Organizational Behavior (with CD-ROM and InfoTrac 1-Semester Printed Access Card)

by Hellriegel, Don; Slocum, John W.

• ISBN13: 9780324323634
• ISBN10: 0324323638
• Edition: 11th
• Format: Hardcover
• Copyright: 2006-01-31
• Publisher: South-Western College Pub

Summary

ORGANIZATIONAL BEHAVIOR, 11th edition presents classic and emerging organizational behavior trends and research, making the subject both accessible and meaningful for students. To make the connection between theory and practice, the authors include timely examples, exercises, and high-interest cases. To help students focus and understand the importance of organizational behavior, the authors introduce seven managerial competencies that are essential to being an effective leader or member of an organization. These competencies are introduced early and woven throughout in special features, exercises, and an interactive self-assessment tool.

Table of Contents

PART 1: Learning about Organizational Behavior	1	(38)
Organizational Behavior and Foundation Competencies	2	(37)
Preview Case: Jack Gherty of Land O'Lakes	3	(2)
Self Competency	5	(2)
Foundation Abilities	5	(1)
Career Development	6	(1)
Self Competency: Shelly Lazarus of Ogilvy & Mather	7	(1)
Communication Competency	7	(2)
Foundation Abilities	8	(1)
Communication Competency: Lee Korens on Communicating	9	(1)
Diversity Competency	9	(5)
Foundation Abilities	9	(1)
Categories of Diversity	10	(2)
Changing Workforce	12	(1)
Gender	13	(1)
Race and Ethnicity	13	(1)
Age	14	(1)
Diversity Competency: Ted Childs of IBM	14	(1)
Ethics Competency	15	(2)
Foundation Abilities	15	(1)
Ethical Dilemmas	16	(1)
Ethics Competency: Raytheon Company	17	(1)
Across Cultures Competency	18	(4)
Foundation Abilities	19	(1)
Work-Related Cultural Values	19	(3)
Across Cultures Competency: Charles Zhang on China's Culture	22	(1)
Teams Competency	23	(1)
Foundation Abilities	23	(1)
Teams and Individualism	23	(1)
Teams Competency: West Suburban Hospital's Teams	24	(1)
Change Competency	25	(1)
Foundation Abilities	25	(1)
Technological Forces	26	(1)
Change Competency: Alaska Indoor Sports Distributing Ltd.	26	(1)
Learning Framework for Individual, Team, and Organizational Effectiveness	27	(2)
Individuals in Organizations	27	(1)
Leadership and Team Behaviors	28	(1)
The Organization Itself	29	(1)
Foundation Competencies	29	(1)
Chapter Summary	29	(1)
Key Terms and Concepts	30	(1)
Discussion Questions	31	(1)
Experiential Exercise and Case	31	(8)
Experiential Exercise: Self Competency---Foundation Competencies Self-Assessment Inventory	31	(5)
Case: Change Competency---Anne Mulcaby of Xerox	36	(3)
PART 2: Individuals in Organizations	39	(168)
Understanding Individual Differences	40	(28)
Preview Case: Ann Fudge, CEO of Young & Rubicam, Inc.	41	(1)
Personality Determinants	42	(3)
Heredity	43	(1)
Environment	43	(2)
Self Competency: David Neeleman of JetBlue	45	(1)
Personality and Behavior	46	(5)
Big Five Personality Factors	46	(2)
Self-Esteem	48	(1)
Locus of Control	48	(1)
Introversion and Extraversion	49	(1)
Emotional Intelligence	50	(1)
Organizational Uses	51	(1)
Teams Competency: Thrive Networks	51	(1)
The Person and the Situation	52	(1)
Work Attitudes and Behavior	52	(5)
Components of Attitudes	53	(1)
Key Work-Related Attitudes: Hope, Job Satisfaction, and Organizational Commitment	53	(4)
Communication Competency: The Container Store	57	(2)
Emotions and Performance	59	(2)
A Model of Emotions	60	(1)
Change Competency: Kenneth Chenault of American Express	61	(1)
Chapter Summary	62	(1)
Key Terms and Concepts	63	(1)
Discussion Questions	63	(1)
Experiential Exercises	64	(4)
Experiential Exercise: Self Competency---Assessing the Big Five	64	(2)
Experiential Exercise: Self Competency---What's Your Emotional IQ?	66	(2)
Perceptions and Attributions	68	(26)
Preview Case: Chet Cadieux, CEO of QuikTrip	69	(1)
The Perceptual Process	70	(1)
Across Cultures Competency: Selling Frito-Lay Chips in China	71	(1)
Perceptual Selection	72	(1)
External Factors	72	(1)
Communication Competency: Just My Type	73	(3)
Internal Factors	74	(2)
Person Perception	76	(2)
The Perceived	76	(1)
The Perceiver	76	(1)
The Situation	77	(1)
Impression Management	77	(1)
Perceptual Errors	78	(2)
Accuracy of Judgment	78	(1)
Perceptual Defense	79	(1)
Stereotyping	79	(1)
Diversity Competency: Home Depot	80	(2)
Halo Effect	80	(1)
Projection	81	(1)
The Role of Culture	81	(1)
Self Competency: Doing Business in Arab Countries	82	(1)
Attributions: Why People Behave as They Do	83	(5)
The Attribution Process	84	(1)
Internal versus External Causes of Behavior	85	(1)
Attributions of Success and Failure	86	(2)
Chapter Summary	88	(1)
Key Terms and Concepts	89	(1)
Discussion Questions	89	(1)
Experiential Exercise and Case	89	(1)
Experiential Exercise: Self Competency---The Perception Process	89	(2)
Case: Self Competency---Brady Lowry	91	(3)
Learning and Reinforcement	94	(24)
Preview Case: Mini Maids	95	(1)
Learning through Rewards and Punishments	96	(2)
Classical Conditioning	96	(1)
Operant Conditioning	97	(1)
Contingencies of Reinforcement	98	(3)
Positive Reinforcement	100	(1)
Communication Competency: Gary Logan at Kodak	101	(6)
Organizational Rewards	102	(1)
Negative Reinforcement	102	(1)
Omission	103	(1)
Punishment	104	(3)
Change Competency: Discipline without Punishment	107	(1)
Guidelines for Using Contingencies of Reinforcement	107	(1)
Schedules of Reinforcement	108	(2)
Continuous and Intermittent Reinforcement	108	(1)
Fixed Interval Schedule	108	(1)
Variable Interval Schedule	109	(1)
Fixed Ratio Schedule	109	(1)
Across Cultures Competency: Northern Shipbuilding of China	110	(1)
Variable Ratio Schedule	110	(1)
Social Learning Theory	110	(3)
Symbolizing	111	(1)
Forethought	112	(1)
Vicarious Learning	112	(1)
Self-Control	112	(1)
Teams Competency: Rowe Furniture's Focused Factory	113	(2)
Self-Efficacy	113	(1)
Organizational Guidelines	114	(1)
Chapter Summary	115	(1)
Key Terms and Concepts	116	(1)
Discussion Questions	116	(1)
Experiential Exercise and Case	116	(2)
Experiential Exercise: Self Competency---What Is Your Self-Efficacy?	116	(1)
Case: Communication Competency---The Nordstrom Way	117	(1)
Fundamentals of Motivation	118	(32)
Preview Case: Starbucks	119	(1)
The Basic Motivational Process	120	(3)
Core Phases	121	(1)
Motivational Challenges	122	(1)
Motivating Employees through Satisfying Human Needs	123	(5)
Needs Hierarchy Model	123	(2)
Achievement Motivation Model	125	(3)
Self Competency: John Schnatter of Papa John's Pizza	128	(1)
Motivating Employees through Job Design	129	(4)
Motivator--Hygiene Model	129	(1)
Job Characteristics Model	130	(3)
Teams Competency: SEI Investments	133	(1)
Cultural Influences	133	(1)
Motivating Employees through Performance Expectations	134	(5)
Expectancy Model	134	(5)
Across Cultures Competency: McProgrammers	139	(1)
Motivating Employees through Equity	139	(3)
Equity Model: Balancing Inputs and Outcomes	140	(2)
Ethics Competency: Employee Theft	142	(2)
Procedural Justice: Making Decisions Fairly	142	(2)
Chapter Summary	144	(1)
Key Terms and Concepts	145	(1)
Discussion Questions	145	(1)
Experiential Exercise and Case	146	(4)
Experiential Exercise: Self Competency---Designing a Challenging Job	146	(1)
Case: Teams Competency---SAS Institute	147	(3)
Motivation through Goal Setting and Reward Systems	150	(24)
Preview Case: UPS	151	(1)
Model of Goal Setting and Performance	152	(3)
Importance of Goal Setting	152	(1)
Challenge	153	(2)
Teams Competency: NASCAR Racing	155	(3)
Moderators	155	(2)
Mediators	157	(1)
Performance	158	(1)
Ethics Competency: The Gap	158	(2)
Rewards	159	(1)
Satisfaction	159	(1)
Effects of Goal Setting	160	(1)
Impact on Performance	160	(1)
Communication Competency: The Ritz-Carlton Hotel	161	(1)
Limitations to Goal Setting	161	(1)
Organizational Guidelines	162	(1)
Reward Systems for High Performance	162	(7)
Gain-Sharing Programs	163	(2)
Profit-Sharing Programs	165	(1)
Skill-Based Pay	166	(1)
Flexible Benefit Plans	166	(1)
Organizational Guidelines	167	(2)
Across Cultures Competency: Reward Practices in Different Cultures	169	(1)
Chapter Summary	169	(1)
Key Terms and Concepts	170	(1)
Discussion Questions	170	(1)
Experiential Exercise and Case	171	(3)
Experiential Exercise: Self Competency---Goal Setting	171	(1)
Case: Diversity Competency---Allstate Insurance Company	172	(2)
Workplace Stress and Aggression	174	(33)
Preview Case: Erica Benson	175	(1)
Concept of Stress	176	(2)
Fight-or-Flight Response	176	(1)
The Stress Experience	177	(1)
Role of Personality in Stress	178	(3)
The Type A Personality	178	(2)
The Hardy Personality	180	(1)
Primary Sources of Stress	181	(1)
Organizational Sources	181	(1)
Teams Competency: Bruce Goode of Works Corporation	182	(4)
Life Stressors	184	(2)
Impacts of Stress	186	(3)
Impacts on Health	186	(1)
Impacts on Performance	187	(1)
Impacts on Job Burnout	188	(1)
Self Competency: John Houghom's Burnout Experience	189	(4)
Managing Stress	190	(1)
Individual Practices	190	(1)
Organizational Practices	191	(2)
Change Competency: Dofasco's Wellness Program	193	(1)
Workplace Aggression	193	(4)
Workplace Bullying	194	(3)
Sexual Harassment	197	(1)
Diversity Competency: OfficeWorks' Sexual Harassment Policy	197	(5)
Workplace Violence	199	(3)
Aggression toward the Organization	202	(1)
Chapter Summary	202	(1)
Key Terms and Concepts	203	(1)
Discussion Questions	203	(1)
Experiential Exercise and Case	204	(3)
Experiential Exercise: Self Competency---Determining Your Stress Level	204	(1)
Case: Ethics Competency---Ethical Dilemma at Northlake	205	(2)
PART 3: Leadership and Team Behaviors	207	(148)
Leading Effectively: Foundations	208	(26)
Preview Case: Amy Brinkley of Bank of America	209	(2)
Power and Political Behavior	211	(4)
Leaders' Use of Power	211	(2)
Use of Political Behavior	213	(2)
Self Competency: Arlivia Gamble of State Farm	215	(1)
Traditional Leadership Models	216	(1)
Traits Model of Leadership	216	(1)
Ethics Competency: Norman Augustine of Lockheed Martin	217	(4)
Behavioral Model of Leadership	218	(3)
Situational Leadership® Model	221	(3)
Leadership Styles	221	(2)
Situational Contingency	223	(1)
Choosing a Leadership Style	223	(1)
Implications for Leaders	223	(1)
Communication Competency: Michelle Miller of Walgreens	224	(1)
Vroom-Jago Leadership Model	225	(3)
Leadership Styles	225	(1)
Situational Variables	226	(1)
Solution Matrix	226	(2)
Change Competency: Your Leadership as Director of Research	228	(1)
Implications for Leaders	229	(1)
Chapter Summary	229	(1)
Key Terms and Concepts	230	(1)
Discussion Questions	230	(1)
Experiential Exercise and Case	231	(3)
Experiential Exercise: Self Competency---Personal Power Inventory	231	(1)
Case: Change Competency---Ashley Automotive---Changing Times	232	(2)
Leading Effectively: Contemporary Developments	234	(22)
Preview Case: Ed Breen of Tyco International	235	(1)
Transactional Leadership	236	(1)
Key Components	236	(1)
Self Competency: Guangchang Guo of Shanghai Fortune High Technology Group	237	(1)
Implications for Leaders	238	(1)
Charismatic Leadership	238	(2)
Key Components	238	(2)
Communication Competency: Richard Branson of the Virgin Group	240	(2)
Implications for Leaders	241	(1)
Authentic Leadership	242	(2)
Key Components	242	(2)
Ethics Competency: Richard Johnson of BET	244	(1)
Implications for Leaders	245	(1)
Transformational Leadership	245	(3)
Key Components	245	(3)
Change Competency: Mike McGavick of Safeco	248	(2)
Implications for Leaders	249	(1)
Similarities and Differences in Models	249	(1)
Chapter Summary	250	(1)
Key Terms and Concepts	251	(1)
Discussion Questions	251	(1)
Experiential Exercise and Case	251	(5)
Experiential Exercise: Self Competency---Transformational Leadership Inventory	251	(1)
Case: Change Competency---Meg Whitman of eBay	252	(4)
Developing and Leading Teams	256	(36)
Preview Case: Mayo Clinic and Teams	257	(1)
Characteristics of Groups	258	(1)
Classifications of Groups	258	(1)
Informal Groups	258	(1)
Effective Groups	259	(1)
Communication Competency: Mayo Clinic's Surgical Suite Design Team	259	(1)
Types of Work-Related Teams	260	(5)
Functional Team	260	(1)
Problem-Solving Team	261	(1)
Cross-Functional Team	262	(1)
Self-Managed Team	263	(2)
Teams Competency: Bayer's High Speed Line Team	265	(3)
Virtual Team	266	(1)
Global Team	267	(1)
Across Cultures Competency: Unilever Latin America's Global Virtual Team	268	(1)
Stages of Team Development	269	(5)
Forming Stage	269	(1)
Storming Stage	270	(1)
Norming Stage	271	(1)
Performing Stage	271	(1)
Adjourning Stage	272	(1)
Potential Team Dysfunctions	272	(2)
Key Influences on Team Effectiveness	274	(8)
Context	274	(1)
Goals	275	(1)
Team Size	276	(1)
Team Member Roles and Diversity	277	(2)
Norms	279	(2)
Cohesiveness	281	(1)
Leadership	282	(1)
Self Competency: Linda Dillman's Team Leadership	282	(1)
Stimulating Team Creativity	283	(3)
Nominal Group Technique	283	(2)
Traditional Brainstorming	285	(1)
Change Competency: Creative Process at Play	286	(1)
Electronic Brainstorming	286	(1)
Chapter Summary	287	(1)
Key Terms and Concepts	288	(1)
Discussion Questions	288	(1)
Experiential Exercise and Case	289	(3)
Experiential Exercise: Team Competency---Team Assessment Inventory	289	(1)
Case: Teams Competency---Who Is Minding the Store: Absence of Teamwork?	290	(2)
Managing Conflict and Negotiating Effectively	292	(30)
Preview Case: KLA-Tencor	293	(2)
Levels of Conflict	295	(4)
Intrapersonal Conflict	295	(1)
Interpersonal Conflict	296	(1)
Intragroup Conflict	297	(1)
Intergroup Conflict	298	(1)
Diversity Competency: Georgia Power's Affinity Groups	299	(1)
Interpersonal Conflict-Handling Styles	300	(4)
Avoiding Style	301	(1)
Forcing Style	301	(1)
Accommodating Style	302	(1)
Collaborating Style	302	(1)
Compromising Style	303	(1)
Effectiveness of Styles	304	(1)
Communication Competency: ATM Express	304	(1)
Negotiation in Conflict Management	305	(4)
Stages of Negotiation	305	(2)
Distributive Negotiations Strategy	307	(1)
Integrative Negotiations Strategy	308	(1)
Teams Competency: Cinergy's Residential Collections Negotiations	309	(3)
Four Influences on Negotiation Strategies	310	(2)
Negotiating Across Cultures	312	(4)
Differences in Negotiators	313	(1)
Cross-Cultural Emotional Intelligence	314	(1)
Negotiation Process	315	(1)
Across Cultures Competency: Chinese Negotiating Style	316	(1)
Chapter Summary	317	(1)
Key Terms and Concepts	318	(1)
Discussion Questions	318	(1)
Experiential Exercise and Case	318	(4)
Experiential Exercise: Self Competency---Conflict-Handling Styles	318	(3)
Case: Across Cultures Competency---The Arrogant Engineers	321	(1)
Interpersonal Communication in Organizations	322	(33)
Preview Case: David Radcliffe of Hogg Robinson	323	(1)
Elements of Interpersonal Communication	324	(7)
Sender and Receiver	324	(1)
Transmitters and Receptors	325	(1)
Messages and Channels	325	(1)
Meaning and Feedback	326	(2)
Interpersonal Barriers	328	(2)
Cultural Barriers	330	(1)
Across Cultures Competency: Caterpillar's Piazza	331	(1)
Fostering Ethical Interpersonal Communications	332	(6)
Communication Openness	334	(1)
Constructive Feedback	335	(2)
Appropriate Self-Disclosure	337	(1)
Active Listening	338	(1)
Communication Competency: FPA's Culture of Conversation	338	(1)
Nonverbal Communication	339	(5)
Types of Nonverbal Cues	339	(2)
Cultural Differences	341	(2)
Status Differences	343	(1)
Organizational Use	344	(1)
Interpersonal Communication Networks	344	(3)
Individual Network	344	(2)
Informal Group Network	346	(1)
Formal Employee Network	347	(1)
Communication Competency: Sensis Employee Communication Strategy	347	(1)
Organizational Use	348	(1)
Chapter Summary	348	(2)
Key Terms and Concepts	350	(1)
Discussion Questions	350	(1)
Experiential Exercises	350	(5)
Experiential Exercise: Self Competency---Interpersonal Communication Practices	350	(3)
Experiential Exercise: Communication Competency---Political Skill Inventory	353	(2)
PART 4: The Organization	355	(122)
Managerial and Ethical Decision Making	356	(28)
Preview Case: JC Penney's Golden Rules of Conduct	357	(1)
Making Ethical Decisions	358	(9)
Ethical Intensity	359	(3)
Decision-Making Principles and Decision Rules	362	(3)
Concern for Affected Individuals	365	(1)
Benefits and Costs	365	(1)
Determination of Rights	366	(1)
Ethics Competency: Norm Brodsky's Drug Testing Dilemma	367	(1)
Managerial Decision-Making Models	368	(2)
Rational Model	368	(2)
Change Competency: St. Vincent's Rational Initiatives	370	(4)
Bounded Rationality Model	371	(3)
Communication Competency: Julie Rodriguez of Epic Divers and Marine	374	(2)
Political Model	375	(1)
Stimulating Organizational Creativity	376	(3)
Lateral Thinking Method	377	(2)
Self Competency: Donna Kacmar of Architect Works, Inc.	379	(1)
Devil's Advocate Method	379	(1)
Chapter Summary	380	(1)
Key Terms and Concepts	380	(1)
Discussion Questions	381	(1)
Experiential Exercise and Case	381	(3)
Experiential Exercise: Ethics Competency---You Make the Decision	381	(1)
Case: Self Competency--Can They Do That? The Case of the Uncomfortable Intern	382	(2)
Designing Organizations	384	(32)
Preview Case: Kellogg Company	385	(2)
Key Factors in Organization Design	387	(4)
Environmental Factors	388	(1)
Strategic Factors	389	(2)
Change Competency: 7-Eleven	391	(3)
Technological Factors	393	(1)
Mechanistic and Organic Organizations	394	(5)
Hierarchy of Authority	396	(1)
Division of Labor	396	(1)
Rules and Procedures	397	(1)
Impersonality	397	(1)
Chain of Command	398	(1)
Span of Control	398	(1)
Across Cultures Competency: Latin American versus U.S. Management Practices	399	(1)
Traditional Organization Designs	400	(5)
Organizational Design Options	400	(1)
Functional Design	401	(1)
Place Design	402	(1)
Product Design	403	(1)
Multidivisional Design (M-Form)	404	(1)
Contemporary Organization Designs	405	(1)
Multinational Design	405	(1)
Communication Competency: Electrolux	406	(3)
Network Design	407	(2)
Communication Competency: Dream Works SKG	409	(2)
Chapter Summary	411	(1)
Key Terms and Concepts	411	(1)
Discussion Questions	412	(1)
Experiential Exercise and Case	412	(4)
Experiential Exercise: Communication Competency---Is Your Organization Designed for High Performance?	412	(1)
Case: Change Competency---Amazon.com	413	(3)
Cultivating Organizational Culture	416	(30)
Preview Case: Google	417	(1)
Dynamics of Organizational Culture	418	(4)
Forming a Culture	421	(1)
Across Cultures Competency: Grupo Carso	422	(5)
Sustaining a Culture	423	(3)
Changing a Culture	426	(1)
Change Competency: Harley-Davidson	427	(1)
Types of Organizational Culture	428	(4)
Bureaucratic Culture	429	(1)
Clan Culture	430	(1)
Entrepreneurial Culture	430	(1)
Market Culture	431	(1)
Culture-Performance Relationships	431	(1)
Ethical Behavior and Organizational Culture	432	(2)
Impact of Culture	433	(1)
Whistle-Blowing	433	(1)
Communication Competency: What Would You Do?	434	(1)
Fostering Cultural Diversity	435	(1)
Challenges	435	(1)
Self Competency: Linda Glick at Levi Strauss	436	(1)
Effective Diversity Programs	436	(1)
Socialization of New Employees	437	(3)
Organizational Socialization Process	438	(1)
Dilemmas in Socialization	439	(1)
Chapter Summary	440	(1)
Key Terms and Concepts	441	(1)
Discussion Questions	441	(1)
Experiential Exercise and Case	441	(5)
Experiential Exercise: Self Competency---Assessing the Culture of Your Organization	441	(2)
Case: Teams Competency---Southwest Airlines' Culture	443	(3)
Guiding Organizational Change	446	(31)
Preview Case: Hewlett-Packard	447	(1)
Challenges of Change	448	(3)
Pressures for Change	449	(2)
Across Cultures Competency: Western Union	451	(7)
Types of Change Approaches	452	(2)
Organizational Use	454	(2)
Organizational Diagnosis	456	(2)
Resistance to Change	458	(3)
Individual Resistance	458	(3)
Self Competency: Are You Ready to Change?	461	(5)
Organizational Resistance	462	(2)
Overcoming Resistance	464	(2)
Teams Competency: Shell's Change Process	466	(1)
Promoting Change	467	(4)
Interpersonal Methods	467	(1)
Team Methods	467	(3)
Organizational Methods	470	(1)
Communication Competency: Just in Time at Toyota	471	(1)
Ethical Issues in Organizational Change	472	(1)
Chapter Summary	473	(1)
Key Terms and Concepts	474	(1)
Discussion Questions	474	(1)
Experiential Exercise and Case	474	(3)
Experiential Exercise: Self Competency---Is Your Organization Ready for Change?	474	(1)
Case: Communication Competency---3M	475	(2)
PART 5: Integrating Cases	477
Case 1 Whole Foods Market	478	(4)
Case 2 The Road to Hell	482	(3)
Case 3 A Novice Manager's Tale of Woe	485	(4)
Case 4 Bob Knowlton	489	(4)
Case 5 Zelte USA	493	(3)
Case 6 Telereach: Dissatisfaction and Declining Morale in Self-Directed Work Teams	496	(6)
Case 7 Tick, Tock: A Time Clock Rules the Workplace	502	(3)
Case 8 EM, Inc.	505	(5)
Case 9 It Isn't so Simple: Infrastructure Change at Royce Consulting	510
BizFlix	1	(1)
References	1	(1)
Author Index	1	(8)
Subject and Organizational Index	9