Organizational Behavior
- 13th ed.
- New Delhi: Pearson, 2009.
- xxxv, 782p. ill. 29 cm.
What Is Organizational Behavior? 2 The Importance of Interpersonal Skills 4 What Managers Do 6 Management Functions 6 • Management Roles 6 • Management Skills 8 • Effective Versus Successful Managerial Acti\dties 8 • A Review of the Manager's Job 10 Enter Organizational Behavior 10 Complementing Intuition with Systematic Study 11 Disciplines That Contribute to the OB Field 13 Psychology 13 • Social Psychology 13 • Sociology 14 • Anthropology 14 There Are Few Absolutes in OB 15 Challenges and Opportunities for OB 16 Responding to Globalization 16 • Managing Workforce DivERSity 19 • Improving Quality and Productivity 24 • Improving Customer Service 25 • Improving People Skills 26 • Stimulating InnovaUon and Change 26 • Coping with'n Temporariness" 26 • Working in Networked 96 • Coninffwith'Temporariness" 26 • Working in Networked Organizations 27 • Helping Employees Balance Work-Life ConHicts 27 • Creating a Positive Work Environment 29 • Improving Ethical Behavior 29 Coming Attractions: Developing an OB Model 30 -An Overview 30 • TheDependent Variables 30 • The Independent Variables 35 • Toward a Contingency OB Model 36 Global Implications 37 Summary and Implications for Managers 38 Self-Assessment Library How/ Much Do I Know about Organizational Behavior? 4 Myth or Science? "Preconceived Notions Versus Substantive Evidence" 12 OBin the News Other Disciplines Make Use of OB Concepts 15 OBin the News Bracing for Disaster and Terror 18 OBin the News Working with People with Disabilities 21 OBin the News Asians inthe United States 22 International OB Transfer Pricing and International Corporate Deviance 34 Point/Counterpoint In Search ofthe Quick Fix 39 Questions for Review 40 Think and Do 40 Experiential Exercise 40 Ethical Dilemma 41 Case Incident 1 "Data Will Set You Free" 42 Case Incident 2 Workplace Violence 42 viii Contents Ability 48 Chapter 2 Foundations of Individual Behavior 46 Intellectual Abilities 49 • Physical Abilities 51 Biographical Characteristics 52 Age 52 • Gender 54 • Race 55 • Social Group 55 • Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity 55 Learning 57 A Definition of 57• Theories of Learning 58 • Shaping: A Managerial Tool 61 Global Implications 67 Intellectual Abilities 68 • Biographical Characteristics 68 • Learning 68 Summary and Implications for Managers 68 Self-Assessment Library What's My Attitude Toward Older People? 48 International OB The Benefits of Cultural Intelligence 50 OB in the News Are You More Biased Than You Think? 56 Myth or Science? "You Can't Teach an Old Dog New Tricks!" 62 Self-Assessment Library How Good Am Iat Disciplining Others? 63 Point/Counterpoint All Human Behavior Is Learned 70 Questions for Review 71 Think and Do 71 Experiential Exercise 71 Ethical Dilemma 72 Case Incident 1 The Flynn Effect 72 Case Incident 2 Professional Sports: Rewarding and Punishing the Same Behavior? 73 Chapter 3 Attitudes and Job Satisfaction 76 Attitudes 79 What Are the Main Components of Attitudes? 79 • Does Behavior Always Follow from Attitudes? 80 • What Are the Major Job Attitudes? 83 Job Satisfaction 88 Measuring Job Satisfaction 88 • How Satisfied Are People in Their Jobs? 89 • What Causes Job Satisfaction? 89 • The Impact of Satisfied and Dissatisfied Employees on the Workplace 90 Global Implications 95 Is Job Satisfaction a Global Concept? 95 • Are Employees in Western Cultures More Sadsfied withT heir Jobs? 96 • How Do Asian Employees Fare in Terms ofJob Satisfaction and Engagement? 96 Summary and Implications for Managers 97 Self-Assessment Library How Satisfied Am I with MyJob? 78 International OB Chinese Employees and Organizational Commitment 84 Self-Assessment Library Am I Engaged? 87 OBin the News Why Is Job Satisfaction Falling? 88 Myth or Science? "Happy Workers Are Productive Workers" 91 Point/Counterpoint Managers Can Create Satisfied Employees 98 Questions for Review 99 Think and Do 99 Experiential Exercise 99 Ethical Dilemma 100 Case Incident 1 Albertsons Works on Employee Attitudes ^01 Case Incident 2 Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a Satisfying Job? 101 Chapter 4 Personality and Values los Personality 110 \^at Is Personality? Ill • The Myers-Briggs Type Indicator 115 • The Big Five Personality Model 116 • Sixteen Personality Factor Questionnaire 118 • Other Personality Traits Relevant to OB 119 Values 126 The Importance of Values 127 • Terminal Versus Instrumental Values 127 • Generational Values 128 Values and Ethical Behavior in Asian Countries 130 India 130 • China 134 • Thailand 134 Linking an Individual's Personality and Values to the Workplace 135 Person-Job Fit 135 • Person-Organization Fit 137 Global Implications 137 Personality 137 • Values 138 Summary and Implications for Managers 141 Self-Assessment Library Am Ia Narcissist? 110 OB in the News Emerging Trends in Assessment 119 Myth or Science? "Entrepreneurs Are a Breed Apart" 124 International OB A Global Personality 125 OB in the News Are U.S.Values Different? 135 Point/Counterpoint Traits Are Powerful Predictors of Behavior 142 Questions for Review 143 Think and Do 143 Experiential Exercise 143 Ethical Dilemma 143 Case Incident 1 The Rise of the Nice CEO? 144 Case Incident 2 A Diamond Personality 145 Case Incident 3 Right Man, Wrong Job? 146 Contents ix Contents Chapter 5 Perception and Individual Decision Making 154 What Is Perception? 157 Factors That Influence Perception 157 Person Perception: Making Judgments About Others 159 Attribution Theory 159 • Frequently Used Shortcuts inJ udging Others 160 • Specific Applications of Shortcuts in Organizations 163 The Link Between Perception and individual Decision Making 164 Decision Making in Organizations 165 The Rational Model, Bounded Rationality, and Intuition 165 • Common Biases and Errors in Decision Making 168 In fluenceson Decision Making: Individual Differences and Organizational Constraints 171 Individual Differences 172 • Organizational Constraints 173 What About Ethics in Decision Making? 174 Three Ethical Decision Criteria 175 • Improving Creativity in Decision Making 176 Global Implications 178 Summary and Implications For Managers 180 Self-Assessment Library What Are My Gender Role Perceptions? 157 international OB Can Negative Perceptions Dampen International Business Relationships? 162 Myth or Science? "No One Thinks They're Biased" 170 Self-Assessment Library Am Ia Deliberate Decision Maker? 171 OBin the News Google and the Winner's Curse 172 Self-Assessment Library How Creative Am I? 178 OBin the News Perception Leading to Decision Making—McDonald's in Controversy 179 Point/Counterpoint When in Doubt, Do! 182 Questions for Review 183 Think and Do 183 Experiential Exercise 183 Ethical Dilemma 184 Case Incident 1 Natural Disasters and the Decisions That Follow 184 Case Incident 2 Whistle-Blowers; Saints or Sinners? 185 Chapter 6 Motivation Concepts 190 Defining Motf Vdtfon 193 EarlyTheories of Motivation 193 Hierarchy of Needs Theory 194 • Theory X and Theory Y 195 • Two-Factor Theory 196 * McClelland's Theory of Needs 198 Contemporary Theories of Motivation 199 Cognitive Evaluation Theory 200 • Goal-Setting Theory 204 • Self-Efficacy Theory 207 • Reinforcement Theory 210 • Equity Theory 210 • Expectancy Theory 215 integrating Contemporary Theories of Motivation 217 Globallmplications 219 Summary and Implications for Managers 221 Self-Assessment Library How Confident Am I in My Abilities to Succeed? 192 Myth or Science? "Women Are More Motivated to Get Along, and Men Are More Motivated to Get Ahead" 196 OB in the News Paying Employees Not to Work 200 OB in the News How Do Organizations Balance Extrinsic and Intrinsic Rewards? 202 International OB How Managers Evaluate Their Employees Depends on Culture 203 Self-Assessment Library What Are My Course Performance Goals? 206 Point/Counterpoint Failure Motivates! 222 Questions for Review 223 Think and Do 223 Experiential Exercise 223 Ethical Dilemma 224 Case Incident 1 Do Workers "Live to Work"? 224 Case Incident 2 Bullying Bosses 225 Chapter 7 Motivation: From Concepts to Applications 230 Motivating by Job Design:The Job Characteristics Model 233 The • Alternative Work Arrangements 239 • Ability and Opportunity 243 Employee Involvement 244 Examples of Employee Involvement Programs 244 • Linking Employee Involvement Programs and Motivation Theories 246 Using Rewards to Motivate Employees 246 What to Pay: Establishing a Pay Structure 246 • How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 247 • Flexible Benefits- Developing a Benefits Package 254 • Intrinsic Rewards: Employee Recognition Programs 254 Globallmplications 258 Summary and Implications for Managers 260 Self-Assessment Library What's My Job's Motivating Potential? 232 Myth or Science? "Everyone Wants a Challenging Job" 237 OB in the News CEO Compensation 250 OBin the News Motivating with Performance Reviews 253 OB in the News Fun at the Workplace 257 International OB Cultural Differences In Job Characteristics and Job Satisfaction 259 Point/Counterpoint Praise Motivates 262 Contents xi Contents Questions for Review 263 Think and Do 263 Experiential Exercise 263 Ethical Dilemma 264 Case Incident 1 Reducing Travel Costs at Applebee's 265 Case Incident 2 Thanks for Nothing 265 Chapter 8 Emotions and Moods 272 What Are Emotions and Moods? 275 The Basic Emotions 276 • Tlc Basic Moods; Positive and Negative Affeci 277 • The Function of Emotions 278 • Sources of EmoTions and Moods 280 Emotional Labor 284 Affective Events Theory 287 Emotional Intelligence 289 The Case for El 290 • The Case Against El 291 OB Applications of Emotions and Moods 292 Selection 292 • Decision Making 292 • Creativit)' 293 • Motivadon 293 • Leadership 294 • Negotiation 294 • CUstomer Service 295 • Job Attitudes 295 • Deviant Workplace Behaviors 296 • Forgiveness in Organizations 296 • How Managers Can hi fluence Moods 296 Global Issues 297 Summary and Implications For Managers 298 Self-Assessment Library How Are You Feeling Right Now? 274 Self-Assessment Library What's My Affect Intensity? 280 Myth or Science? "People Can't Accurately Forecast Their Own Emotions" 282 International OB Emotional Recognition; Universal or Culture Specific? 284 OB in the News Cathay Pacific SmileS strike 285 OB in the News Emotional Intelligence Beneficial for Organizations 290 Self-Assessment Library What's My Emotional Intelligence Score? 292 OB in the News Crying at Work Gains Acceptance 297 Point/Counterpoint The Costs and Benefits of Organizational Display Rules 299 Questions for Review 300 Think and Do 300 Experiential Exercise 300 Ethical Dilemma 300 Case Incident 1 The Upside of Anger? 301 Case Incident 2 Abusive Customers Cause Emotions to Run High 302 Chapter 9 Foundations of Group Behavior 308 Defining and Classifying Groups 310 Stages of Group Development 312 '. he Five-Stage Model 312 o An Alternative Model for Temporary Groims \ ith Deadlines 313 Group Properties: Roles, Norms, Status, Sizeand Cohesiveness 315 (>roup Property 1: Roles 313 <* Group Properdes 2 and 3: Norms and Status 318 • Status 323 • Group Propert)'4: Size 325 • Group Propert}'5: Gohesiveness 327 Group Decision Making 328 Groups Versus die Individual 328 • Groupthink and Groupshift 330 • Group Decision-Making Techniques 332 Group Behavior: An Asian Perspective 335 Global Implications 335 Summary and Implications for Managers 337 Self-Assessment Library Do IHave aNegative Attitude Toward Working in Groups? 310 Self-Assessment Library Do ITrust Others? 318 International OB Group Cohesiveness Across Cultures 328 Myth or Science? "AreTwo Heads Better Than One?" 329 OB inthe News Groupthink for an Enron Jury? 331 Point/Counterpoint All Job Should Be Designed Around Groups 338 Questions for Review 339 Experiential Exercise 339 Ethical Dilemma 340 Case Incident 1 "If Two Heads Are Better Than One, Are Four Even Better?" 341 Case Incident 2 The Dangers ofGroupthink 341 Chapter 10 Understanding Work Teams 346 Why Have Teams Become So Popular? 348 Differences Between Groups and Teams 349 Types ofTeams 350 Problem-Solving Teams 350 • Self-Managed Work Teams 351 • Cross-Functional Teams 352 • Virtual Teams 353 • Creating Effecdve Teams 354 • Context: What Factors Determine Whether Teams are Successful 355 • Team Composition 357 • Work Design 362 • Team Processes 363 Turning Individuals into Team Players 365 Team Building and Team-Based Work 367 Beware!Teams Aren't Alwaysthe Answer 368 Global Implications 368 Summary and Implications forManagers 369 Self-Assessment Library How Good Am Iat Building and Leading a Team? 348 OB in the News Teams Work to Save Lives in Tsunami-Striken Asia 349 Contents xiii xiv Contents OB in the News Hero Group: Teams in Action 353 International OB Global Virtual Teams 354 OB in the News SurgicalTeams Lack Teamwork 357 Myth or Science? "Old Teams Can't Learn New Tricks" 362 Self-Assessment Library What Is My Team Efficacy? 365 Point/Counterpoint Sports Teams Are Good Models for WorkplaceTeams 370 Questions for Review 371 Think and Do 371 Experiential Exercise 371 Ethical Dilemma 372 Case Incident 1 AVirtualTeam at NanawatiAssociates 372 Case Incident 2 Team-Building Retreats 373 Chapter 11 Communication 378 Functions of Communication 382 The Communication Process 383 Direction of Communication 384 Downward Communication 384 • Upward Communication 385 • Lateral Communication 385 Interpersonal Communication 386 Oral Communication 386 • Written Communication 387 • Nonverbal Communication 388 Organizational Communication 389 Formal Small-Group Networks 389 • The Grapevine 390 • Electronic Communications 391 • Knowledge Management 396 Choice of Communication Channel 398 Barriers to Effective Communication 400 Filtering 400 • Selective Perception 401 • Information Overload 401 • Emotions 401 • Language 402 • Communication Apprehension 402 • Gender Differences 402 • "Politically Correct" Communication 403 Global Implications 404 Summary and Implications for Managers 407 Self-Assessment Library Am Ia Gossip? 381 Mythor Science? "People Are Good at Catching Liars atWork" 386 OB in the News Communication in Organizations: Oral or Written? 387 OBin the News Factors Driving Adoption of InternetPolicy 393 OBin the News Internet Gripe Sites: AChallenge forManagement? 395 OB in the News Starbucks'Great Communicator 397 OB in the News Out-of-the-Box Thinking in the Choice of Communication Channels 400 International OB Lost in Translation? 406 Self-Assessment Library How Good Are My Listening Skills?. 407 Point/Counterpoint KeepIt a Secret 409 Questions for Review 410 Think and Do 410 Experiential Exercise 410 Ethical Dilemma 411 Case Incident 1 Dianna Abdaia 411 Case Incident 2 DoYou Need a Speech Coach? 412 Chapter 12 Basic Approaches to Leadership 4i6 What Is Leadership? 419 Trait Theories 420 Behavioral Theories 422 Ohio State Studies 423 • University of Michigan Studies 424 • Summary of Trait Theories and Behavioral Theories 424 Contingency Theories: Fiedler Model and Situational Leadership Theory 425 Fiedler Model 426 • Hersey and Blanchard's Situational Theory 429 • Path-Goal Theory 430 • Path-Goal Variables and Predictions 431 • Summary of Contingency Theories 432 Leader-Member Exchange (LMX) Theory 432 Decision Theory: Vroom and Yetton's Leader-Participation Model 434 Global Implications 435 European Leadership Style 435 • Asian Perspective 436 • The GLOBE Project 436 Summary and Implications for Managers 438 Self-Assessment Library What's My Leadership Style? 418 OB in the News Bad Bosses Abound 421 Myth or Science? "Narcissists Make Better Leaders" 422 Self-Assessment Library What's My LPC Score? 426