book

Organizational Behavior, 11th edition

Name: Organizational Behavior, 11th edition
ISBN: 9780470294413

by Richard N. Osborn, James G. Hunt, Mary Uhl-Bien, John R. Schermerhorn Jr

January 2010

Intermediate to advanced

674 pages

26h 12m

English

Wiley

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Copyright
about the authors
preface
about this book
OrganizationOrganizationContentEthics FocusResearch FocusLeadership FocusApplications FocusPedagogyThe OB Skills WorkbookNew Student and Instructor SupportVideosWileyPLUS
contributors
Cases for Critical ThinkingCases for Critical ThinkingExperiential Exercises and Self-Assessment Inventories
acknowledgments
Organizational Behavior, 11e
CHAPTER OPENERSCHAPTER OPENERSLEADERS ON LEADERSHIPMASTERING MANAGEMENTBRIEF CONTENTSOB SKILLS WORKBOOK
Organizational Behavior, 11e Special Features
ETHICS IN OBETHICS IN OBRESEARCH INSIGHT
OB Skills Workbook
SELF-ASSESSMENTSSELF-ASSESSMENTSEXPERIENTIAL EXERCISESCASES FOR CRITICAL THINKINGOB MODULES ONLINE
1. Introducing Organizational Behavior
1.1. Introducing Organizational Behavior1.1.1. Importance of Organizational Behavior1.1.2. Scientific Foundations of Organizational Behavior1.1.3. Shifting Paradigms of Organizational Behavior1.2. Organizations as Work Settings1.2.1. Organizational Purpose, Mission, and Strategy1.2.2. Organizational Environments and Stakeholders1.2.3. Organizational Cultures1.2.4. Diversity and Multiculturalism1.3. Organizational Behavior and Management1.3.1. The Management Process1.3.2. Managerial Activities, Roles, and Networks1.3.3. Managerial Skills and Competencies1.3.4. Moral Management1.4. Learning about Organizational Behavior1.4.1. Learning and Experience1.4.2. Learning Styles1.4.3. Learning Guide to Organizational Behavior 11/E1.5. Resources in The OB Skills Workbook1.6. Chapter 1 study guide: Summary Questions and Answers1.7. Key Terms1.8. Self-Test 11.8.1. Multiple Choice1.8.2. Short Response1.8.3. Applications Essay

2. Individual Differences, Values, and Diversity
2.1. Individual Differences2.1.1. Self-Awareness and Awareness of Others2.1.2. Components of Self2.1.3. Development of Self2.2. Personality2.2.1. Big Five Personality Traits2.2.2. Social Traits2.2.3. Personal Conception Traits2.2.4. Emotional Adjustment Traits2.3. Personality and Stress2.3.1. Sources of Stress2.3.2. Outcomes of Stress2.3.3. Managing Stress2.4. Values2.4.1. Sources of Values2.4.2. Types of Values2.4.3. Values across National Cultures2.5. Diversity2.5.1. Importance of Diversity2.5.2. Types of Diversity2.5.3. Valuing and Supporting Diversity2.6. Resources in The OB Skills Workbook2.7. Chapter 2 study guide: Summary Questions and Answers2.8. Key Terms2.9. Self-Test 22.9.1. Multiple Choice2.9.2. Short Response2.9.3. Applications Essay
3. Emotions, Attitudes, and Job Satisfaction
3.1. Foundations of Emotions and Moods3.1.1. Emotions3.1.2. Emotional Intelligence3.1.3. Types of Emotions3.1.4. Moods3.2. Emotions and Moods in Organizations3.2.1. Emotion and Mood Contagion3.2.2. Emotional Labor3.2.3. Emotions and Moods across Cultures3.2.4. Emotions and Moods as Affective Events3.2.5. Functions of Emotions and Moods3.3. Attitudes3.3.1. Components of Attitudes3.3.2. Attitudes and Behavior3.3.3. Attitudes and Cognitive Consistency3.3.4. Types of Job Attitudes3.4. Job Satisfaction3.4.1. Components of Job Satisfaction3.4.2. Job Satisfaction Findings3.4.3. Job Satisfaction and Behavior3.4.4. Job Satisfaction and Performance3.5. Resources in The OB Skills Workbook3.6. Chapter 3 study guide: Summary Questions and Answers3.7. Key Terms3.8. Self-Test 33.8.1. Multiple Choice3.8.2. Short Response3.8.3. Applications Essay
4. Perception, Attribution, and Learning
4.1. The Perception Process4.1.1. Factors Influencing Perception4.1.2. Stages of the Perception Process4.1.3. Perception and Impression Management4.1.4. Social Networks4.2. Common Perceptual Distortions4.2.1. Stereotypes4.2.2. Halo Effects4.2.3. Selective Perception4.2.4. Projection4.2.5. Contrast Effects4.2.6. Self-Fulfilling Prophecies4.3. Perception and Attribution4.3.1. Importance of Attributions4.3.2. Attribution Errors4.3.3. Attributions across Cultures4.3.4. Attribution and Social Learning4.4. Learning by Reinforcement4.4.1. Classical and Operant Conditioning4.4.2. Law of Effect4.4.3. Positive Reinforcement4.4.4. Negative Reinforcement4.4.5. Punishment4.4.6. Extinction4.4.7. Reinforcement Pros and Cons4.5. Resources in The OB Skills Workbook4.6. Chapter 4 study guide: Summary Questions and Answers4.7. Key Terms4.8. Self-Test 44.8.1. Multiple Choice4.8.2. Short Response4.8.3. Applications Essay
5. Motivation Theories
5.1. What Is Motivation?5.1.1. Motivation Defined5.1.2. Types of Motivation Theories5.1.3. Motivation across Cultures5.2. Needs Theories of Motivation5.2.1. Hierarchy of Needs Theory5.2.2. ERG Theory5.2.3. Acquired Needs Theory5.2.4. Two-Factor Theory5.3. Equity Theory of Motivation5.3.1. Equity and Social Comparisons5.3.2. Equity Theory Predictions5.3.3. Equity Theory and Organizational Justice5.4. Expectancy Theory of Motivation5.4.1. Expectancy Terms and Concepts5.4.2. Expectancy Theory Predictions5.4.3. Expectancy Implications and Research5.5. Goal-Setting Theory of Motivation5.5.1. Motivational Properties of Goals5.5.2. Goal-Setting Guidelines5.5.3. Goal Setting and the Management Process5.6. Resources in The OB Skills Workbook5.7. Chapter 5 study guide: Summary Questions and Answers5.8. Key Terms5.9. Self-Test 55.9.1. Multiple Choice5.9.2. Short Response5.9.3. Applications Essay
6. Motivation and Performance
6.1. Motivation and Rewards6.1.1. Integrated Model of Motivation6.1.2. Intrinsic and Extrinsic Rewards6.1.3. Pay for Performance6.1.4. Pay for Skills6.2. Performance Management6.2.1. Performance Measurement Process6.2.2. Performance Appraisal Methods6.2.3. Performance Appraisal Errors6.3. Job-Design Alternatives6.3.1. Scientific Management6.3.2. Job Enlargement and Job Rotation6.3.3. Job Enrichment6.3.4. Job Characteristics Model6.4. Alternative Work Schedules6.4.1. Compressed Work Weeks6.4.2. Flexible Working Hours6.4.3. Job Sharing6.4.4. Telecommuting6.4.5. Part-Time Work6.5. Resources in The OB Skills Workbook6.6. Chapter 6 study guide: Summary Questions and Answers6.7. Key Terms6.8. Self-Test 66.8.1. Multiple Choice6.8.2. Short Response6.8.3. Applications Essay
7. Teams in Organizations
7.1. Teams in Organizations7.1.1. Teams and Teamwork7.1.2. What Teams Do7.1.3. Organizations as Networks of Teams7.1.4. Cross-Functional and Problem-Solving Teams7.1.5. Virtual Teams7.1.6. Self-Managing Teams7.2. Team Effectiveness7.2.1. Criteria of an Effective Team7.2.2. Synergy and Team Benefits7.2.3. Social Loafing and Team Problems7.3. Stages of Team Development7.3.1. Forming Stage7.3.2. Storming Stage7.3.3. Norming Stage7.3.4. Performing Stage7.3.5. Adjourning Stage7.4. Foundations of Team Performance7.4.1. Team Inputs7.4.2. Diversity and Team Performance7.4.3. Team Processes7.5. Resources in The OB Skills Workbook7.6. Chapter 7 study guide: Summary Questions and Answers7.7. Key Terms7.8. Self-Test 77.8.1. Multiple Choice7.8.2. Short Response7.8.3. Applications Essay
8. Teamwork and Team Performance
8.1. High-Performance Teams8.1.1. Characteristics of High-Performance Teams8.1.2. The Team-Building Process8.1.3. Team-Building Alternatives8.2. Improving Team Processes8.2.1. Entry of New Members8.2.2. Task and Maintenance Leadership8.2.3. Roles and Role Dynamics8.2.4. Team Norms8.2.5. Team Cohesiveness8.2.6. Inter-Team Dynamics8.3. Improving Team Communications8.3.1. Communication Networks8.3.2. Proxemics and Use of Space8.3.3. Communication Technologies8.4. Improving Team Decisions8.4.1. Ways Teams Make Decisions8.4.2. Assets and Liabilities of Team Decisions8.4.3. Groupthink Symptoms and Remedies8.4.4. Team Decision Techniques8.5. Resources in The OB Skills Workbook8.6. Chapter 8 Study guide: Summary Questions and Answers8.7. Key Terms8.8. Self-Test 88.8.1. Multiple Choice8.8.2. Short Response8.8.3. Applications Essay
9. Decision Making and Creativity
9.1. The Decision-Making Process9.1.1. Steps in Decision Making9.1.2. Ethical Reasoning and Decision Making9.1.3. Types of Decisions9.1.4. Decision Environments9.1.5. Risk Management in Decision Making9.2. Decision-Making Models9.2.1. Classical Decision Model9.2.2. Behavioral Decision Model9.2.3. Garbage Can Decision Model9.2.4. Intuitive Decision Model9.3. Decision-Making Traps and Issues9.3.1. Judgmental Heuristics9.3.2. Decision Biases9.3.3. Knowing When to Decide9.3.4. Knowing Who to Involve9.3.5. Knowing When to Quit9.4. Creativity in Decision Making9.4.1. Stages of Creative Thinking9.4.2. Personal Creativity Drivers9.4.3. Team Creativity Drivers9.5. Resources in The OB Skills Workbook9.6. Chapter 9 study guide: Summary Questions and Answers9.7. Key Terms9.8. Self-Test 99.8.1. Multiple Choice9.8.2. Short Response9.8.3. Applications Essay
10. Conflict and Negotiation
10.1. Conflict in Organizations10.1.1. Types of Conflict10.1.2. Levels of Conflict10.1.3. Functional and Dysfunctional Conflict10.1.4. Culture and Conflict10.2. Conflict Management10.2.1. Stages of Conflict10.2.2. Causes of Conflict10.2.3. Indirect Conflict Management Strategies10.2.4. Direct Conflict Management Strategies10.3. Negotiation10.3.1. Negotiation Goals and Outcomes10.3.2. Ethical Aspects of Negotiation10.3.3. Organizational Settings for Negotiation10.3.4. Culture and Negotiation10.4. Negotiation Strategies10.4.1. Distributive Negotiation10.4.2. Integrative Negotiation10.4.3. How to Gain Integrative Agreements10.4.4. Common Negotiation Pitfalls10.4.5. Third-Party Roles in Negotiation10.5. Resources in The OB Skills Workbook10.6. Chapter 10 study guide: Summary Questions and Answers10.7. Key Terms10.8. Self-Test 1010.8.1. Multiple Choice10.8.2. Short Response10.8.3. Applications Essay
11. Communication and Collaboration
11.1. The Nature of Communication11.1.1. The Communication Process11.1.2. Feedback and Communication11.1.3. Nonverbal Communication11.2. Interpersonal Communication11.2.1. Communication Barriers11.2.2. Active Listening11.2.3. Cross-Cultural Communication11.3. Organizational Communication11.3.1. Communication Channels11.3.2. Communication Flows11.3.3. Status Effects11.4. Collaborative Work Environments11.4.1. Collaboration Technologies11.4.2. Interactional Transparency11.4.3. Supportive Communication Principles11.5. Resources in The OB Skills Workbook11.6. Chapter 11 study guide: Summary Questions and Answers11.7. Key Terms11.8. Self-Test 1111.8.1. Multiple Choice11.8.2. Short Response11.8.3. Applications Essay
12. Power and Politics
12.1. Power and Influence12.1.1. Interdependence, Legitimacy, and Power12.1.2. Obedience12.1.3. Acceptance of Authority and the Zone of Indifference12.2. Sources of Power and Influence12.2.1. Position Power12.2.2. Personal Power12.2.3. Power and Influence Capacity12.2.4. Relational Influence12.3. Empowerment12.3.1. Keys to Empowerment12.3.2. Power as an Expanding Pie12.3.3. From Empowerment to Valuing People12.4. Organizational Politics12.4.1. Traditions of Organizational Politics12.4.2. Politics of Self-Protection12.4.3. Politics and Governance12.5. Resources in The OB Skills Workbook12.6. Chapter 12 study guide: Summary Questions and Answers12.7. Key Terms12.8. Self-Test 1212.8.1. Multiple Choice12.8.2. Short Response12.8.3. Applications Essay
13. Leadership Essentials
13.1. Leadership13.1.1. Managers versus Leaders13.1.2. Trait Leadership Perspectives13.1.3. Behavioral Leadership Perspectives13.2. Situational Contingency Leadership13.2.1. Fiedler's Leadership Contingency View13.2.2. House's Path-Goal View of Leadership13.2.3. Hersey and Blanchard Situational Leadership Model13.2.4. Graen's Leader-Member Exchange Theory13.2.5. Substitutes for Leadership13.3. Implicit Leadership13.3.1. Leadership as Attribution13.3.2. Leadership Prototypes13.4. Inspirational Leadership Perspectives13.4.1. Charismatic Leadership13.4.2. Transactional and Transformational Leadership13.4.3. Transformational Leadership Dimensions13.4.4. Issues in Charismatic and Transformational Leadership13.5. Resources in The OB Skills Workbook13.6. Chapter 13 study guide: Summary Questions and Answers13.7. Key Terms13.8. Self-Test 1313.8.1. Multiple Choice13.8.2. Short Response13.8.3. Applications Essay
14. Leadership Challenges and Organizational Change
14.1. Moral Leadership14.1.1. Authentic Leadership14.1.2. Spiritual Leadership14.1.3. Servant Leadership14.1.4. Ethical Leadership14.2. Shared Leadership14.2.1. Shared Leadership in Work Teams14.2.2. Shared Leadership and Self-Leadership14.3. Leadership across Cultures14.3.1. The GLOBE Perspective14.3.2. Leadership Aspects and Culture14.3.3. Culturally Endorsed Leadership Matches14.3.4. Universally Endorsed Aspects of Leadership14.4. Strategic Leadership14.4.1. Top Management Teams14.4.2. Multiple-Level Leadership14.4.3. Leadership Tensions and Complexity14.4.4. Contexts for Leadership Action14.5. Leading Organizational Change14.5.1. Leaders as Change Agents14.5.2. Phases of Planned Change14.5.3. Planned Change Strategies14.5.4. Resistance to Change14.6. Resources in The OB Skills Workbook14.7. Chapter 14 study guide: Summary Questions and Answers14.8. Key Terms14.9. Self-Test 1414.9.1. Multiple Choice14.9.2. Short Response14.9.3. Applications Essay
15. Organizational Culture and Innovation
15.1. Organizational Culture15.1.1. Functions of Organizational Culture15.1.2. Subcultures and Countercultures15.1.3. National Culture and Corporate Culture15.2. Understanding Organizational Cultures15.2.1. Layers of Cultural Analysis15.2.2. Stories, Rites, Rituals, and Symbols15.2.3. Cultural Rules and Roles15.2.4. Shared Values, Meanings, and Organizational Myths15.3. Innovation in Organizations15.3.1. The Process of Innovation15.3.2. Product and Process Innovations15.3.3. Balancing Exploration and Exploitation15.4. Managing Organizational Culture and Innovation15.4.1. Management Philosophy and Strategy15.4.2. Building, Reinforcing, and Changing Culture15.4.3. Tensions Between Cultural Stability and Innovation15.5. Resources in The OB Skills Workbook15.6. Chapter 15 study guide: Summary Questions and Answers15.7. Key Terms15.8. Self-Test 1515.8.1. Multiple Choice15.8.2. Short Response15.8.3. Applications Essay
16. Organizational Goals and Structures
16.1. Organizational Goals16.1.1. Societal Goals16.1.2. Output Goals16.1.3. Systems Goals16.2. Hierarchy and Control16.2.1. Organizations as Hierarchies16.2.2. Controls Are a Basic Feature16.2.3. Centralization and Decentralization16.3. Organizing and Coordinating Work16.3.1. Traditional Types of Departments16.3.2. Coordination16.4. Bureaucracy and Beyond16.4.1. Mechanistic Structures and the Machine Bureaucracy16.4.2. Organic Structures and the Professional Bureaucracy16.4.3. Hybrid Structures16.5. Resources in The OB Skills Workbook16.6. Chapter 16 study guide: Summary Questions and Answers16.7. Key Terms16.8. Self-Test 1616.8.1. Multiple Choice16.8.2. Short Response16.8.3. Applications Essay
17. Strategy, Technology, and Organizational Design
17.1. Strategy and Organizational Learning17.1.1. Strategy17.1.2. Organizational Learning17.1.3. Linking Strategy and Organizational Learning17.2. Strategy and Organizational Design17.2.1. Organizational Design and Strategic Decisions17.2.2. Organizational Design and Co-Evolution17.2.3. Organizational Design and Growth17.3. Technology and Organizational Design17.3.1. Operations Technology and Organizational Design17.3.2. Adhocracy as a Design Option for Innovation and Learning17.3.3. Information Technology17.4. Environment and Organizational Design17.4.1. Environmental Complexity17.4.2. Using Networks and Alliances17.5. Resources in The OB Skills Workbook17.6. Chapter 17 study guide: Summary Questions and Answers17.7. Key Terms17.8. Self-Test 1717.8.1. Multiple Choice17.8.2. Short Response17.8.3. Applications Essay
The OB Skills Workbook
SUGGESTED USES AND APPLICATIONS OF WORKBOOK MATERIALSSUGGESTED USES AND APPLICATIONS OF WORKBOOK MATERIALSLEARNING STYLE INVENTORYWHAT ARE LEARNING STYLES?STUDENT LEADERSHIP PRACTICES INVENTORY: STUDENT WORKBOOKCONTENTS1 Leadership: What People Do When They're Leading2 Questions Frequently Asked About the Student LPI3 Recording Your Scores4 Interpreting Your Scores5 Summary and Action-Planning WorksheetsAbout the AuthorsSelf-Assessment Portfolioteam and experiential exercisesSelections from The Pfeiffer Training AnnualsA. SWEET TOO TOOTH: BONDING STRANGERS INTO A TEAMB. INTERROGATORIES: IDENTIFYING ISSUES AND NEEDSC. DECODE: WORKING WITH DIFFERENT INSTRUCTIONSD. CHOICES: LEARNING EFFECTIVE CONFLICT MANAGEMENT STRATEGIESE. INTERNAL/EXTERNAL MOTIVATORS: ENCOURAGING CREATIVITYF. QUICK HITTER: FOSTERING THE CREATIVE SPIRITAdditional Team and Experiential ExercisesCASES FOR CRITICAL THINKINGCASE 1 A Trader Joe'sCASE 1 B Management Training DilemmaCASE 2 XeroxCASE 3 Lois QuamCASE 4 Magrec, Inc.CASE 5 It Isn't FairCASE 6 A Perfect PizzeriaCASE 6 B Hovey and Beard CompanyCASE 7 The Forgotten Group MemberCASE 8 NASCAR'S Racing Teams UPDATECASE 9 Decisions, DecisionsCASE 10 The Case of the Missing RaiseCASE 11 The Poorly Informed WalrusCASE 12 Faculty Empowerment and the Changing University EnvironmenCASE 13 The New Vice PresidentCASE 14 Novo Nordisk & Southwest AirlinesCASE 15 Never on a SundayCASE 16 First Community FinancialCASE 17 Mission Management and Trust
Notes
Case 1 ReferencesCase 2 ReferencesCase 3 ReferencesCase 8 ReferencesCase 9 ReferencesCase 14 ReferencesCase 15 Reference
Glossary
Self-Test Answers
Self-Test 1MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 2MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 3MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 4MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 5MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 6MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 7MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 8MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 9MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 10MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 11MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 12MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 13MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 14MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 15MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 16MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAYSelf-Test 17MULTIPLE CHOICESHORT RESPONSEAPPLICATIONS ESSAY
Notes
Chapter 1ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 2ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 3ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 4ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 5ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 6ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 7ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 8ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 9ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 10ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 11ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 12ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 13ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 14ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 15ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 16ENDNOTESFEATURE NOTESMARGIN PHOTOSChapter 17ENDNOTESFEATURE NOTESMARGIN PHOTOS
Photo Credits
Chapter 1Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Chapter 10Chapter 11Chapter 12Chapter 13Chapter 14Chapter 15Chapter 16Chapter 17

Content preview from Organizational Behavior, 11th edition

Self-Test Answers

Self-Test 1

MULTIPLE CHOICE

1. b 2. d 3. c 4. c 5. c 6. c 7. a 8. a 9. d 10. d 11. a 12. c 13. c 14. c 15. b

SHORT RESPONSE

16. OB as a scientific discipline has the following characteristics: a) It is an interdisciplinary body of knowledge, drawing upon insights from such allied social sciences as sociology and psychology. b) OB researchers use scientific methods to develop and test models and theories about human behavior in organizations. c) OB focuses on application, trying to develop from science practical insights that can improve organizations. d) OB uses contingency thinking, trying to fit explanations to situations rather than trying to find "one best" answer that fits all situations.

17. The term "valuing diversity" is used to describe behavior that respects individual differences. In the workplace this means respecting the talents and potential contributions of people from different races and of different genders, ethnicities, and ages, for example.

18. An effective manager is one who is able to work with and support other people so that long-term high performance is achieved. This manager is able to maintain an environment for sustainable high performance by creating conditions for job satisfaction as well as high task performance.

19. Mintzberg would say that the executive would be very busy throughout the day and would work long hours. He would note that the day would be fragmented as the executive worked on many different tasks while subject to interruptions. ...

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