|
427 | (1) |
|
The Resource-Dependency Model: Controlling Critical Resources |
|
|
427 | (2) |
|
The Strategic Contingencies Model: Power Through Dependence |
|
|
429 | (2) |
|
Sexual Harassment: A Serious Abuse of Power |
|
|
431 | (1) |
|
Nature and Scope of Sexual Harassment |
|
|
431 | (1) |
|
Managing Sexual Harassment in the Workplace: What to Do |
|
|
432 | (3) |
|
Organizational Politics: Selfish Uses of Power |
|
|
435 | (1) |
|
Forms of Political Behavior |
|
|
436 | (1) |
|
Why Does Political Behavior Occur? |
|
|
437 | (2) |
|
The Impact of Organizational Politics |
|
|
439 | (1) |
|
Summary and Review of Learning Objectives |
|
|
440 | (1) |
|
|
|
441 | (1) |
|
|
|
441 | (2) |
|
|
|
443 | |
|
Case in Point The Smith Brothers' Low-Key Approach to Organizational Power |
|
|
443 | |
|
Special Sections OB In Practice Cultivating Your Own Influence Skills |
|
|
417 | (9) |
|
Today's Diverse and Global Organizations Comparing Reactions to Empowerment in Four Different Nations |
|
|
426 | (19) |
|
The Ethics Angle Dispelling Myths about Sexual Harassment |
|
|
434 | (11) |
|
Chapter 13 Leadership in Organizations |
|
|
445 | (34) |
|
Preview Case The Woman Who Saved the Chicken Fajitas |
|
|
446 | (1) |
|
|
|
447 | (1) |
|
|
|
447 | (1) |
|
Important Characteristics of Leadership |
|
|
447 | (1) |
|
Leaders Versus Managers: A Key Distinction---At Least in Theory |
|
|
448 | (2) |
|
The Trait Approach to Leadership: Having the Right Stuff |
|
|
450 | (1) |
|
|
|
450 | (1) |
|
Transformational Leaders: Special People Who Make Things Happen |
|
|
451 | (4) |
|
Leadership Behavior: What Do Leaders Do? |
|
|
455 | (1) |
|
Participative Versus Autocratic Leadership Behaviors |
|
|
455 | (2) |
|
Person-Oriented Versus Production-Oriented Leaders |
|
|
457 | (1) |
|
Developing Successful Leader Behavior: Grid Training |
|
|
458 | (1) |
|
|
|
459 | (1) |
|
The Leader-Member Exchange (LMX) Model: The Importance of Being in the "In-Group" |
|
|
459 | (2) |
|
The Challenge of Leading Work Teams |
|
|
461 | (1) |
|
Contingency Theories of Leader Effectiveness |
|
|
462 | (1) |
|
LPC Contingency Theory: Matching Leaders and Tasks |
|
|
463 | (2) |
|
Situational Leadership Theory: Adjusting Leadership Style to the Situation |
|
|
465 | (1) |
|
Path-Goal Theory: Leaders as Guides to Valued Goals |
|
|
466 | (2) |
|
Leadership Development: Bringing Out the Leader Within You |
|
|
468 | (1) |
|
|
|
469 | (1) |
|
|
|
469 | (2) |
|
|
|
471 | (1) |
|
|
|
471 | (1) |
|
|
|
472 | (1) |
|
|
|
472 | (2) |
|
Summary and Review of Learning Objectives |
|
|
474 | (1) |
|
|
|
475 | (1) |
|
|
|
475 | (2) |
|
|
|
477 | |
|
Case in Point A New Era for Newark |
|
|
477 | |
|
|
|
|
OB In Practice Coaching Tips from Some of the Best |
|
|
467 | (3) |
|
Today's Diverse and Global Organizations Guanxi: Social Networking in China |
|
|
470 | (8) |
|
The Ethics Angle Using Leadership Development Techniques to Promote Authentic Leaders |
|
|
473 | (5) |
|
Video Cases Leadership at Kluster |
|
|
478 | (1) |
|
Decision Making at Insomnia Cookies |
|
|
478 | (1) |
|
Part 6 Organizational Processes |
|
|
479 | (109) |
|
Chapter 14 Organizational Culture, Creativity, and Innovation |
|
|
479 | (37) |
|
Preview Case Zipcar: Wheels on Demand |
|
|
480 | (1) |
|
Organizational Culture: Its Basic Nature |
|
|
481 | (1) |
|
Organizational Culture: A Definition |
|
|
481 | (1) |
|
Core Cultural Characteristics |
|
|
481 | (3) |
|
Strength of Organizational Culture: Strong and Weak |
|
|
484 | (1) |
|
Cultures Within Organizations: One or Many? |
|
|
484 | (1) |
|
The Role of Culture in Organizations |
|
|
484 | (1) |
|
Forms of Organizational Culture: The Competing Values Framework |
|
|
485 | (3) |
|
Creating, Transmitting and Changing Organizational Culture |
|
|
488 | (1) |
|
How Is Organizational Culture Created? |
|
|
488 | (1) |
|
Tools for Transmitting Culture |
|
|
489 | (3) |
|
Why and How Does Organizational Culture Change? |
|
|
492 | (4) |
|
Creativity in Individuals and Teams |
|
|
496 | (1) |
|
Components of Individual and Team Creativity |
|
|
496 | (2) |
|
A Model of the Creative Process |
|
|
498 | (1) |
|
Promoting Creativity in Organizations |
|
|
499 | (1) |
|
Training People to be Creative |
|
|
499 | (3) |
|
Developing Creative Work Environments |
|
|
502 | (2) |
|
The Process of Innovation |
|
|
504 | (1) |
|
Major Forms of Innovation |
|
|
504 | (2) |
|
|
|
506 | (1) |
|
Conditions Required for Innovation to Occur |
|
|
507 | (1) |
|
Stages of the Organizational Innovation Process |
|
|
507 | (3) |
|
Summary and Review of Learning Objectives |
|
|
510 | (2) |
|
|
|
512 | (1) |
|
|
|
512 | (2) |
|
|
|
514 | |
|
Case in Point Amazon.com: Innovation via the "Two-Pizza Team" |
|
|
514 | |
|
Special Sections The Ethics Angle Building an Ethical Organizational Culture |
|
|
496 | (8) |
|
Today's Diverse and Global Organizations Where in the World is Entrepreneurial Creativity Promoted? |
|
|
504 | (12) |
|
OB In Practice How to Inspire Innovation |
|
|
510 | (6) |
|
Chapter 15 Organizational Structure and Design |
|
|
516 | (36) |
|
Preview Case Verizon and McAfee Head for "the Cloud" Together |
|
|
517 | (1) |
|
Organizational Structure: The Basic Dimensions of Organizations |
|
|
518 | (1) |
|
Hierarchy of Authority: Up and Down the Organizational Ladder |
|
|
518 | (2) |
|
Span of Control: Breadth of Responsibility |
|
|
520 | (1) |
|
Division of Labor: Carving Up the Work to Be Done |
|
|
521 | (1) |
|
Line Versus Staff Positions: Decision Makers Versus Advisers |
|
|
522 | (1) |
|
Decentralization: Delegating Power Downward |
|
|
522 | (2) |
|
Departmentalization: Ways of Structuring Organizations |
|
|
524 | (1) |
|
Functional Organizations: Departmentalization by Task |
|
|
524 | (2) |
|
Product Organizations: Departmentalization by Type of Output |
|
|
526 | (1) |
|
Matrix Organizations: Departmentalization by Both Function and Product |
|
|
527 | (2) |
|
Organizational Design: Coordinating the Structural Elements of Organizations |
|
|
529 | (1) |
|
Classical and Neoclassical Approaches: The Quest for the One Best Design |
|
|
530 | (1) |
|
The Contingency Approach: Design According to Environmental Conditions |
|
|
531 | (2) |
|
Mintzberg's Framework: Five Organizational Forms |
|
|
533 | (3) |
|
The Vertically Integrated Organization |
|
|
536 | (1) |
|
|
|
537 | (1) |
|
A Strategic Approach to Designing Organizations |
|
|
538 | (1) |
|
|
|
539 | (1) |
|
|
|
539 | (1) |
|
Task Qualities and Coordination Mechanisms |
|
|
540 | (1) |
|
Structural or Design Feature |
|
|
541 | (2) |
|
Interorganizational Designs: Joining Multiple Organizations |
|
|
543 | (1) |
|
Boundaryless Organizations: Eliminating Walls |
|
|
543 | (1) |
|
Conglomerates: Diversified "Megacorporations" |
|
|
544 | (1) |
|
Strategic Alliances: Joining Forces for Mutual Benefit |
|
|
544 | (3) |
|
Summary and Review of Learning Objectives |
|
|
547 | (2) |
|
|
|
549 | (1) |
|
|
|
549 | (2) |
|
|
|
551 | |
|
Case in Point Commercial Metals Company "Steels" the Show |
|
|
551 | |
|
Special Sections The Ethics Angle How Fair is Centralization? It Depends Who You Ask |
|
|
525 | (17) |
|
OB In Practice Organizational Design Strategies for the Information Age |
|
|
542 | (5) |
|
Today's Diverse and Global Organizations Challenges of Launching Joint Ventures in China |
|
|
547 | (5) |
|
Chapter 16 Managing Organizational Change: Strategic Planning and Organizational Development |
|
|
552 | (36) |
|
Preview Case Saving Campbell's from the Soup |
|
|
553 | (1) |
|
The Prevalence of Change in Organizations |
|
|
554 | (1) |
|
The Message Is Clear: Change or Disappear! |
|
|
554 | (1) |
|
Change Is a Global Phenomenon |
|
|
555 | (1) |
|
The Nature of the Change Process |
|
|
556 | (1) |
|
Targets: What, Exactly, Is Changed? |
|
|
556 | (2) |
|
Magnitude: How Much Is Changed? |
|
|
558 | (1) |
|
Forces: Why Does Unplanned Change Occur? |
|
|
558 | (4) |
|
Strategic Planning: Deliberate Change |
|
|
562 | (1) |
|
Basic Assumptions About Strategic Planning |
|
|
562 | (1) |
|
About What Do Companies Make Strategic Plans? |
|
|
563 | (2) |
|
The Strategic Planning Process: Making Change Happen |
|
|
565 | (3) |
|
Resistance to Change: Maintaining the Status Quo |
|
|
568 | (1) |
|
Individual Barriers to Change |
|
|
568 | (1) |
|
Organizational Barriers to Change |
|
|
569 | (1) |
|
Readiness for Change: When Will Organizational Change Occur? |
|
|
570 | (1) |
|
Factors Affecting Resistance to Change |
|
|
571 | (1) |
|
How Can Resistance to Organizational Change Be Overcome? |
|
|
572 | (3) |
|
Organizational Development Interventions: Implementing Planned Change |
|
|
575 | (1) |
|
Management by Objectives: Clarifying Organizational Goals |
|
|
575 | (2) |
|
Survey Feedback: Inducing Change by Sharing Information |
|
|
577 | (1) |
|
|
|
578 | (1) |
|
|
|
579 | (1) |
|
Quality of Work Life Programs: Humanizing the Workplace |
|
|
579 | (1) |
|
Critical Questions About Organizational Development |
|
|
580 | (3) |
|
Summary and Review of Learning Objectives |
|
|
583 | (1) |
|
|
|
584 | (1) |
|
|
|
584 | (1) |
|
|
|
585 | (2) |
|
Case in Point Can P&G Turn the Tide? |
|
|
585 | |
|
Special Sections Today's Diverse and Global Organizations Strategic Values: More American Than Universal |
|
|
568 | (8) |
|
OB In Practice Making Changes Stick: Tips from Three Established Organizations |
|
|
576 | (5) |
|
The Ethics Angle Is Organizational Development Inherently Unethical? |
|
|
581 | (5) |
|
Video Cases Change, Creativity, and Innovation at Terra Cycle |
|
|
586 | (1) |
|
Organizational Culture at Terra Cycle |
|
|
587 | (1) |
|
|
|
587 | (1) |
|
|
|
|
Appendix 1 Learning About Behavior in Organizations: Theory and Research |
|
|
588 | (11) |
|
Isn't It All Just Common Sense? |
|
|
588 | (1) |
|
Theory: an Indispensable Guide to Organizational Research |
|
|
589 | (2) |
|
Survey Research: The Correlational Method |
|
|
591 | (3) |
|
Experimental Research: The Logic of Cause and Effect |
|
|
594 | (5) |
|
Appendix 2 Understanding and Managing Your Career |
|
|
599 | (14) |
|
|
|
599 | (3) |
|
Getting Started: Making Career Choices |
|
|
602 | (5) |
|
Managing Established Careers |
|
|
607 | (6) |
| Endnotes |
|
613 | (42) |
| Glossary |
|
655 | (19) |
| Company Index |
|
674 | (3) |
| Name Index |
|
677 | (3) |
| Subject Index |
|
680 | |
