Work in the 21st Century: An Introduction to Industrial and Organizational Psychology, 2nd Edition

by Frank L. Landy; Jeff M. Conte

• ISBN13: 9781405144346
• ISBN10: 1405144343
• Edition: 2nd
• Format: Hardcover
• Copyright: 2007-01-01
• Publisher: BLACKWELL PUBLISHING

Summary

Work in the 21st Centuryis the highly regarded, most current and engaging text for the industrial and organizational psychology course. Combining leading research, consulting, and teaching expertise, Frank Landy and Jeff Conte provide students with up-to-date examples and cases that link current research and theory to practical issues in the workplace. Modular approach: The text features self-contained sections within chapters, for maximum teaching flexibility. Each module ends with point summaries and key terms. Cutting-edge topics and research coverage: Includes the Five Factor Theory of Personality, the Big Eight theory of competencies, emotional intelligence, culture and emotions, genetics and job satisfaction, achieving balance between work and non-work, stress and violence, organizational citizenship, measuring motivation, integrity testing, entrepreneurship, computer-based assessment, counterproductive work performance, male vs. female leaders, cross cultural teams, bullying, and more. Emphasis on critical thinking: supplementary critical thinking questions present situations and ask students to apply the principles and concepts they've learned in that section. Case Studies and Boxes provide concrete examples of the issues involved in work and behavior in various applied settings, for example the role of I-O Psychology in the Iraq War and the aftermath of Hurricane Katrina. Clear, articulate explanations: The clear prose and interesting examples make the book accessible to a wide range of students. Ancillaries include: Instructor's Manual, Test Bank, Study Guide, Power Point Slides, and a dedicated website at www.blackwellpublishing.com/landyconte2e

Author Biography

Frank J. Landy is a Professor Emeritus in Industrial and Organizational Psychology at Penn State University. He has also been a Visiting Lecturer or Researcher at Stanford University, The University of California at Berkeley, Stockholm University, Gothenburg University, Cluj-Napoca University (Romania) and Ljubljana University (Slovenia). He received his Ph.D. in Industrial and Organizational Psychology at Bowling Green State University. He has served as an Editor of various I-O psychology journals as well as President of SIOP. His career has been divided among research, teaching, text and journal writing, and consulting. Frank’s research has been funded by federal agencies including the Department of Justice, the Department of Labor, the Equal Employment Opportunity Commission (EEOC), the Nuclear Regulatory Commission, and the Department of Agriculture. He has received numerous awards and national recognition for his research on I-O psychology topics. Frank is also a much-sought-after expert witness in State and Federal cases that involve charges of race, gender and age discrimination as well as human factors issues such as product warning signs and labels, accidents, and product defects. He currently is CEO and Senior Testifying Expert of Landy Litigation Support Group, an expert services firm that provides assistance to private and public sector organizations, law firms, and government agencies on issues related to employment discrimination and human behavior. In his capacity as an expert witness, he has been retained by the Department of Justice, EEOC, and many private employers and has also been part of policy level groups responsible for drafting, revising, and interpreting Federal statutes (Americans with Disabilities Act, Age Discrimination in Employment Act, Civil Rights Act of 1991) as well as professional guidelines on fair employment (SIOP Principles and APA Standards). He remains active in the employment and human factors litigation arena today.

Jeffrey M. Conte is an Associate Professor in the Department of Psychology at San Diego State University. He received his B.A. from the University of Virginia and his Ph.D. in Industrial and Organizational Psychology from Penn State University. He teaches courses in introductory I-O psychology, advanced personnel psychology, and psychological testing and measurement. His research interests include personnel selection, personality predictors of job performance, time management, the measurement of emotional intelligence, and the factors associated with health and stress in the workplace. Jeff also has interests in cross-cultural research and has conducted research in organizations across the United States as well as in Canada and France. Jeff’s research has been funded by the National Institute of Mental Health. He has published in and provided reviews for many I-O psychology and management journals. Jeff has worked with a variety of organizations addressing such issues as human resource selection, performance appraisal, stress, training evaluation, and organizational factors related to safety. His research and practice has included a wide variety of occupations including lawyers, engineers, firefighters, police officers, and public transportation drivers.

Table of Contents

Preface	p. xx
Fundamentals
What is Industrial and Organizational Psychology?	p. 2
The Importance of I-O Psychology	p. 3
The Importance of Work in People's Lives	p. 3
The Concept of "Good Work" versus "Good Job"	p. 4
How Does I-O Psychology Contribute to Society?	p. 8
What Is I-O Psychology?	p. 8
SIOP as a Resource	p. 11
How This Course Can Help You	p. 11
Knowledge About the 21st-Century Workplace	p. 11
The Importance of Understanding the Younger Worker	p. 14
The Past, Present, and Future of I-O Psychology	p. 16
The Past: A Brief History of I-O Psychology	p. 16
1876-1930	p. 17
1930-1964	p. 20
The Present: Demographics of I-O Psychologists	p. 22
Pathways to a Career in I-O Psychology: A Curious Mixture	p. 23
The Future: The Challenges to I-O Psychology in the 21st Century	p. 24
A Personal View of the Future: Preparing for a Career in I-O Psychology	p. 25
Education and Training	p. 25
Getting into a Graduale Program	p. 25
Multicultural and Cross-Cultural Issues in I-O Psychology	p. 28
Multiculturalism	p. 28
The Multicultural Nature of Work in the 21st Century	p. 30
Why Should Multiculturalism Be Important to You?	p. 32
Why Is Multiculturalism Important for I-O Psychology?	p. 32
Some Theories of Cultural Influence	p. 33
Hofstede's Theory	p. 34
Some Thoughts on Theories of Cultural Influence	p. 36
The Organization of This Book	p. 40
Themes	p. 40
Parts	p. 41
Resources	p. 42
Methods and Statistics in I-O Psychology	p. 48
Science	p. 49
What Is Science?	p. 49
The Role of Science in Society	p. 50
Why Do I-O Psychologists Engage in Research?	p. 51
Research	p. 53
Research Design	p. 53
Methods of Data Collection	p. 55
Qualitative and Quantitative Research	p. 55
The Importance of Context in Interpreting Research	p. 56
Generalizability and Control in Research	p. 57
Generalizability	p. 57
Control	p. 58
Ethical Behavior in I-O Psychology	p. 59
Data Analysis	p. 62
Descriptive and Inferential Statistics	p. 62
Descriptive Statistics	p. 62
Inferential Statistics	p. 63
Statistical Significance	p. 64
The Concept of Statistical Power	p. 65
Correlation and Regression	p. 65
The Concept of Correlation	p. 66
The Correlation Coefficient	p. 66
Multiple Correlation	p. 68
Correlation and Causation	p. 68
Meta-Analysis	p. 69
Micro-, Macro-, and Meso-Research	p. 71
Interpretation	p. 73
Reliability	p. 73
Test-Retest Reliability	p. 74
Equivalent Forms Reliability	p. 74
Internal Consistency	p. 75
Inter-Rater Reliability	p. 75
Validity	p. 76
Criterion-Related Validity	p. 77
Content-Related Validity	p. 79
Construct-Related Validity	p. 80
Validity and the Law: A Mixed Blessing	p. 82
Industrial Psychology	p. 85
Individual Differences and Assessment	p. 86
An Introduction to Individual Differences	p. 87
Some Background	p. 87
Differential Psychology, Psychometrics, and I-O Psychology	p. 88
Identifying Individual Differences	p. 89
Varieties of Individual Differences	p. 89
Human Attributes	p. 93
Abilities	p. 93
Cognitive Abilities	p. 93
Intelligence as "g"	p. 93
Is "g" Important at Work?	p. 94
Is "g" as Important in Other Countries as It Is in the U.S.?	p. 95
Can Your Level of "g" Change?	p. 95
Cognitive Abilities beyond "g"	p. 95
Physical, Sensory, and Psychomotor Abilities	p. 97
Physical Abilities	p. 97
Sensory Abilities	p. 98
Psychomotor Abilities	p. 99
Personality and Interests	p. 99
Personality	p. 99
The Five Factor Model	p. 100
Vocational Interests	p. 105
Additional Attributes	p. 107
Skills	p. 107
Knowledge	p. 107
Experience	p. 108
Competencies	p. 109
Emotional Intelligence	p. 110
Foundations of Assessment	p. 113
The Past and the Present of Testing	p. 113
What Is a Test?	p. 115
What is the Meaning of a Test Score	p. 115
Test Users and Test Interpretation	p. 116
What Is a Test Battery?	p. 116
Where to Find Tests	p. 118
Administrative Test Categories	p. 119
Speed versus Power Tests	p. 119
Group versus Individual Tests	p. 119
Paper and Pencil versus Performance Tests	p. 120
Testing and Culture	p. 120
International Assessment Practices	p. 123
Assessment Procedures	p. 125
Assessment Content versus Process	p. 125
Assessment Procedures: Content	p. 125
Cognitive Ability Tests	p. 125
Knowledge Tests	p. 127
Tests of Physical Abilities	p. 127
Psychomotor Abilities	p. 128
Personality	p. 128
Practical Issues Associated with Personality Measures	p. 129
Integrity Testing	p. 132
Emotional Intelligence	p. 134
Interests and Values	p. 135
Individual Assessment	p. 136
Interviews	p. 137
Interview Content	p. 137
Interview Process	p. 139
Assessment Centers	p. 140
Work Samples and Situational Tests	p. 143
Work Sample Tests	p. 143
Situational Judgment Tests	p. 144
Special Topics in Assessment	p. 148
Incremental Validity	p. 148
Biographical Data	p. 149
Grades and Letters of Recommendation	p. 152
Minimum Qualifications	p. 152
Useless Assessment Practices: Graphology and the Polygraph	p. 153
Drug and Alcohol Testing	p. 154
Computer and Internet Assessment	p. 155
Who Is a Candidate?	p. 158
Computer Adaptive Testing	p. 158
Testing and Demographic Differences	p. 159
Understanding Performance	p. 161
A Basic Model of Performance	p. 162
Campbell's Model of Job Performance	p. 162
Criterion Deficiency and Contamination	p. 166
A Broader View	p. 167
Extensions of the Basic Performance Model	p. 169
Task Performance versus Organizational Citizenship Behavior	p. 169
Causes and Correlates of OCB	p. 171
Types of Performance Measures	p. 173
Adaptive Performance	p. 173
A Comprehensive Framework for Considering Performance: The "Great Eight"	p. 175
The Case of Expert Performance	p. 176
Constraints on Performance: Counterproductive Work Behaviors	p. 178
Causes and Treatments for CWB	p. 181
Citizenship Revisited	p. 182
Job Analysis: Fundamental Properties and Practices	p. 183
The Uses of Job Analysis Information	p. 183
A Brief History of Job Analysis	p. 185
Types of Job Analysis	p. 185
How Job Analysis Is Done	p. 188
Job Analysis: Newer Developments	p. 191
Electronic Performance Monitoring as Part of a Job Analysis	p. 191
Cognitive Task Analysis	p. 192
The Context of Work	p. 194
Personality-Based Job Analysis	p. 195
A Summary of the Job Analysis Process	p. 195
Computer-Based Job Analysis	p. 197
O*NET	p. 198
Competency Modeling	p. 201
Job Evaluation, Comparable worth, and the Law	p. 204
Job Evaluation	p. 204
An Example of a Job Evaluation	p. 204
The Concept of Comparable Worth	p. 206
Job Analysis and Employment Litigation	p. 208
The Special Case of Overtime Pay	p. 209
Performance Measurement	p. 211
Basic Concepts in Performance Measurement	p. 212
Uses for Performance Information	p. 212
Types of Performance Data	p. 213
Relationships among Performance Measures	p. 213
Hands-On Performance Measures	p. 213
Electronic Performance Monitoring	p. 215
Performance Management	p. 217
Perceptions of Fairness in Performance Management	p. 218
Performance Rating-Substance	p. 222
Close-Up on a Rating System	p. 222
Theories of Performance Rating	p. 223
Focus on Performance Ratings	p. 224
Overall Performance Ratings	p. 224
Trait Ratings	p. 225
Task-Based Ratings	p. 226
Critical Incidents Methods	p. 226
OCB and Adaptive Performance Ratings	p. 226
Structural Characteristics of a Performance Rating Scale	p. 227
Rating Formats	p. 228
Graphic Rating Scales	p. 228
Checklists	p. 229
Behavioral Rating	p. 231
Employee Comparison Methods	p. 232
A New Variation on the Paired Comparison Method: CARS	p. 233
Concluding Thoughts on Performance Rating Formats	p. 235
Performance Rating-Process	p. 236
Rating Sources	p. 236
Supervisors	p. 236
Peers	p. 237
Self-Ratings	p. 238
Subordinate Ratings	p. 239
Customer and Supplier Ratings	p. 240
360 Degree Systems	p. 240
Rating Distortions	p. 240
Central Tendency Error	p. 241
Leniency-Severity Error	p. 241
Halo Error	p. 241
Rater Training	p. 242
Administrative Training	p. 242
Psychometric Training	p. 242
Frame-of-Reference Training	p. 243
The Reliability and Validity of Ratings	p. 243
Reliability	p. 243
Validity	p. 243
The Social and Legal Context of Performance Evaluation	p. 245
The Motivation to Rate	p. 245
Goal Conflict	p. 247
Performance Feedback	p. 247
"Destructive" Criticism	p. 248
360 Degree Feedback	p. 250
Performance Evaluation and Culture	p. 252
Performance Evaluation and the Law	p. 253
Performance Evaluation and Protected Groups	p. 256
Staffing Decisions	p. 259
Conceptual Issues in Staffing	p. 260
An Introduction to the Staffing Process	p. 260
The Impact of Staffing Practices on Firm Performance	p. 261
Stakeholders in the Staffing Process	p. 262
Line Managers	p. 263
Co-workers	p. 263
Applicants	p. 263
Staffing from the International Perspective	p. 264
Evaluation of Staffing Outcomes	p. 267
Validity	p. 267
Selection Ratios	p. 268
Prediction Errors and Cut Scores	p. 268
Establishing Cut Scores	p. 270
Utility	p. 271
Til Death Us Do Part? The Concept Of Dynamic Validities	p. 272
Fairness	p. 272
Practical Issues in Staffing	p. 274
A Staffing Model	p. 274
Comprehensive Selection Systems	p. 274
Compensatory Selection Systems	p. 274
Combining Information	p. 275
Statistical versus Clinical Decision Making	p. 275
The Hurdle System of Combining Scores	p. 276
Combining Scores by Regression (The Compensatory Approach)	p. 277
Score Banding	p. 278
Subgroup Norming	p. 279
Selection versus Placement	p. 279
Deselection	p. 280
Number of Decisions to Be Made	p. 281
Large Staffing Projects	p. 281
Small Staffing Projects	p. 283
Legal Issues in Staffing Decisions	p. 285
Charges of Employment Discrimination	p. 285
Theories of Discrimination	p. 286
Intentional Discrimination or Adverse Treatment	p. 286
Unintentional Discrimination or Adverse Impact	p. 286
Training and Development	p. 292
Foundations of Training and Learning	p. 293
Training, Learning, and Performance	p. 294
Training Needs Analysis	p. 295
The Learning Process in Training	p. 297
Trainee Characteristics	p. 298
Learning and Motivational Theories Applied to Training	p. 299
Principles of Learning	p. 201
Learning Organizations	p. 304
Content and Methods of Training	p. 306
Training Methods	p. 306
On-Site Training Methods	p. 306
Off-Site Training Methods	p. 308
Distance Learning and Computer-Based Training	p. 309
Training "Critical Thinking"	p. 310
Transfer of Training	p. 311
Evaluating Training Programs	p. 314
Training Evaluation	p. 314
Training Criteria	p. 314
Utility Analysis	p. 316
Training Evaluation Designs	p. 317
Equal Employment Opportunity Issues in Training	p. 319
Specialized Training Programs	p. 321
Management and Leadership Development	p. 321
Assessment Centers	p. 321
360 Degree Feedback	p. 322
Coaching	p. 323
Informal Training	p. 323
Sexual Harassment Awareness Training	p. 325
Ethics Training	p. 326
Cross-Cultural Training	p. 327
Organizational Psychology	p. 331
The Motivation to Work	p. 332
An Introduction to Motivation	p. 333
The Central Position of Motivation in Psychology	p. 333
A Brief History of Motivation Theory in I-O Psychology	p. 334
Metaphors for Motivation	p. 335
Person as Machine	p. 335
Person as Godlike	p. 336
The Meaning and Importance of Motivation in the Workplace	p. 337
Motivation and Performance	p. 337
Motivation and Work-Life Balance	p. 338
Motivation and Attitudes	p. 338
Motivation and Personality	p. 339
Motivational Theories-Classic Approaches	p. 341
"Person-as-Machine" Theories	p. 341
An Internal Mechanical Theory: Maslow's Need Theory	p. 341
An External Mechanical Theory: Reinforcement Theory	p. 344
"Person-as-Godlike" Theories: The Scientist Model	p. 344
Vroom's VIE Theory	p. 345
Equity Theory	p. 347
Modern Approaches to Work Motivation	p. 350
Person-as-Intentional	p. 350
Goal Setting Theory	p. 350
Control Theories and the Concept of Self-Regulation	p. 354
The Concept of Self-Efficacy in Modern Motivation Theory	p. 355
Action Theory	p. 358
Common Theories in Modern Approaches	p. 360
A New Motivational Topic: The Entrepreneur	p. 360
Practical Issues in Motivation	p. 364
Can Motivation Be Measured?	p. 364
Cross-Cultural Issues in Motivation	p. 364
Generational Differences and Work Motivation	p. 367
Motivational Interventions	p. 369
Contingent Rewards	p. 369
Job Enrichment	p. 370
ProMES	p. 371
Attitudes, Emotions, and Work	p. 376
Job Satisfaction	p. 377
The Experience of Emotion at Work	p. 377
Job Satisfaction: Some History	p. 378
The Early Period of Job Satisfaction Research	p. 37
An Evolution	p. 380
Antecedents and Consequences of Job Satisfaction	p. 381
The Measurement of Job Satisfaction	p. 384
Overall versus Facet Satisfaction	p. 384
Satisfaction Questionnaires	p. 386
Moods, Emotions, Attitudes, and Behavior	p. 390
Is Everybody Happy? Does It Matter If They Are?	p. 390
The Concept of "Resigned" Work Satisfaction	p. 390
Satisfaction versus Mood versus Emotion	p. 393
Dispositions and Affectivity	p. 395
The Time Course of Emotional Experience	p. 396
Genetics and Job Satisfaction	p. 397
The Concept of Core Evaluations	p. 398
The Concept of Commitment	p. 400
Forms of Commitment	p. 400
Individual Difference Variables and Commitment	p. 401
A New Focus: Organizational Identification	p. 403
Withdrawal Behaviors	p. 405
Related Topics	p. 408
Job Loss	p. 408
Telecommuting	p. 410
Work-Family Balance	p. 412
Work-Related Attitudes and Emotions from the Cross-Cultural Perspective	p. 414
A Possible Connection between Motivation and Emotion	p. 415
Stress and Worker Well-Being	p. 418
The Problem of Stress	p. 419
Studying Workplace Stress	p. 419
What Is a Stressor?	p. 421
Common Stressors at Work	p. 422
Physical/Task Stressors	p. 422
Psychological Stressors	p. 422
Consequences of Stress	p. 426
Behavioral Consequences of Stress	p. 426
Psychological Consequences of Stress	p. 428
Physiological Consequences of Stress	p. 429
Work Schedules	p. 430
Shift Work	p. 430
Flexible and Compressed Workweek Schedules	p. 432
Theories of Stress	p. 435
Demand-Control Model	p. 435
Person-Environment Fit Model	p. 436
Individual Differences in Resistance to Stress	p. 437
The Type A Behavior Pattern	p. 438
Reducing and Managing Stress	p. 442
Primary Prevention Strategies	p. 442
Work and Job Design	p. 442
Cognitive Restructuring	p. 444
Secondary Prevention Strategies	p. 444
Stress Management Training	p. 444
Relaxation and Biofeedback Techniques	p. 445
Social Support	p. 445
Tertiary Prevention Strategies	p. 446
Summary of Stress Intervention Strategies	p. 447
Future Work Trends and Challenges to Stress and Stress Management	p. 448
Violence at Work	p. 450
Stress and Workplace Violence	p. 451
Levels of Violence	p. 451
The Experiential Sequence of Violence	p. 452
The "Typical" Violent Worker	p. 452
Theories of Workplace Violence	p. 453
Frustration-Aggression Hypothesis	p. 453
The "Justice" Hypothesis	p. 455
A Special Type of Violence: Bullying	p. 457
What Can We Conclude about Workplace Violence?	p. 459
Fairness and Diversity in the Workplace	p. 461
Fairness	p. 462
The Concept of Justice	p. 462
Justice, Fairness, and Trust	p. 464
Approaches to Organizational Justice	p. 466
Distributive Justice	p. 466
Procedural Justice	p. 468
Interactional Justice	p. 470
Deontic Justice	p. 471
Justice versus Injustice	p. 471
The Practical Implications of Justice Perceptions	p. 473
Performance Evaluation	p. 474
Applicant Perceptions of Selection Fairness	p. 475
A Special Case of Applicant Reactions: Stereotype Threat	p. 477
A Model of Applicant Decision Making	p. 479
The Rejected Applicant	p. 480
The Special Case of Affirmative Action	p. 481
Culture and Affirmative Action Programs	p. 484
Diversity	p. 487
What Does Diversity Mean?	p. 487
The Dynamics of Diversity	p. 488
Diversity from the Work Group Perspective	p. 489
Managing Diversity from the Organizational Perspective	p. 491
Leadership and Diversity	p. 492
Leadership	p. 494
The Concept of Leadership	p. 495
Some Conceptual Distinctions	p. 495
Leader Emergence versus Leader Effectiveness	p. 495
Leader Emergence	p. 495
The Problem of Defining Leadership Outcomes	p. 496
Leader versus Manager or Supervisor	p. 497
The Blending of Managerial and Leadership Roles	p. 498
Leader Development versus Leadership Development	p. 500
The Motivation to Lead	p. 501
Traditional Theories of Leadership	p. 504
The Great Man and Great Woman Theories	p. 504
The Trait Approach	p. 505
The "Power" Approach to Leadership	p. 506
The Behavioral Approach	p. 506
The Ohio State University Studies	p. 506
The University of Michigan Studies	p. 509
The Contingency Approach	p. 509
Hersey and Blanchard's Situational Theory	p. 510
House's Path-Goal Theory	p. 510
The Case of Social Undermining: What about the "Fickle" Leader?	p. 511
The Consequences of Participation: The Vroom-Yetton Model	p. 512
New Approaches to Leadership	p. 518
Leader-Member Exchange (LMX)	p. 518
Transformational Leadership	p. 519
The Charismatic Leader	p. 523
Emerging Topics and Challenges in Leadership Research	p. 526
Leadership in a Changing Workplace	p. 526
Male and Female Leaders: Are They Different?	p. 528
The Demographics of Leadership	p. 528
The Leadership Styles of Men and Women	p. 529
Personality and Leadership	p. 530
Cross-Cultural Studies of Leadership	p. 532
Leadership in a Diverse Environment	p. 534
Guidelines for Effective Leadership	p. 538
Teams in Organizations	p. 540
Types of Teams	p. 541
Groups and Teams: Definitions	p. 542
Types of Teams	p. 542
Quality Circles	p. 542
Project Teams	p. 543
Production Teams	p. 544
Virtual Teams	p. 546
A Model of Team Effectiveness	p. 550
Input-Process-Output Model of Team Effectiveness	p. 550
Team Inputs	p. 550
Team Processes	p. 556
Team Outputs	p. 560
Special Issues in Teams	p. 562
Team Appraisal and Feedback	p. 562
ProMES	p. 563
Team Roles	p. 563
Team Development	p. 565
Team Training	p. 566
Cultural Issues in Teams	p. 567
The Organization of Work Behavior	p. 570
The Conceptual and Theoretical Foundations of Organizations	p. 571
Organizations and People	p. 571
Organization as Integration	p. 574
Theories of Organization	p. 575
Classic Organizational Theory	p. 575
Human Relations Theory	p. 576
Contingency Theories	p. 579
Systems Theory	p. 580
Two Recent Approaches	p. 584
Conclusions about Theories of Organizations	p. 585
Some Social Dynamics of Organizations	p. 587
Climate and Culture	p. 587
A Brief History of Climate	p. 588
An Even Briefer History of Culture	p. 590
An Integration of Concepts	p. 590
A New Avenue for Exploration: Climate and Culture Strength	p. 593
Organizational Climate and Culture from the Multicultural Perspective	p. 595
When Cultures Clash	p. 595
An Application of Culture and Climate: Safety	p. 596
The Role of Leaders in Safety	p. 597
Safety Climate and Culture	p. 597
Unions and Organizational Behavior	p. 599
Socialization and the Concept of Person-Organization (P-O) Fit	p. 601
Organizational Socialization	p. 601
Socialization from the International Perspective	p. 607
Organizational Development and Change	p. 609
Organizational Change	p. 609
Episodic Change	p. 610
Continuous Change	p. 611
Resistance to Change	p. 613
Examples of Large-Scale Organizational Change Initiatives	p. 614
Management By Objectives (MBO)	p. 614
Matrix Organizations	p. 614
Total Quality Management (TQM)	p. 615
Six Sigma Systems	p. 617
Lean Production Manufacturing	p. 617
Mergers and Acquisitions	p. 619
Emerging Commonalities among Organizational Interventions	p. 619
Organizational Development	p. 620
Examples of OD Techniques	p. 621
Glossary	p. G-1
References	p. R-1
Credits	p. C-1
Name Index	p. I-1
Subject Index	p. I-12
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