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I 01 ItTII i:i*ITI0N MANAGING ORGANIZATIONAL BEHAVIOR
Transcript of I 01 ItTII i:i*ITI0N MANAGING ORGANIZATIONAL BEHAVIOR
I 0 1 ItTII i : i * I T I 0 N
MANAGINGORGANIZATIONAL
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CONTENTS
P A R T O N E " INTRODUCTION
C H A P T E R 1 " ORGANIZATIONAL BEHAVIOR AND THE MANAGERFoundations of Organizational Behavior (OB) 7
Historical Foundations of OB 7
Scientific Foundations of OB 8
The Organization of This Book 9
Learning About Organizational Behavior 11
Experiential Learning 11
Life-Long Learning 12
The Nature of Organizations 12
Why Do Organizations Exist? 12
Ingredients of Organizations 13
Organizations as Open Systems 14
Synergy in Organizations 15
Managers in Organizations 16
What Is an Effective Manager? 16
Four Functions of Management 16
The Manager's Challenge 19
The Manager's Changing Environment 19
Focus on Productivity 20
The Global Economy 21
Organizational Transitions 22
Developments in Information Technologies 23
New Ways of Organizing 24
Changing Demographics and Work Force Diversity 24
Human Rights in the Workplace 26
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xiv • Contents
Managerial Ethics and Quality of Work Life 27
Ethical Managerial Behavior 27
Corporate Social Responsibility 28
Work and the Quality of Life 30
PHOTO ESSAYSSkills Perspective HYATT HOTELS 18International Perspective McDONALD'S 22Ethical Perspective THE BODY SHOP 29
EXERCISE My Best Manager/My Best Job 33
CASE Productivity and Improvement at a British Plant 34
C H A P T E R 2 37MANAGERIAL BEHAVIOR AND PERFORMANCEWork and the Psychological Contract 39
What Is a Psychological Contract? 39
The Inducements-Contributions Balance 39
The Nature of Managerial Work 41
Managerial Roles and Activities 42
Managerial Networks 44
Managerial Skills and Competencies 45
Perception and Managerial Behavior 48
What Is Perception? 48
Factors Influencing Perceptions 49
Common Perceptual Distortions 50
Perception, Attribution, and Performance 54
Attribution Error and the Self-Serving Bias 54
Managing the Perception and Attribution Processes 55
Job Satisfaction 55
Measuring Job Satisfaction 56
Job Satisfaction Trends and Issues 56
Job Satisfaction and Performance 58
Job Satisfaction and the Decision to Belong 58
Job Satisfaction and the Decision to Perform 59
PHOTO ESSAYSSkills Perspective HALLMARK 47International Perspective SAS 53Ethical Perspective CELESTIAL SEASONINGS 57
Contents ^ XV
[> EXERCISE Personal Managerial Skills 64
CASE Asian and American CEOS: Are They Different? 65
C H A P T E R 3 " INTERNATIONAL DIMENSIONS OF 69ORGANIZATIONAL BEHAVIOR
Management and the International Imperative 71
Implications of a Global Economy 71
Emphasis on International Business 72
Changing Employment Patterns 73
People at Work: International Perspectives 74
Multinational Employers 74
Multi-Cultural Work Forces 76
Expatriate Managers and Workers 77
What is Culture 79
Popular Dimensions of Culture 79
Values and National Cultures 81
Dealing with Cultural Diversity 83
Understanding Our Own Culture 84
Developing Cross-Cultural Sensitivity 84
Comparative Management and Organizational Practices 86
Communication in an International Environment 86
Employee Motivation Across Cultures 87
Leadership and Supervision Across Cultures 87
Organizational Structures for International Operations 88
A Global View on Learning About Organizational Behavior 91
Management Lessons from Abroad 91
A Special Look at Japanese Management 92
PHOTO ESSAYSSkills Perspective PEPSICO 76
International Perspective TOYS 'H' US 85
Ethical Perspective CORNING 89
[/ tXLKLlSt Cross Cultural Awareness 96
CAoL American Workers and Japanese Employers 97
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PART TWO • MANAGING INDIVIDUALS IN ORGANIZATIONS 101CHAPTER 4 BASIC ATTRIBUTES OF INDIVIDUALS 103
Individual Performance Factors 104
Individual Attributes 105
Work Effort 106
"Organizational Support 106
A Manager's Viewpoint on Work Performance 107
Demographic Differences Among Individuals 108
The Special Case of Stereotypes 108
A Final Note on Demographics 109
Competency Differences Among Individuals 109
Values and Attitudes 112
Values 112
Attitudes 115
Personality 118
Personality Theories and Personality Development 118
Locus of Control 120
Authoritarianism/Dogmatism 120
Problem-Solving Style 121
Machiavellianism 123
Type A and Type B Behavior 123
Managing Individual Differences 124
PHOTO ESSAYSSkills Perspective L. L. BEAN 111
International Perspective DU PONT 113
Ethical Perspective WALGREENS 125
EXERCISE Alligator River Story 129CASE Reverse Discrimination 130
CHAPTER 5 MOTIVATION THEORIESContent and Process Theories 134
Maslow's Hierarchy of Needs Theory 135
Aldefer's ERG Theory 136
McClelland's Acquired Needs Theory 136
Three Types of Acquired Needs 137
The Research 138
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Contents M xvii
Herzberg's Two-Factor Theory 139
Dissatisfiers or Hygiene Factors 139
Satisfiers or Motivator Factors 141
Research and Practical Implications 141
Questions and Answers on the Content Theories 142
Equity Theory 143 ,
Resolving Felt Inequities 144
Managing the Equity Dynamic 145
Expectancy Theory 146
The Theory 146
Managerial Applications 149
The Research 150
An Integrated Model of Motivation 150
PHOTO ESSAYSSkills Perspective MARY KAY COSMETICS 137
International Perspective COLGATE-PALMOLIVE 144
Ethical Perspective WAL MART 144
LXLRCIoL Essentials of Motivation 155
CASE Perfect Pizzeria 155
C H A P T E R 6 " LEARNING, REINFORCEMENT, AND EXTRINSIC REWARDS 159Learning 160
Classical Conditioning 161
Operant Conditioning 161
Cognitive Learning 162
Social Learning 162
Reinforcement 163
Reinforcement and Rewards 163
Reinforcement Strategies 164
Positive Reinforcement 166
Examples of Positive Reinforcement 167
Scheduling Positive Reinforcement 168
Guidelines for Positive Reinforcement 170
Extinction 170
A Case of Extinction 170
Extinction and Positive Reinforcement 171
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Punishment 171Problems with the Punishment Strategy 172
A Case of Punishment 172
Punishment and Positive Reinforcement 173
Guidelines for Administering Punishment 173
Reinforcement Perspectives: Research and Ethical Issues 173
Managing Pay as an Extrinsic Reward 175
Multiple Meanings of Pay 175
Merit Pay 176
Creative Pay Practices 177
PHOTO ESSAYSSkills Perspective HILTON HOTEL 165
International Perspective CITICORP 169
Ethical Perspective BEN & JERRY'S 174
[/ EXERCISE Annual Pay Raises 183
CASL Highview Stores 184
C H A P T E R 7 JOB DESIGN, GOAL-SETTING, AND WORK SCHEDULINGIntrinsic Work Rewards 189
Job Design in Theory 189
Job Design in Practice 190Job Simplification 191
Job Enlargement and Job Rotation 191
Job Enrichment 192
A Continuum of Job Design Strategies 193
A Diagnostic Approach to Job Enrichment 193
The Theory 194
The Research 196
Implementing the Diagnostic Approach 197
Questions and Answers on Job Enrichment 199
Goal Setting 201
Goal Setting Theory 201
Goal Setting and MBO 203
Alternative Work Arrangements 205
The Compressed Work Week 205
Flexible Working Hours 206
Job-Sharing 207
Part-Time Work 208
Telecommuting 209
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PHOTO ESSAYSSkills Perspective LAND'S END 195International Perspective FEDERAL EXPRESS 202Ethical Perspective JAMES RIVER 207
EXERCISE Setting Work Goals'
CASE Lechmere, Inc.
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PART T H R E E " MANAGING GROUPS IN ORGANIZATIONS 215CHAPTER 8 • BASIC ATTRIBUTES OF A GROUP 217The Usefulness of Groups 219
Groups and Task Performance 219
Groups and Individual Needs 220
Types of Groups in Organizations 221
Work Groups 221
Formal and Informal Groups 222
Psychological Groups 223
Group Effectiveness 224
What Is an Effective Group? 224
Groups as Open Systems 224
Input Foundations of Group Effectiveness 225
Required and Emergent Behaviors 232
Activities, Interactions, and Sentiments 234
Directions in Work Group Designs 234
Self-Managing Work Teams 235
Quality Circles 236
Worker Involvement Groups 238
PHOTO ESSAYS -Skills Perspective McDONNELL DOUGLAS 227International Perspective IBM 232Ethical Prospective AT&T 237
[/ EXERCISE Interpersonal Relations in Groups 242
CASE: Where Teamwork Is More Than Just Talk 245
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CHAPTER 9 GROUP AND INTERGROUP DYNAMICSTeam Building and Group Development 251
The Team-Building Process 251
Stages of Group Development 252
Individual Entry to Groups 254
Individual Problems upon Entering Groups 255
Clarifying Membership Expectations 256
Group Norms and Cohesiveness 257
The Nature of Group Norms 258
Group Cohesiveness 260
Roles and Communication Patterns in Groups 262
Group Task and Maintenance Roles 262
Group Communication Networks 263
Decision Making in Groups 265
How Groups Make Decisions 265
Assets and Liabilities of Group Decision Making 266
"Groupthink" 268
Improving Group Decision Making 270
Intergroup Relations 272
Factors Affecting Intergroup Relations 273
Dynamics of Intergroup Competition 275
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PHOTOInternational Perspective TOYOTA 255
Skills Perspective FORD 269
Ethical Perspective SOUTHWEST AIRLINES 274
\/ EXERCISE Identifying Group Norms 279LAoL The Case of the Changing Cage 280
P A R T F O U R " MANAGING ORGANIZATIONS 285CHAPTER 10 BASIC ATTRIBUTES OF ORGANIZATIONS
Organizational Goals 288
Societal Contributions of Organizations 289
Systems, Goals, and Organizational Survival 290
Formal Structures of Organizations 291
Vertical Specialization 292
Chain of Command and Span of Control 292
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Line and Staff Units 294
Managerial Techniques 295
Control 296
Rules, Policies, and Procedures 297
Formalization and Standardization 298
Centralization and Decentralization 299
Horizontal Specialization 299
Departmentation by Function 300
Departmentation by Division 301
Departmentation by Matrix 303
Mixed Forms of Departmentation 305
Coordination 306
PHOTO ESSAYSSkills Perspective NUCOR 293
Ethical Perspective AICPA 298
International Perspective V.F. CORPORATION 305
EXERCISE Organizational Analysis 311CASE The Middle States Manufacturing Case 312
CHAPTER 11 • ORGANIZATIONAL DESIGNDesigns for Smaller Organizations 316
The Bureaucracy 317
Mechanistic and Organic Organizational Designs 318
Mechanistic Designs and the Machine Bureaucracy 319
Organic Designs and the Professional Bureaucracy 319
Divisionalized Organizations 320
The Conglomerate 321
Technology and Organizational Design 322
Technology 322
Where Technology Dominates: The Adhocracy 324
Developments in High Technology: Strategic Alliances 324
Environment and Organizational Design 326
The General and Specific Environment 326
Environmental Complexity 326
Balancing Environmental and Technological Demands 327
Strategy and Organizational Design 328
Types of Strategies 328
Matching Strategy and Organizational Design 329
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PHOTOEthical Perspective GOODYEAR 321International Perspective HEWLETT-PACKARD 325Skills Perspective HELENE CURTIS 331
EXERCISE Rating Organizational Performance 334
CASE Which Design Philosophy? 335
CHAPTER 12 ORGANIZATIONAL CULTUREThe Concept of Organizational Culture 340
Levels of Cultural Analysis 341Subcultures and Countercultures 342Functions of Organizational Culture 344
Observable Aspects of Organizational Culture 345Stories, Rites, Rituals, and Symbols 345Shared Meanings 346Cultural Rules and Roles 346
Values and Organizational Culture 347Linking Actions and Values 348Values and National Culture 348Values as a Competitive Advantage 348
Managing Organizational Culture 349Careers and Organizational Culture 351
Comparing Corporate Cultures 351Matching Individuals and Corporate Cultures 352
Ethics and Organizational Culture 353
339
PHOTOSkills Perspective GENERAL MOTORS 343International Perspective UPS 347Ethical Perspective NORTHWESTERN MUTUAL LIFE 353
EXERCISE The "Rational" Organization 357
CASE Quality Problems at NEC 358
Contents ^ xxiii
P A R T FIVE • MANAGING THE PROCESSES OFORGANIZATIONAL BEHAVIOR 361CHAPTER 1 3 " DECISION MAKING AND NEGOTIATION 363Decision Making in Organizations 364
Decision Environments of Managers 3,65
Types of Decisions Made by Managers 365
Ethical Aspects of Decision Making 366
Intuition and Judgment in Managerial Decision Making 367
The Role of Intuition 368
Judgmental Heuristics 369
Escalating Commitments 370
Creativity Enhancement 371
Managerial Issues in Decision Making 373
Deciding t o Decide 373
Deciding H o w to Decide 373
Deciding W h o Should Decide 375
Managing Participation in Decision Making 376
Negotiation in Organizations 379
Organizational Settings for Negotiation 379
Negotiation Goals and Outcomes 381
Ethical Aspects of Negotiation 381
Different Approaches to Negotiation 382
Distributive Negotiation 382
Integrative Negotiation 383
Gaining Integrative Agreements 384
Managerial Issues in Negotiation 385
Classic Two-Party Negotiation 385
Communication Problems in Negotiation 386
PHOTO ESSAYSEthical Perspective THE KROGER COMPANY 367Skills Perspective NIKE 372International Perspective PHILLIPS PETROLEUM 377
|> EXERCISE The Fishing Trip 390
CASE The Jim Donovan Case 392
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CHAPTER 14 COMMUNICATION AND CONFUCTThe Communication Process 397
Effective and Efficient Communication 398
Formal and Informal Communication Channels
Nonverbal Communication 400
•Barriers to Effective Communication 401
Guidelines for Effective Communication 404
Active Listening 404
The Art of Giving Feedback 406
Communication of Roles 407
Role Ambiguity 407
Role Conflict 408
Conflict 409
Levels of Conflict 409
Constructive and Destructive Conflicts 412
Conflict Situations in Organizations 412
Types of Conflict Situations 413
The Stages of Conflict 414
Conflict Management 415
Indirect Conflict Management 415
Direct Conflict Management Techniques 418
Conflict Management Styles 419
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PHOTO ESSAYSInternational Perspective TEXAS INSTRUMENTS 403
Skills Perspective ESPRIT 411
Ethical Perspective TEXACO 417
Conflict Management Strategies 423
CAISL Conflict at Burger Mart 425
CHAPTER 15 POWER AND POLITICSPower 430
Position Power 431
Personal Power 432
Authority 432
Power, Authority, and Obedience
The Milgram Experiments 433
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Obedience and the Zone of Indifference 434
Obedience and the Acceptance of Authority 435
Managerial Perspectives on Power and Influence 436
Acquiring Managerial Power 436
Turning Power into Influence 438
Empowering Others 440
Organizational Politics 442
The Two Traditions of Organizational Politics 442
The Double-Edged Sword of Organizational Politics 442
Political Action in Organizations 444
Political Action and the Manager 444
Political Action and Subunit Power 445
Political Action and the Chief Executive 446
The Ethics of Power and Politics 449
PHOTO ESSAYSSkills Perspective MONTGOMERY WARD 441
International Perspective NISSAN 443
Ethical Perspective RYDER 448
Jr EXERCISE Machiavellianism 453
CASE Political Behavior Analysis 455
CHAPTER 16 • LEADERSHIP 459Leadership and Managerial Activities 461
Leader Traits and Behaviors 462
Trait Theory 463
Leadership Behaviors 464
Leader Reward and Punishment 465
Charismatic/Transformational Theories 465
Bass's Transformation/Transactional Approach 466
Trait/Behavior Research and Practical Applications 467
Situational Contingencies and Leadership 469
Fiedler's Leadership Contingency Theory 469
House's Path-Goal Leadership Theory 472
Situational Leadership Theory 474
Competing Values Framework 476
Symbolic Leadership 478
Substitutes for Leadership 479
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PHOTO ESSAYSInternational Perspective TIME-WARNER 463
Skills Perspective CIBA-GEIGY 468
Ettiical Perspective XEROX 475
[/ EXERCISE Your Leadership Style 483
CASE Three Leaders 485
P A R T SIX • MANAGING IN A DYNAMIC ENVIRONMENT 489C H A P T E R 17 PLANNED CHANGE AND ORGANIZATION DEVELOPMENT
The Nature of Organizational Change 494
Planned and Unplanned Change 494
Organizational Targets for Change 495
Phases of Planned Change 496
Planned Change Strategies 497
Force-Coercion 498
Rational Persuasion 498
Shared Power 499
Resistance to Change 500
Why Do People Resist Change? 500
Dealing with Resistance to Change 501
Organization Development 503
Goals of Organization Development 504
Principles Underlying Organization Development 505
Ethical Aspects of Organization Development 505
The Process of Organization Development 506
Action Research and Organization Development 507
Data Utilization in Organizational Development 508
Diagnostic Foundations of Organization Development 509
Organization Development Interventions 510
Organization-Wide Interventions 511
Group and Intergroup Interventions 513
Individual Interventions 513
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Contents ^ xxvii
PHOTOEthical Perspective J.C. PENNEY 497
International Perspective RAMADA , 499
Skills Perspective KNIGHT-RIDDER " 515
Y LXLRC1SL Force Field Analysis
LAoL Warner Manufacturing Company
CHAPTER 18 •The Dynamics of Stress
STRESS MANAGEMENT AND CAREER PLANNING524
What Is Stress? 525
Stress and Performance 526
Stress and Health 527
523
Stress in the Workplace 528Work-Related Stressors 528
Nonwork Factors and Stress 530
Personal Factors and Stress 530
Effective Stress Management 532
Strategies for Coping with Stress 532
Personal Wellness and Stress Management
Career Planning and Development 535
A Career Planning Framework 535
Initial Entry to a Career 536
Adult Life Cycles and Career Stages 537
Career Plateaus 540
Family Responsibilities and Careers 541
Managing a Managerial Career 542
Mastering the Manager's Challenge 542
Final Career Advice 543
534
PHOTO ESSAYSSkills Perspective JOHNSON & JOHNSON 534
International Perspective RUBBERMAID 539
Ethical Perspective WELLS FARGO 541
^ EXERCISE Assessing Personal Stress 547CASE Journey to the Top 549
xxviii • Contents
SUPPLEMENTARY MODULES 551A HISTORICAL FOUNDATIONS OF ORGANIZATIONAL BEHAVIOR 551
B RESEARCH FOUNDATIONS OF ORGANIZATIONAL BEHAVIOR 561
C .PERFORMANCE APPRAISAL FOUNDATIONS OF ORGANIZATIONALBEHAVIOR 571
GLOSSARY 587NOTES 599CREDITS 621NAME INDEX 6 2 5SUBJECT INDEX 629