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Organizational Behavior, Third Edition

Name: Organizational Behavior, Third Edition
ISBN: 9780470528532

by Michael A. Hitt, C. Chet Miller, Adrienne Colella

October 2010

Intermediate to advanced

655 pages

28h 30m

English

Wiley

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about the authors
Michael A. HittC. Chet MillerAdrienne Colella
preface
PurposeNew to the Third EditionValue Provided by this BookConcluding RemarksFOCUS AND PEDAGOGYExploring Behavior in ActionThe Strategic Importance of ...Experiencing Organizational BehaviorManagerial AdviceThe Strategic LensThinking about EthicsHuman Resource Management ApplicationsBuilding Your Human CapitalAn Organizational Behavior MomentTeam ExerciseSUPPLEMENTSInstructor's Resource GuideTest BankPower Point PresentationsLecture NotesWeb QuizzesPrelecture and Postlecture QuizzesPersonal Response System (PRS)
OPENING CASE STUDY: WHOLE FOODS, Whole People
MANAGING HUMAN CAPITALSOCIAL AND COMMUNITY RESPONSIBILITIESSOME BUMPS IN THE ROADFIRM PERFORMANCE AND THE FUTUREREFERENCESWHOLE FOODS CASE DISCUSSION QUESTIONSChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Chapter 10Chapter 11Chapter 12Chapter 13Chapter 14
I. The Strategic Lens
1. A Strategic Approach to Organizational Behavior
1.1. exploring behavior in action: Strategic Use of Human Capital: A Key Element of Organizational Success1.2. The Strategic Importance of Organizational Behavior1.3. Basic Elements of Organizational Behavior1.4. The Importance of Using a Strategic Lens1.4.1. Foundations of a Strategic Approach to Organizational Behavior1.4.2. Definition of an Organization1.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Creating Innovation: Leading and Managing the Human Capital at Apple1.6. The Role of Human Capital in Creating Competitive Advantage1.6.1. The Nature of Human Capital1.6.2. The Concept of Competitive Advantage1.6.3. Human Capital as a Source of Competitive Advantage1.6.3.1. Value1.6.3.2. Rareness1.6.3.3. Imitability1.6.3.4. Overall Potential for Competitive Advantage1.7. MANAGERIAL ADVICE: Leveraging Human Capital with Twitter and Other Social Networking Tools: Managing the Tweets1.8. Positive Organizational Behavior1.9. High-Involvement Management1.9.1. Key Characteristics of High-Involvement Management1.9.2. Selective Hiring1.9.3. Extensive Training1.9.4. Decision Power1.9.5. Information Sharing1.9.6. Incentive Compensation1.9.7. Evidence for the Effectiveness of High-Involvement Management1.9.8. Demands on Managers1.10. Organization of the Book1.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Pixar: An Organization of Happy, Innovative People1.12. What This Chapter Adds to Your Knowledge Portfolio1.13. Back to the Knowledge Objectives1.14. Key Terms1.15. Human Resource Management Applications1.16. Building Your Human Capital: Career Style Inventory1.16.1.1.16.1.1. Instructions1.16.1.2. Questionnaire1.16.1.3. Descriptions of the Four Primary Career Orientations1.17. An Organizational Behavior Moment: All in a Day's Work1.17.1.1.17.1.1. Discussion Questions1.18. Team Exercise: McDonald's: A High-Involvement Organization?1.19. Endnotes
2. Organizational Diversity
2.1. Exploring Behavior in Action: Diversity in the Los Angeles Fire Department2.2. The Strategic Importance of Organizational Diversity2.3. Diversity Defined2.4. Forces of Change2.4.1. Changing Population Demographics2.4.2. Increase in the Service Economy2.4.3. The Global Economy2.4.4. Requirements for Teamwork2.5. Diversity Management and High-Involvement Organizations2.5.1. Individual Outcomes2.5.2. Group Outcomes2.5.3. Organizational Outcomes2.5.4. Societal and Moral Outcomes2.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Diversity at the Top2.7. Roadblocks to Diversity2.7.1. Prejudice and Discrimination2.7.2. Stereotyping2.8. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Women, Work, and Stereotypes2.8.1. Differences in Social Identity2.8.2. Power Differentials2.8.3. Poor Structural Integration2.8.4. Communication Problems2.9. Effectively Creating and Managing Diversity2.9.1. Commitment of the Organization's Leaders2.9.2. Integration with the Strategic Plan2.9.3. Associate Involvement2.10. MANAGERIAL ADVICE: Promoting a Positive Diversity Environment2.11. THE STRATEGIC LENS2.12. What This Chapter Adds to Your Knowledge Portfolio2.13. Back to the Knowledge Objectives2.14. Thinking about Ethics2.15. Key Terms2.16. Human Resource Management Applications2.17. Building Your Human Capital: What's Your DQ (Diversity Quotient)?2.17.1.2.17.1.1. In the last month, how often did you ...?2.18. An Organizational Behavior Moment: Project "Blow Up"2.18.1.2.18.1.1. Discussion Questions2.19. Team Exercise: What Is It Like to Be Different?2.20. Endnotes
3. Organizational Behavior in a Global Context
3.1. Exploring Behavior in Action: McDonald's Thinks Globally and Acts Locally3.2. The Strategic Importance of Organizational Behavior in a Global Context3.3. Forces of Globalization3.4. MANAGERIAL ADVICE: Multinational Corporations Achieving Glocalization3.5. The Globalization Experience for Associates and Managers3.5.1. Internationally Focused Jobs3.5.2. Foreign Job Assignments3.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Glass Ceiling, the Glass Floor, and the Glass Border: The Global Business Environment for Women3.6.1. Foreign Nationals as Colleagues3.7. Opportunities for International Participation3.7.1. Multidomestic Firms3.7.2. Global Firms3.7.3. Transnational Firms3.8. High-Involvement Management in the International Context3.8.1. Dimensions of National Culture3.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Managing Diverse Cultures3.9.1. National Culture and High-Involvement Management3.9.1.1. Information Sharing3.9.1.2. Decision Power and Individual Autonomy3.9.1.3. Decision Power and Self-Managing Teams3.10. Ethics in the International Context3.11. THE STRATEGIC LENS3.12. What This Chapter Adds to Your Knowledge Portfolio3.13. Back to the Knowledge Objectives3.14. Thinking about Ethics3.15. Key Terms3.16. Human Resource Management Applications3.17. Building Your Human Capital: Assessment of Openness for International Work3.17.1.3.17.1.1. Instructions3.18. An Organizational Behavior Moment: Managing in a Foreign Land3.18.1.3.18.1.1. Discussion Questions3.19. Team Exercise: International Etiquette3.20. Endnotes
CASE STUDY: COOPERATING AND Communicating Across Cultures
Americans and Germans Working in a Project Team1. SITUATION: THE PROJECT IS DOMINATED BY GERMANSThe American perspectiveIntroductionPlanning phaseWorking under the team leaderWorking with the team membersThe German perspectiveIntroductionPlanning phaseWorking under the team leaderWorking with the team members2. SITUATION: THE PROJECT IS DOMINATED BY AMERICANSThe German perspectiveIntroductionPlanning phaseWorking under the team leaderWorking with the team membersThe American perspectiveIntroductionPlanning phaseWorking under the team leaderWorking with the team members
II. Individual Processes

4. Learning and Perception
4.1. Exploring Behavior in Action: The Strategic Importance of Learning and Perception4.1.1. Fundamental Learning Principles4.1.2. Operant Conditioning and Social Learning Theory4.1.3. Contingencies of Reinforcement4.1.3.1. Positive and Negative Reinforcement4.1.3.2. Punishment4.1.3.3. Extinction4.2. MANAGERIAL ADVICE: Punishment Taken Too Far4.2.1. Schedules of Reinforcement4.2.2. Social Learning Theory4.3. Other Conditions for Learning4.4. Training and Enhancing the Performance of Associates4.4.1. OB Mod4.4.2. Simulations4.4.3. Learning from Failure4.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: "We Are Ladies and Gentlemen Serving Ladies and Gentlemen"4.6. Perception4.6.1. Perceptions of People4.6.1.1. The Nature of the Perceiver4.6.1.2. The Nature of the Situation4.6.1.3. Problems in Person Perception4.6.2. Self-Perception4.6.3. Attributions of Causality4.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Great Bear Wilderness Crash4.7.1.4.7.1.1. Internal–External Attribution4.7.1.2. Attributions of Success and Failure4.7.2. Task Perception4.8. THE STRATEGIC LENS4.9. What This Chapter Adds to Your Knowledge Portfolio4.10. Back to the Knowledge Objectives4.11. Thinking about Ethics4.12. Key Terms4.13. Human Resource Management Applications4.14. Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations4.14.1.4.14.1.1. Instructions4.14.1.2. Additional Task4.15. An Organizational Behavior Moment: It's Just a Matter of Timing4.15.1.4.15.1.1. Discussion Questions4.16. Team Exercise: Best Bet for Training4.16.1.4.16.1.1. High Tech International4.17. Endnotes
5. Personality, Intelligence, Attitudes, and Emotions
5.1. Exploring Behavior in Action: I Know She's Smart and Accomplished ... But Does She Have "Personality"?5.2. The Strategic Importance of Personality, Intelligence, Attitudes, and Emotions5.3. Fundamentals of Personality5.3.1. Determinants of Personality Development5.3.1.1. Heredity5.3.1.2. Environment5.3.2. The Big Five Personality Traits5.3.2.1. Extraversion5.3.2.2. Conscientiousness5.3.2.3. Agreeableness5.3.2.4. Emotional Stability5.3.2.5. Openness to Experience5.3.3. The Big Five as a Tool for Selecting New Associates and Managers5.3.4. The Big Five and High-Involvement Management5.3.5. Cognitive and Motivational Properties of Personality5.3.5.1. Cognitive Concepts5.3.5.2. Motivational Concepts5.3.6. Some Cautionary and Concluding Remarks5.4. EXPERIENCING ORGANIZATIONAL BEHAVIOR: "I Have Ketchup in My Veins"5.4.1. Intelligence5.5. Attitudes5.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Intelligence and Intelligence Testing in the National Football League5.6.1. Attitude Formation5.6.1.1. Learning5.6.1.2. Self-Perception5.6.1.3. Need for Consistency5.6.2. Two Important Attitudes in the Workplace5.6.2.1. Job Satisfaction and Outcomes5.6.2.2. Organizational Commitment and Outcomes in the Workplace5.6.2.3. Causes of Job Satisfaction and Organizational Commitment5.6.3. Attitude Change5.6.3.1. Persuasive Communication5.6.3.2. Cognitive Dissonance5.7. MANAGERIAL ADVICE: Job Satisfaction Takes a Dive!5.8. Emotions5.8.1. Direct Effects of Emotions on Behavior5.8.2. Emotional Labor5.8.3. Emotional Intelligence5.9. THE STRATEGIC LENS5.10. What This Chapter Adds to Your Knowledge Portfolio5.11. Back to the Knowledge Objectives5.12. Thinking about Ethics5.13. Key Terms5.14. Human Resource Management Applications5.15. Building Your Human Capital: Big Five Personality Assessment5.15.1.5.15.1.1. Instructions5.16. An Organizational Behavior Moment: Whatever Is Necessary!5.16.1.5.16.1.1. Discussion Questions5.17. Team Exercise: Experiencing Emotional Labor5.18. Endnotes
6. Work Motivation
6.1. Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates6.2. The Strategic Importance of Work Motivation6.3. What Is Motivation?6.4. Content Theories of Motivation6.4.1. Hierarchy of Needs Theory6.4.2. ERG Theory6.4.3. Theory of Achievement, Affiliation, and Power6.4.3.1. Need for Achievement6.4.3.2. Need for Affiliation6.4.3.3. Need for Power6.5. MANAGERIAL ADVICE: Managers over the Edge6.5.1. Two-Factor Theory6.5.2. Conclusions Regarding Content Theories6.6. Process Theories of Motivation6.6.1. Expectancy Theory6.6.2. Equity Theory6.6.3. Goal-Setting Theory6.6.3.1. Goal Difficulty6.6.4. Goal Specificity6.6.5. Goal Commitment6.6.5.1. Participation in Setting Goals6.6.5.2. Subconscious Goals6.6.5.3. Feedback6.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Making Visible Changes6.7.1. Conclusions Regarding Process Theories6.8. Motivating Associates: An Integration of Motivation Theories6.8.1. Find Meaningful Individual Rewards6.8.2. Tie Rewards to Performance6.8.3. Redesign Jobs6.8.3.1. Job Enlargement6.8.3.2. Job Enrichment6.8.4. Provide Feedback6.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Connecting People in the Workplace6.9.1. Clarify Expectations and Goals6.10. THE STRATEGIC LENS6.11. What This Chapter Adds to Your Knowledge Portfolio6.12. Back to the Knowledge Objectives6.13. Thinking about Ethics6.14. Key Terms6.15. Human Resource Management Applications6.16. Building Your Human Capital: Assessing Your Needs6.17. An Organizational Behavior Moment: The Motivation of a Rhodes Scholar6.17.1.6.17.1.1. Discussion Questions6.18. Team Exercise: Workplace Needs and Gender6.19. Endnotes
7. Stress And Well-Being
7.1. Exploring Behavior in Action: Striking for Stress at Verizon7.2. The Strategic Importance of Workplace Stress7.3. Workplace Stress Defined7.4. Two Models of Workplace Stress7.4.1. Demand–Control Model7.4.2. Effort–Reward Imbalance Model7.5. Organizational and Work-Related Stressors7.5.1. Role Conflict7.5.2. Role Ambiguity7.5.3. Work Overload7.6. MANAGERIAL ADVICE: Restoring and Maintaining Work–Life Balance7.6.1. Occupation7.6.2. Resource Inadequacy7.6.3. Working Conditions7.6.4. Management Style7.6.5. Monitoring7.6.6. Job Insecurity7.6.7. Incivility in the Workplace7.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Incivility on the Job: The Cost of Being Nasty7.8. Individual Influences on Experiencing Stress7.8.1. Type A versus Type B Personality7.8.2. Self-Esteem7.8.3. Hardiness7.8.4. Gender7.9. Individual and Organizational Consequences of Stress7.9.1. Individual Consequences7.9.1.1. Psychological Consequences7.9.1.2. Behavioral Consequences7.9.1.3. Physiological Consequences7.9.2. Organizational Consequences7.10. Managing Workplace Stress7.10.1. Individual Stress Management7.10.2. Organizational Stress Management7.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Incentives for Participating in Wellness Programs7.12. THE STRATEGIC LENS7.13. What This Chapter Adds to Your Knowledge Portfolio7.14. Back to the Knowledge Objectives7.15. Thinking about Ethics7.16. Key Terms7.17. Human Resource Management Applications7.18. Building Your Human Capital: How Well Do You Handle Stress?7.19. An Organizational Behavior Moment: Friend or Associate?7.19.1.7.19.1.1. Discussion Questions7.20. Team Exercise: Dealing with Stress7.21. Endnotes
CASE STUDY: BRUSSELS AND Bradshaw
INTRODUCTIONBRIEF HISTORY OF INVESTMENT BANKINGINVESTMENT BANKINGOrganizational StructureProject TeamsProfit GenerationCompensationBRUSSELS AND BRADSHAWThe Summer Internship PositionThe Toronto OfficeCorporate CultureKELLY RICHARDSAUDREY LOCKECHRISTINE PAGETROUBLE BREWINGTHE FINAL REVIEW
III. groups, teams, and social processes
8. Leadership
8.1. Exploring Behavior in Action: Maria Yee and the Green Furniture Revolution8.2. The Strategic Importance of Leadership8.3. The Nature of Leadership8.4. Trait Theory of Leadership8.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Reforming a Rotten Apple and an Evil City8.6. Behavioral Theories of Leadership8.6.1. University of Michigan Studies8.6.2. Ohio State University Studies8.7. Contingency Theories of Leadership8.7.1. Fiedler's Contingency Theory of Leadership Effectiveness8.7.1.1. Leader Style8.7.1.2. Situational Characteristics8.7.1.3. Situational Favorableness8.7.1.4. Leadership Effectiveness8.7.2. The Path–Goal Leadership Theory8.7.2.1. Leader Behavior and Situational Factors8.7.2.2. Interaction of Leader Behavior and Situational Factors8.8. MANAGERIAL ADVICE: Phil Jackson and Leadership Success8.8.1. Conclusions Regarding Contingency Theories8.9. Transformational Leadership8.10. Additional Topics of Current Relevance8.11. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Ethical Leadership? Authentic Leadership!8.11.1. Leader–Member Exchange8.11.2. Servant Leadership8.11.3. Gender Effects on Leadership8.11.4. Global Differences in Leadership8.12. THE STRATEGIC LENS8.13. What This Chapter Adds to Your Knowledge Portfolio8.14. Back to the Knowledge Objectives8.15. Thinking about Ethics8.16. Key Terms8.17. Human Resource Management Applications8.18. Building Your Human Capital: Are You a Transformational Leader?8.18.1.8.18.1.1. Instructions8.19. An Organizational Behavior Moment: The Two Presidents8.19.1.8.19.1.1. Discussion Questions8.20. Team Exercise: Coping with People Problems8.20.1.8.20.1.1. Procedure8.20.1.2. Role for Don Martinez8.20.1.3. Role for John Williams8.20.1.4. Role for Observer8.21. Endnotes
9. Communication
9.1. Exploring Behavior in Action: IBM and Virtual Social Worlds9.2. The Strategic Importance of Communication9.3. The Communication Process9.4. Organizational Communication9.4.1. Communication Networks9.4.2. Direction of Organizational Communication9.4.2.1. Downward Communication9.4.2.2. Upward Communication9.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Communication at J. Crew: Mickey Drexler9.5.1.9.5.1.1. Horizontal Communication9.6. Interpersonal Communication9.6.1. Formal versus Informal Communication9.6.2. Communication Media9.6.3. Communication Technology9.7. MANAGERIAL ADVICE: Surfing for Applicants9.7.1. Nonverbal Communication9.8. Barriers to Effective Communication9.8.1. Organizational Barriers9.8.1.1. Information Overload9.8.1.2. Information Distortion9.8.1.3. Specialty Area Jargon9.8.1.4. Time Pressures9.8.1.5. Cross-Cultural Barriers9.8.1.6. Network Breakdowns9.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Communication Casualties9.9.1. Individual Barriers9.9.1.1. Differing Perceptions9.9.1.2. Semantic Differences9.9.1.3. Status Differences9.9.1.4. Consideration of Self-Interest9.9.1.5. Personal Space9.9.1.6. Poor Listening Skills9.10. Overcoming Communication Barriers9.10.1. Conduct Communication Audits9.10.2. Improve Communication Climates9.10.3. Encourage Individual Actions9.10.3.1. Know Your Audience9.10.3.2. Select an Appropriate Communication Medium9.10.3.3. Regulate Information Flow and Timing9.10.3.4. Encourage Feedback Related to Understanding9.10.3.5. Listen Actively9.11. THE STRATEGIC LENS9.12. What This Chapter Adds to Your Knowledge Portfolio9.13. Back to the Knowledge Objectives9.14. Thinking about Ethics9.15. Key Terms9.16. Human Resource Management Applications9.17. Building Your Human Capital: Presentation Dos and Don'ts9.17.1.9.17.1.1. Presentation "Dos"9.17.1.2. Presentation "Don'ts"9.17.1.3. Explanation of Section Topics9.18. An Organizational Behavior Moment: Going North9.18.1.9.18.1.1. Discussion Questions9.19. Team Exercise: Communication Barriers9.19.1.9.19.1.1. Procedure9.20. Endnotes
10. Decision Making by Individuals and Groups
10.1. Exploring Behavior in Action: Dawn Ostroff's Decision Making at the CW Television Network10.2. The Strategic Importance of Decision Making10.3. Fundamentals of Decision Making10.3.1. Basic Steps in Decision Making10.3.2. Optimal versus Satisfactory Decisions10.4. Individual Decision Making10.4.1. Decision-Making Styles10.4.1.1. Gathering Information10.4.1.2. Evaluating Alternatives10.4.1.3. Using Decision Styles10.5. MANAGERIAL ADVICE: Nurturing Alternative Decision Styles10.5.1. Degree of Acceptable Risk10.5.2. Cognitive Biases10.5.3. Moods and Emotions10.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Anger and Fear in Recent U.S. Elections10.7. Group Decision Making10.7.1. Group Decision-Making Pitfalls10.7.1.1. Groupthink10.7.1.2. Common Information Bias10.7.1.3. Diversity-based Infighting10.7.1.4. Risky Shift10.7.2. Group Decision-Making Techniques10.7.2.1. Brainstorming10.7.2.2. Nominal Group Technique10.7.2.3. Delphi Technique10.7.2.4. Dialectical Inquiry and Devil's Advocacy10.8. Who Should Decide? Individual versus Group Decision Making10.8.1. Associate Involvement in Managerial Decisions10.8.2. Value of Individual versus Group Decision Making10.9. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Vroom–Yetton Model and Military Decisions during the U.S. Civil War10.9.1.10.9.1.1. Time10.9.1.2. Cost10.9.1.3. Nature of the Problem10.9.1.4. Satisfaction and Commitment10.9.1.5. Personal Growth10.10. What This Chapter Adds to Your Knowledge Portfolio10.11. THE STRATEGIC LENS10.12. Back to the Knowledge Objectives10.13. Thinking about Ethics10.14. Key Terms10.15. Human Resource Management Applications10.16. Building Your Human Capital: Decision Style Assessment10.16.1.10.16.1.1. Instructions10.17. An Organizational Behavior Moment: Decision Making at a Nuclear Power Facility10.17.1.10.17.1.1. Part A. Harry, the Reluctant Maintenance Man10.17.1.2. Part B. System Breakdown10.17.1.3. Discussion Questions10.18. Team Exercise: Group Decision Making in Practice10.18.1.10.18.1.1. Procedure10.19. Endnotes
11. Groups and Teams
11.1. Exploring Behavior in Action: Teamwork at Starbucks11.2. The Strategic Importance of Groups and Teams11.3. The Nature of Groups and Teams11.3.1. Groups and Teams Defined11.3.2. Formal and Informal Groups11.3.3. Identity Groups11.3.4. Virtual Teams11.3.5. Functional Teams11.3.6. Self-Managing Teams11.4. Team Effectiveness11.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Teams at McKinsey & Company11.5.1. Knowledge Criteria11.5.2. Affective Criteria11.5.3. Outcome Criteria11.5.4. Is the Team Needed?11.6. Factors Affecting Team Effectiveness11.6.1. Team Composition11.6.1.1. Diversity11.6.1.2. Personality11.6.1.3. Team Orientation11.6.1.4. Size11.6.2. Team Structure11.6.2.1. Team Member Roles11.6.2.2. Norms11.6.2.3. Task Structure11.6.3. Team Processes11.6.3.1. Cohesion11.6.3.2. Conflict11.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Backup at Cirque Du Soleil11.7.1.11.7.1.1. Social Facilitation11.7.1.2. Social Loafing11.7.1.3. Communication11.8. Team Development11.9. Managing for Effective Teams11.9.1. Top Management Support11.9.2. Support Systems11.9.2.1. Technology11.9.2.2. Information Systems11.9.2.3. Selection of Team Members11.9.2.4. Rewards11.9.2.5. Leadership11.10. MANAGERIAL ADVICE: The Pros and Cons of Experiential Teambuilding11.10.1.11.10.1.1. Training11.11. THE STRATEGIC LENS11.12. What This Chapter Adds to Your Knowledge Portfolio11.13. Back to the Knowledge Objectives11.14. Thinking about Ethics11.15. Key Terms11.16. Human Resource Management Applications11.17. Building Your Human Capital: Do You Have a Team?11.18. An Organizational Behavior Moment: The New Quota11.18.1.11.18.1.1. Discussion Questions11.19. Team Exercise: Virtual versus Real Teams11.19.1.11.19.1.1. Procedure11.20. Endnotes
12. Conflict, Negotiation, Power, and Politics
12.1. Exploring Behavior in Action: Green Conflict12.2. The Strategic Importance of Conflict, Negotiation, Power, and Politics12.3. The Nature of Conflict12.3.1. Dysfunctional and Functional Conflict12.3.2. Types of Conflict12.4. Causes of Conflict12.4.1. Structural Factors12.4.1.1. Increased Specialization12.4.1.2. Interdependency12.4.1.3. Centralization Versus Decentralization12.4.1.4. Physical Layout12.4.2. Communication12.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Herman Miller, Designing for Teamwork12.5.1. Cognitive Factors12.5.1.1. Differing Expectations12.5.1.2. Perceptions of the Other Party12.5.2. Individual Characteristics12.5.2.1. Personality12.5.2.2. Differences Across People in the Perceived Value of Conflict12.5.2.3. Goals12.5.3. History12.5.3.1. Past Performance12.5.3.2. Previous Interactions12.6. Conflict Escalation and Outcomes12.6.1. Conflict Escalation12.6.2. Conflict Outcomes12.6.2.1. Lose–Lose12.6.2.2. Win–Lose or Lose–Win12.6.2.3. Compromise12.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Workplace Aggression12.7.1.12.7.1.1. Win–Win12.7.2. Responses to Conflict12.8. Negotiation12.8.1. Negotiation Strategies12.8.2. The Negotiation Process12.9. MANAGERIAL ADVICE: A Costly Conflict Resolution: The Importance of Negotiation12.10. Power12.10.1. Bases of Individual Power12.10.1.1. Legitimate Power12.10.1.2. Reward Power12.10.1.3. Coercive Power12.10.1.4. Expert Power12.10.1.5. Referent Power12.10.2. An Example of Power12.10.3. Strategic Contingencies Model of Power12.11. Organizational Politics12.12. THE STRATEGIC LENS12.13. What This Chapter Adds to Your Knowledge Portfolio12.14. Back to the Knowledge Objectives12.15. Thinking about Ethics12.16. Key Terms12.17. Human Resource Management Applications12.18. Building Your Human Capital: Are You Ready to Manage with Power?12.19. An Organizational Behavior Moment: The Making of the Brooklyn Bluebirds12.19.1.12.19.1.1. Discussion Questions12.20. Team Exercise: Managing Conflict12.20.1.12.20.1.1. Procedure12.20.1.2. Case Incident 112.20.1.3. Case Incident 212.20.1.4. Case Incident 312.21. Endnotes
CASE STUDY: BRIGHT AND DEDICATED: What More Do You Want?
MARCO PICTURES, INC.Anita LockwoodSusan ReynoldsTHE CURRENT SITUATION AT MARCOSusan's ReflectionsBill MayerTHREE MONTHS LATERANITA'S REFLECTIONS AND THE ANNUAL PERFORMANCE REVIEWSusan's ReactionAPPENDIX I: SUSAN REYNOLDS' EMPLOYEE EVALUATION REPORTAPPENDIX II: ATTACHMENT TO SUSAN REYNOLDS' ANNUAL EVALUATION OF 1/22
IV. The Organizational Context
13. Organizational Structure and Culture
13.1. Exploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx13.2. The Strategic Importance of Organizational Structure and Culture13.3. Fundamental Elements of Organizational Structure13.3.1. Structural Characteristics13.3.2. Structuring Characteristics13.3.3. The Modern Organization13.4. Factors Affecting Organizational Structure13.4.1. The Role of Strategy13.4.1.1. Corporate Strategy13.4.1.2. Business Strategy13.4.2. The Role of the Environment13.4.2.1. Environment and Basic Structure13.5. EXPERIENCING ORGANIZATIONAL BEHAVIOR: IDEO and the Differentiation Strategy13.5.1.13.5.1.1. Environment and Integration13.5.2. The Role of Technology13.5.2.1. Technology and Structure: A Manufacturing Framework13.5.2.2. Technology and Structure: A Broader Framework13.5.3. The Role of Organizational Size13.5.4. Summary Comments on Structure13.6. Organizational Culture13.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Google Culture Attracts High-Quality Associates13.7.1. Competing Values Model of Culture13.7.2. Cultural Socialization13.7.3. Cultural Audits13.7.3.1. Subcultures13.8. MANAGERIAL ADVICE: Finding a Fit at Home Depot13.9. Person–Organization Fit13.10. THE STRATEGIC LENS13.11. What This Chapter Adds to Your Knowledge Portfolio13.12. Back to the Knowledge Objectives13.13. Thinking about Ethics13.14. Key Terms13.15. Human Resource Management Applications13.16. Building Your Human Capital: An Assessment of Creativity13.16.1.13.16.1.1. Instructions13.17. An Organizational Behavior Moment: How Effective Is Hillwood Medical Center?13.17.1.13.17.1.1. Discussion Questions13.18. Team Exercise: Words-in-Sentences Company13.18.1.13.18.1.1. Step 1: 5 Minutes13.18.1.2. Step 2: 10 Minutes13.18.1.3. Step 3: 15 Minutes13.18.1.4. Step 4: 10 Minutes—Production Run 113.18.1.5. Step 5: 10 Minutes13.18.1.6. Step 6: 5 Minutes13.18.1.7. Step 7: 10 Minutes—Production Run 213.18.1.8. Step 8: 10 Minutes13.18.1.9. Step 9: 10 Minutes13.19. Endnotes
14. Organizational Change and Development
14.1. Exploring Behavior in Action: Reinventing the Dream at Starbucks14.2. The Strategic Importance of Organizational Change and Development14.3. Pressures for Organizational Change14.3.1. Internal Pressures for Change14.3.1.1. Aspiration–Performance Discrepancies14.3.1.2. Life-Cycle Forces14.3.1.3. Changes in Top Management14.3.2. External Pressures for Change14.3.2.1. Technological Advances14.3.2.2. Changes in Government Regulations and Other Institutions14.3.2.3. Changes in Societal Values14.3.2.4. Shifting Political Dynamics14.4. MANAGERIAL ADVICE: Social Pressures for "Green" Policies and Practices: The War against Carbon Emissions14.4.1.14.4.1.1. Changes in Demographics14.4.1.2. Growing International Interdependence14.5. Planned Change14.5.1. Process of Planned Change14.5.2. Unfreezing14.5.2.1. Transforming14.5.2.2. Refreezing14.6. EXPERIENCING ORGANIZATIONAL BEHAVIOR: The Radical Transformation of Novartis14.6.1. Important Tactical Choices14.6.1.1. Speed of Change14.6.1.2. Style of Change14.6.2. Resistance to Change14.6.2.1. Lack of Understanding14.6.2.2. Different Assessments14.6.2.3. Self-Interest14.6.2.4. Low Tolerance for Change14.6.3. The DADA Syndrome14.7. EXPERIENCING ORGANIZATIONAL BEHAVIOR: Transforming Cisco into a Recession-Proof Growth Machine14.8. Organization Development14.8.1. The Basic OD Model14.8.1.1. Diagnosis14.8.1.2. Interventions14.8.1.3. Progress Monitoring14.8.2. Organization Development Interventions14.8.2.1. Relationship Techniques14.8.2.2. Structural Techniques14.8.3. Organizational Learning14.8.4. Organization Development across Cultures14.9. THE STRATEGIC LENS14.10. What This Chapter Adds to Your Knowledge Portfolio14.11. Back to the Knowledge Objectives14.12. Thinking about Ethics14.13. Key Terms14.14. Human Resource Management Applications14.15. Building Your Human Capital: An Assessment of Low Tolerance for Change14.15.1.14.15.1.1. Instructions14.16. An Organizational Behavior Moment: Organization Development at KBTZ14.16.1.14.16.1.1. Interviews with Department Heads14.16.1.2. Survey of Departments14.16.1.3. Discussion Questions14.17. Team Exercise: Identifying Change Pressures and Their Effects14.17.1.14.17.1.1. Procedure14.18. Endnotes
CASE STUDY: A SEA CHANGE IN STAFFING AT Leapfrog Innovations, Inc.
THE TEAM BUILDING AND LEADERSHIP TRAINING INDUSTRYLEAPFROG INNOVATIONS, INC.LEAPFROG'S REMAINING FOUNDER: DICK EATONTHE EMERGENCE OF DIFFERENTIATED ROLES AT LEAPFROGCHANGES AND GROWTH IN STAFFING, SERVICES, AND WORK ROLESUNCERTAIN FUTURE OF LFINOTEAPPENDIX 1: OVERVIEW OF PROGRAMS OFFERED BY LEAPFROG INNOVATIONS, INC.CORPORATE CULTURE BUILDINGLEADERSHIP DEVELOPMENT SIMULATIONSMULTI-PHASED, IMPROVEMENT INITIATIVESAPPENDIX 2: LEAPFROG'S SERVICE MODELAPPENDIX 3: FULL-TIME EMPLOYEE TENURE AT LEAPFROG
CONCLUDING CASE STUDY: CENTURION MEDIA: Doing the Right Thing
THE CABLE TELEVISION INDUSTRYCable Television RevenuesTELEVISION ADVERTISINGCENTURION MEDIACENTURION CABLE DIVISIONNORTHPARK MEDIAJOSEPH FOWLERTHE CONTRACT REVIEW MEETINGNOTESREFERENCES
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