Preface xiii

PART OiETHE FIELD OF ORGANIZATIONALBEHAVIOR 1

Chapter 1Effective Managers UnderstandOrganizational Behavior 3

The Evolution of Management 5Scientific Management 6Administrative Management 7

Why Study Organizational Behavior? 7Leaders and Organizational Behavior 8The Hawthorne Studies 9

Systems Theory and OrganizationalEffectiveness 11

Quality 12Productivity 13Efficiency 13Satisfaction 13Development 14 ,'

Environmental Forces ReshapingManagement Practice 14Framing the Study ofOrganizational Behavior 19

The Organization's Environment 19Understanding and Managing Individual Behavior 19Group Behavior and Interpersonal Influence 22Organizational Processes 24Organizational Design, Change, and Innovation 26

Summary of Key Points 27Review and Discussion Questions 27Exercise 28Case 30

Chapter 2National and Organizational Culture

National Culture and Values InfluenceWorkplace Behavior 34Organizational Culture Matters 38

Organizational Culture Defined 38Organizational Culture and Its Effects 40

33

Creating Organizational Culture 41Influencing Culture Change 44Socialization Sustains the Culture 46

Anticipatory Socialization 41Accommodation 48Role Management 48

Characteristics of Effective SocializationMentoring 49Spirituality and Culture 52

Summary of Key Points 54Review and Discussion Questions 55Exercises 55Case 57

48

UNDERSTANDING AND MANAGINGINDIVIDUAL BEHAVIOR 61

Chapter 3Individual Differences at Work 63

Why Individual Differences Matter 63Individual Differences Influence WorkBehavior 64

Diversity 65Abilities and Skills 69Attitudes 70Personality 74Emotions 79

Summary of Key Points 83Review and Discussion Questions 83Exercise 84Case 86

Chapter 4

Perceptions and Attributions 89

The Perceptual Process 89Perceptual Grouping 93Perceptual Groupings Can CreateInaccuracies 95

Stereotyping 95Selective and Divided A ttention 96Halo Effect 97Similar-to-Me Errors 97

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Situational Factors 97Needs and Desires 98

Attribution Theory 98Impression Management 100

An Interpersonal Process 100A Model and Impression Management inPractice 101

Summary of Key Points 103Review and Discussion Questions 103Exercises 104Case 107

Chapter 5Motivation 111

The Starting Point: Needs MotivateEmployees 113Content Approaches 115

Mas low's Need Hierarchy 115Alderfer's ERG Theory 117Herzberg's Two-Factor Theory 118McClelland's Learned Needs Theory 122A Synopsis of the Four Content Theories 123

Process Approaches 123Expectancy Theory 124Equity Theory 125Change Procedures to Restore Equity 126Research on Equity 127Goal Setting 130Goal-Setting Research 132

Motivation and the Psychological Contract 133Effective Managers Motivate TheirEmployees 134Summary of Key Points 135Review and Discussion Questions 136Exercise 137Case 138

Chapter 6Job Design and Performance 141

Job Design and Quality of Work Life 143A General Model of Job Design 143Job Performance Outcomes 144

Objective Outcomes 144Behavioral Outcomes 144Intrinsic and Extrinsic Outcomes 144Job Satisfaction Outcomes 145

Job Design: Range, Depth, and Relationships 147Range and Depth 147

Job Relationships 148The Way People Perceive Their Jobs 149

Job Characteristics 150Individual Differences 150Social Setting Differences 150

Increasing Range in Jobs: Job Rotation andJob Enlargement 151

Job Rotation 151Job Enlargement 151

Increasing Depth in Jobs: Job Enrichment 153Self-Managed Teams 156Alternative Work Arrangements 156

Total Quality Management and JobDesign 160Summary of Key Points 162Review and Discussion Questions 163Exercise 164Case 166

Chapter 7Evaluation and Rewards InfluenceBehavior 169

Evaluation of Performance 170Purposes of Evaluation 170Focus of Evaluation 172Improving Evaluations 172

Performance Evaluation Feedback 173Purpose of Evaluation Feedback 174A Feedback Model 174Multisource Feedback: A 360-DegreeApproach 175

Reinforcement Theory 177Reinforcement 177Punishment 177Extinction 178Reinforcement Schedules' 178

A Model of Individual Rewards 179Intrinsic and Extrinsic Rewards 181Rewards Interact 184Administering Rewards 185

Rewards Affect Important OrganizationalOutcomes 187

Turnover and Absenteeism 187Job Performance 188Organizational Commitment 188

Innovative Reward Systems 188Skill-Based Pay 189Broadbanding 189Concierge Services 191

Contents ix

Team-Based Rewards 191Part-Time Benefits 192Gain-Sharing 193Employee Stock Ownership Plans 194Line of Sight: The Key Issue 194

Summary of Key Points 195Review and Discussion Questions 197Exercises 197Case 201

Chapter 8Managing Misbehavior 205

The Management of Misbehavior 205The Emerging Study of Misbehavior 207

Antecedents 207Mediators 207Outcomes 209Costs 209Management Interventions 209

Selected Misbehaviors 210Sexual Harassment 210Aggression and Violence 212Bullying 214Incivility 215Fraud 216Substance Abuse at Work 218Cyberslacking 219Sabotage 220Theft 221

Privacy 224E-Mail Privacy 224The Organizational Threshold 225Testing Policy 225

Summary of Key Points 226Review and Discussion Questions 227Case 227

Chapter 9Managing Individual Stress 231

What Is Stress? 232Stress Model 234Work Stressors: Individual, Group, andOrganizational 236

Individual Stressors 236Group, Organizational, and NonworkStressors 238Cognitive Appraisal 240Coping with Stress 241

Stress Outcomes 241Individual Outcomes 242Organizational Consequences 246

Stress Moderators 246Personality 247Type A Behavior Pattern 247Social Support 248

Managing Stress: Individual and OrganizationalApproaches 249

Maximizing Person-Environment Fit 250Organizational Stress Prevention and ManagementPrograms 252

Summary of Key Points 258Review and Discussion Questions 259Exercise 259Case 262

PART THREEGROUP BEHAVIOR ANDINTERPERSONAL INFLUENCE 265

Chapter 10Groups and Teams 267

The Nature of Groups 269Types of Groups 270

Formal Groups 271Informal Groups 271

Why People Form Groups 272Stages of Group Development 273

Forming 273Storming 274Norming 274Performing 274Adjourning 275

Characteristics of Groups 275Composition 275Status Hierarchy 276Roles 276Norms 277Leadership 279Cohesiveness 279

Group Effectiveness 283Teams 284

Types of Teams 284Team Effectiveness 288

Summary of Key Points 291Review and Discussion Questions 292

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Exercises 294Case 299

Chapter..

Managing Conflict and Negotiations 303

A Contemporary Perspective on IntergroupConflict 304

Functional Conflict 305Dysfunctional Conflict 305Conflict and Organizational Performance 306

What Causes Intergroup Conflict? 306Work Interdependence 306Goal Differences 308Perceptual Differences 308

The Consequences of Dysfunctional IntergroupConflict 309

Changes within Groups 309Changes between Groups 310

Managing Intergroup Conflict throughResolution 311

Dominating 312Accommodating 312Problem Solving 314Avoiding 314Compromising 314

Stimulating Constructive Intergroup Conflict 316Bringing Outside Individuals into the Group 317Altering the Organization's Structure 317Stimulating Competition 318Using Programmed Conflict 318

Negotiations 318Win-Lose Negotiating 319Win-Win Negotiating 320

Negotiation Tactics 321Increasing Negotiation Effectiveness 321

Using Third-Party Negotiations 322Team Building 323Negotiating Globally 324Improving Negotiations 324

Summary of Key Points 326Review and Discussion Questions 327Exercises 329Case 332

Chapter 12Power and Politics 335

Interpersonal Power 337Structural Power 339

Empowerment 342Subunit or Interdepartmental Power 344

Coping with Uncertainty 345Centrality 346Substitutability 346

Obedience and the Illusion of Power 347Political Strategies and Tactics 349

Research on Politics 349Game Playing 350Political Influence Tactics 350Impression Management 352

Ethics, Power, and Politics 353Using Power to Manage Effectively 354Summary of Key Points 357Review and Discussion Questions 358Exercises 360Case 362

The Concept of Power 335Where Does Power Come From? 337

ORGANIZATIONAL PROCESSES 365

Chapter 13Communicating Effectively 367

The Communication Process 369The Elements of Communication 370Nonverbal Messages 372

Communicating within Organizations 373Downward Communication 373Upward Communication 373Horizontal Communication 374Diagonal Communication 374Communicating Externally 374

Information Richness 376Technology and Communication 377

InternetllntranetlExtranet 377Electronic Mail, Messaging, and SocialNetworking 377Smartphones 379Voice Mail 379Videoconferencing, Teleconferencing, ande-MeetingslCollaboration 380

Interpersonal Communication 380Multicultural Communication 381

Words 381Space 382Time 382

Contents xi

Barriers to Effective Communication 383Frame of Reference 384Selective Listening 384Value Judgments 385Source Credibility 385Filtering 385In-Group Language 386Status Differences 386Time Pressures 386Communication Overload 387

Improving Communication in Organizations 387Following Up 388Regulating Information Flow 388Face-to-Face Communication 388Empathy 388Repetition 389Encouraging Mutual Trust 389Effective Timing 390Simplifying Language 390Using the Grapevine 390Ethical Communication 390

Summary of Key Points 392Review and Discussion Questions 394Exercise 394Case 396

Chapter 14Decision Making 401

Types of Decisions 402A Rational Decision-Making Process 404

Establish Goals and Measure Results 404Identify and Analyze the Problem (s) 405Develop Alternative Solutions 406Evaluate Alternative Solutions 407Select the Best Solution 408Implement the Decision 408Follow Up and Evaluate the Decision 409

Alternatives to Rational Decision Making 409Administrative Decision Making 409Intuitive Decision Making 410

Behavioral Influences on Decision Making 410Values 411Risk Orientation 413Dissonance 414Escalation of Commitment 415

Group Decision Making 417Individual versus Group Decision Making 417Creativity in Group Decision Making 418Techniques for Stimulating Group Creativity 419

Summary of Key Points 423Review and Discussion QuestionsExercises 425Case 430

424

Chapter 15Leadership 433

What Is Leadership? 433Is Leadership Important? 435

Trait Approaches: Leaders Are BornThat Way 436

Intelligence 437Personality 437Physical Characteristics 437Supervisory Ability 438

Behavioral Approaches: Leaders' ActionsDetermine Their Effectiveness 438

Job-Centered and Employee-Centered Leadership 439Initiating Structure and Consideration 439Critique of Trait and Behavioral Approaches 440

Situational Approaches: Leaders' EffectivenessDepends on the Situation 440

Fiedler's Contingency Leadership Model 441Vroom-Jago Leadership Model 442Path-Goal Leadership Model 445Hersey-Blanchard Situational Leadership Theory 447

Emerging Perspectives of Leadership 450Charismatic Leadership 450Transactional and Transformational Leadership 453Coaching 456Servant Leadership 457

Multicultural Leadership 458Cross-Cultural Research 459

Summary of Key Points 460Review and Discussion Questions 461Exercises 463Case 466

PART FIVEORGANIZATIONAL DESIGN, CHANGE,AND INNOVATION 471

Chapter 16

Organizational Structure and Design 473

Organizational Design Models 474The Mechanistic Model 474The Organic Model 476

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Designing an Organizational Structure 478Division of Labor 480Delegation of Authority 481Departmental Bases 482The Matrix Model 486Span of Control 488

Designing an Organizational Structure ^AdditionalIssues to Consider 490

Formalization 490Centralization 490Complexity 491

Multinational Structure and Design 492Virtual Organizations 494

The Realities of Virtual Organizations 496Boundaryless Organizations 497

Summary of Key Points 498Review and Discussion Questions 500Exercise 500Case 502

Chapter 17Managing Organizational Change 505

A General Model of OrganizationalChange 506Change Agents: Forms of Intervention 508

External Change Agents 508Internal Change Agents 508External-Internal Change Agents 509 /

Resistance to Change 510Individual Resistance 510Organizational Resistance 511Strategies for Overcoming Resistance toChange 512

A Model of Organizational Change andDevelopment 513

Forces for Change 514Diagnosis of a Problem 516Selection of Appropriate Methods 517Impediments and Limiting Conditions 52 7Implementing the Method 528Evaluating Program Effectiveness 529

How Effective Are Change Interventions? 530Summary of Key Points 531Review and Discussion Questions 532Exercise 533Case 535

Appendix A:Quantitative and Qualitative ResearchTechniques for Studying OrganizationalBehavior and Management Practice 537

Glossary 547

Endnotes 559

Indexes 611