Live: Art and Performance

by Heathfield, Adrian

• ISBN13: 9780415972390
• ISBN10: 0415972396
• Format: Paperback
• Copyright: 2004-11-10
• Publisher: Routledge

Summary

Live Art, or performance, is one of the most controversial and hotly discussed areas of art practice to emerge in the second half of the twentieth century. The history of Live Art is one of challenge to audiences, art traditions and cultural values. With elements of performance now part of the practice of many of today's best-known artists, and boundaries between visual art, theatre and live art more and more blurred, this collection is long overdue. Leading artists and thinkers assess the relevance of Live Art now and its impact within the visual arts and the broader cultural sphere. Hugo Glendinning's stunning color photographs of performance events are combined with numerous essays examining the political, philosophical and cultural resonances of the work of a diverse range of international Live artists, both historical and contemporary. Accessible, critically astute and expansive,Liveis an indispensable resource for all those with an interest in some of the most vibrant andcontested issues in art today.

Table of Contents

preface	xix
Introduction to Organizational Behavior	1	(32)
Opening Case IKEA Has a Global Approach to OB	2	(1)
What Is Organizational Behavior?	3	(8)
The Nature of Organizational Behavior	4	(1)
Levels of Analysis	5	(1)
Organizational Behavior and Management	6	(1)
Managerial Functions	7	(2)
Ob Today: Dick's Restaurants Understands Its Employees	9	(1)
Managerial Roles	10	(1)
Managerial Skills	10	(1)
Challenges for Organizational Behavior	11	(2)
Challenge 1: The Changing Social and Cultural Environment	13	(4)
Developing Organizational Ethics and Well-Being	13	(1)
Managing Ethically: Ephedra Is a Dangerous Drug	14	(1)
Dealing with a Diverse Workforce	15	(2)
Challenge 2: The Evolving Global Environment	17	(3)
Understanding Global Differences	17	(1)
Global Learning	18	(1)
Global View: What Goes Around Comes Around	19	(1)
Challenge 3: Advancing Information Technology	20	(3)
IT and Organizational Effectiveness	21	(1)
IT, Creativity, and Organizational Learning	22	(1)
Ob Today: Telemarketing Turns Off Customers	22	(1)
Challenge 4: Shifting Work and Employment Relationships	23	(10)
You're the Management Expert: Moving to Self-Managed Teams	24	(1)
Summary	25	(2)
Exercises in Understanding and Managing Organizational Behavior	27	(2)
New York Times Cases in the News
For Many, Full-Time Work Means Part-Time Benefits	29	(2)
As Levi's Work Is Exported, Stress Stays Home	31	(2)
APPENDIX A SHORT HISTORY OF ORGANIZATIONAL BEHAVIOR RESEARCH	33	(4)
F.W. Taylor and Scientific Management	33	(1)
The Work of Mary Parker Follett	34	(1)
The Hawthorne Studies and Human Relations	35	(1)
Theory X and Theory Y	36	(1)
Theory X	36	(1)
Theory Y	37	(1)
PART 1 Individuals in Organizations	37	(272)
Individual Differences: Personality and Ability	37	(32)
Opening Case Weldon's Determination	38	(1)
The Nature of Personality	39	(3)
Determinants of Personality: Nature and Nurture	39	(1)
Personality and the Situation	40	(2)
Personality: A Determinant of the Nature of Organizations	42	(1)
The Big Five Model of Personality	42	(6)
Extraversion	44	(1)
Neuroticism	44	(1)
Agreeableness	45	(1)
Conscientiousness	46	(1)
Openness to Experience	47	(1)
Global View: Fujio Mitarai Cuts Costs and Takes Risks at Canon	47	(1)
Conclusions	48	(1)
Other Organizationally Relevant Personality Traits	48	(5)
Locus of Control	49	(1)
Self-Monitoring	49	(1)
You're the Management Expert: Understanding a New Employee	49	(2)
Self-Esteem	51	(1)
Type A and Type B Personalities	51	(1)
Needs for Achievement, Affiliation, and Power	51	(2)
How Personality Is Measured	53	(1)
The Nature of Ability	53	(5)
Cognitive Ability	53	(2)
Physical Ability	55	(1)
Where Do Abilities Come from and How Are They Measured?	55	(1)
Emotional Intelligence: A New Kind of Ability	56	(2)
Focus On Diversity: Christine Poon Understands People at J&J	58	(1)
The Management of Ability in Organizations	58	(11)
Selection	59	(1)
Placement	59	(1)
Training	60	(1)
Summary	61	(1)
Exercises in Understanding and Managing Organizational Behavior	62	(2)
New York Times Cases in the News
Getting to Know You Is as Easy as A, B, C or D	64	(3)
Taking On the Tyco Challenge	67	(2)
Work Values, Attitudes, and Moods and Emotions	69	(34)
Opening Case Richard Branson Is Never Bored	70	(1)
Values, Attitudes, and Moods and Emotions	71	(5)
The Nature of Values	71	(3)
The Nature of Work Attitudes	74	(1)
Managing Ethically: When Codes of Ethics Fail	75	(1)
The Nature of Moods and Emotions	76	(3)
Relationships Between Values, Attitudes, and Moods and Emotions	79	(1)
Ob Today: Inn at Little Washington Takes Emotional Labor One Step Further	79	(1)
Job Satisfaction	80	(3)
Determinants of Job Satisfaction	81	(2)
Theories of Job Satisfaction	83	(5)
The Facet Model of Job Satisfaction	84	(1)
Herzberg's Motivator-Hygiene Theory of Job Satisfaction	85	(2)
The Discrepancy Model of Job Satisfaction	87	(1)
The Steady-State Theory of Job Satisfaction	87	(1)
Measuring Job Satisfaction	88	(1)
Potential Consequences of Job Satisfaction	88	(5)
Does Job Satisfaction Affect Job Performance?	89	(1)
Absenteeism	90	(1)
Turnover	90	(2)
Organizational Citizenship Behavior	92	(1)
Employee Well-Being	93	(1)
Organizational Commitment	93	(10)
Determinants of Affective Commitment	93	(1)
Potential Consequences of Affective Commitment	94	(1)
You're the Management Expert: Increasing Affective Commitment	94	(1)
Summary	94	(2)
Exercises in Understanding and Managing Organizational Behavior	96	(2)
New York Times Cases in the News
This Mayor's a Workhorse, and She Does It for Nothing	98	(2)
Youthful Attitudes, Sobering Realities. A Tough Labor Market Hasn't Shaken Priorities of Younger Workers	100	(3)
Perception, Attribution, and the Management of Diversity	103	(36)
Opening Case Proactively Managing Diversity	104	(1)
The Nature of Perception	105	(2)
Characteristics of the Perceiver	107	(4)
Schemas: The Perceiver's Knowledge Base	108	(2)
The Perceiver's Motivational State	110	(1)
Ob Today: When Appearance Takes on a Totally New Meaning	110	(1)
The Perceiver's Mood	111	(1)
Characteristics of the Target and Situation	111	(6)
Ambiguity of the Target	112	(1)
Social Status of the Target	113	(1)
Impression Management by the Target	113	(1)
Information Provided by the Situation	114	(1)
Standing Out in the Crowd: The Effects of Salience in a Situation	115	(2)
Biases and Problems in Person Perception	117	(4)
Primacy Effects	118	(1)
Contrast Effects	119	(1)
Halo Effects	119	(1)
Similar-to-Me Effects	119	(1)
Harshness, Leniency, and Average Tendency Biases	120	(1)
Knowledge-of-Predictor Bias	120	(1)
Attribution Theory	121	(4)
Internal and External Attributions	122	(1)
Attributional Biases	123	(2)
You're the Management Expert: Helping a Co-Worker	125	(1)
Effectively Managing a Diverse Workforce	125	(14)
Securing Top-Management Commitment to Diversity	125	(1)
Global View: Use of Diversity Directors on the Rise	126	(1)
Diversity Training	127	(1)
Education	128	(1)
Mentoring Programs	128	(2)
Sexual Harassment	130	(2)
Summary	132	(1)
Exercises in Understanding and Managing Organizational Behavior	133	(3)
New York Times Cases in the News
Japan's Neglected Resource: Female Workers	136	(1)
The Supreme Court Finds the `Mushball Middle' on Affirmative Action	137	(2)
Learning and Creativity	139	(34)
Opening Case Continuous Learning at Segate Technologies	140	(1)
The Nature of Learning	141	(1)
Learning Through Consequences	141	(10)
Encouraging Desired Behaviors through Positive and Negative Reinforcement	142	(4)
Shaping	146	(1)
Discouraging Undesired Behaviors through Extinction and Punishment	146	(2)
Organizational Behavior Modification	148	(3)
Ethical Issues in OB Mod	151	(1)
Learning from Others	151	(3)
Global View: Vicarious Learning at the Ritz-Carlton	153	(1)
Learning on Your Own	154	(3)
Beliefs About One's Ability to Learn: The Role of Self-Efficacy	156	(1)
Sources of Self-Efficacy	156	(1)
Learning by Doing	157	(1)
Continuous Learning Through Creativity	158	(6)
The Creative Process	158	(2)
Characteristics of Employees That Contribute to Creativity	160	(1)
Ob Today: HP's Big Bang	160	(2)
Characteristics of the Organizational Situation That Contribute to Creativity	162	(1)
The Interaction of Personality and Situational Factors	163	(1)
You're the Management Expert: Encouraging Independent Thinking	163	(1)
The Learning Organization	164	(9)
Summary	165	(2)
Exercises in Understanding and Managing Organizational Behavior	167	(2)
New York Times Cases in the News
Monitoring Calls in New World of Quality Assurance	169	(2)
Working Mothers Swaying Senate Debate as Senators	171	(2)
The Nature of Work Motivation	173	(28)
Opening Case Motivating Employees at the SAS Institute: A Win-Win Situation	174	(1)
What Is Work Motivation?	175	(4)
The Distinction Between Motivation and Performance	176	(1)
Intrinsic and Extrinsic Motivation	177	(1)
Managing Ethically: Saving the Planet	178	(1)
Why People Do What They Do: Theories of Work Motivation	179	(2)
Question Answered by Need Theory	179	(1)
Questions Answered by Expectancy Theory	180	(1)
Question Answered by Equity Theory	180	(1)
Question Answered by Procedural Justice Theory	180	(1)
Need Theory	181	(3)
Maslow's Hierarchy of Needs	181	(2)
Alderfer's ERG Theory	183	(1)
The Research Evidence	184	(1)
Expectancy Theory	184	(5)
Valence: How Desirable Is An Outcome?	185	(1)
Instrumentality: What Is the Connection Between Job Performance and Outcomes?	186	(1)
Expectancy: What Is the Connection Between Effort and Job Performance?	187	(1)
The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation	187	(1)
Global View: Motivating Steel Workers	188	(1)
Equity Theory	189	(4)
Equity	190	(1)
Inequity	190	(1)
Ways to Restore Equity	191	(1)
The Effects of Inequity and the Research Evidence	192	(1)
You're the Management Expert: When Equal Treatment Backfires	192	(1)
Procedural Justice Theory	193	(8)
Causes of Procedural Justice	193	(1)
Consequences of Procedural Justice	193	(1)
Summary	194	(2)
Exercises in Understanding and Managing Organizational Behavior	196	(2)
New York Times Cases in the News
Top Users Of Sick Leave Face Transfer In Fire Dept	198	(1)
Men in Teaching Fall to a 40-Year Low, Survey Finds	199	(2)
Creating a Motivating Work Setting	201	(34)
Opening Case Motivating Employees at Hydro	202	(1)
Job Design: Early Approaches	203	(5)
Scientific Management	204	(2)
Job Enlargement and Job Enrichment	206	(1)
Ob Today: Cutting Costs and Increasing Efficiency at General Mills	207	(1)
Job Design: The Job Characteristics Model	208	(9)
Core Job Dimensions	208	(1)
The Motivating Potential Score	209	(3)
Critical Psychological States	212	(1)
Work and Personal Outcomes	213	(1)
The Role of Individual Differences in Employees' Responses to Job Design	214	(2)
The Research Evidence	216	(1)
You're the Management Expert: Redesigning Jobs	216	(1)
Job Design: The Social Information Processing Model	217	(2)
The Role of the Social Environment	217	(1)
The Role of Past Behaviors	218	(1)
Job Design Models Summarized	219	(1)
Organizational Objectives	220	(2)
Ob Today: Google's Quest to Be the Best	221	(1)
Goal Setting	222	(5)
What Kinds of Goals Lead to High Motivation and Performance?	222	(1)
Why Do Goals Affect Motivation and Performance?	223	(2)
Managing Ethically: There's No Such Thing as a Free Burger	225	(1)
Limits To Goal-Setting Theory	225	(1)
Management By Objectives	226	(1)
Goal Setting and Job Design as Motivation Tools	227	(8)
Summary	227	(2)
Exercises in Understanding and Managing Organizational Behavior	229	(2)
New York Times Cases in the News
After Many Generations, Floating Hospital Is Still Going, Just Not Floating	231	(2)
Korean Steel Maker Finds Strength in Flexibility	233	(2)
Pay, Careers, and Changing Employment Relationships	235	(38)
Opening Case Changing with the Times at Briggs & Stratton	236	(1)
Psychological Contracts	237	(4)
Determinants of Psychological Contracts	237	(2)
Types of Psychological Contracts	239	(1)
Global View: Outsourcing White-Collar Jobs	240	(1)
When Psychological Contracts Are Broken	241	(1)
Performance Appraisal	241	(10)
Encouraging High Levels of Motivation and Performance	242	(1)
Providing Information for Decision Making	243	(1)
Developing a Performance Appraisal System	243	(4)
You're the Management Expert: Promoting High-Quality Customer Service	247	(4)
Potential Problems in Subjective Performance Appraisal	251	(1)
Pay and the Employment Relation	251	(6)
Merit Pay Plans	252	(1)
Should Merit Pay Be Based on Individual, Group, or Organizational Performance?	253	(1)
Should Merit Pay Be in the Form of a Salary Increase or a Bonus?	253	(1)
Managing Ethically'' Rewarding Employees and Protecting the Environment: A Winning Combination at Dofasco	254	(1)
Examples of Merit Pay Plans	255	(1)
The Ethics of Pay Differentials and Comparable Worth	256	(1)
Careers	257	(16)
The Nature of Careers	257	(1)
Types of Careers	258	(1)
Career Stages	258	(4)
Contemporary Career Challenges	262	(3)
Summary	265	(1)
Exercises in Understanding and Managing Organizational Behavior	266	(2)
New York Times Cases in the News
Chairman Quits Stock Exchange In Furor Over Pay	268	(2)
Older Workers Are Thriving Despite Recent Hard Times	270	(3)
Managing Stress and Work--Life Balance	273	(36)
Opening Case Doing More With Less	274	(1)
The Nature of Stress	275	(8)
Managing Ethically: Violence in the Workplace	276	(1)
Individual Differences and Stress	277	(2)
Consequences of Stress	279	(4)
Sources of Stress	283	(10)
Personal Stressors	283	(2)
Job-Related Stressors	285	(2)
Managing Ethically: Laid Off and On Your Own	287	(2)
Group- and Organization-Related Stressors	289	(2)
Stressors Arising Out of Work--Life Balance	291	(1)
Environmental Uncertainty	291	(1)
Global View: Keeping Stress and Fear from Getting Out of Hand	292	(1)
Coping With Stress	293	(16)
Problem-Focused Coping Strategies for Individuals	293	(2)
Emotion-Focused Coping Strategies for Individuals	295	(2)
Problem-Focused Coping Strategies for Organizations	297	(1)
You're the Management Expert: Coping With the Stress of a Challenging New Job	297	(3)
Emotion-Focused Coping Strategies for Organizations	300	(2)
Summary	302	(2)
Exercises in Understanding and Managing Organizational Behavior	304	(2)
New York Times Cases in the News
Employers Take a United Stand in Insisting on Labor Concessions	306	(2)
Workplace Deaths Rise in China Despite New Safety Legislation	308	(1)
PART 2 Group and Team Processes	309	(194)
The Nature of Work Groups and Teams	309	(32)
Opening Case Hummer's Winning Team	310	(1)
Introduction to Groups	311	(4)
Types of Work Groups	312	(2)
Group Development Over Time: The Five-Stage Model	314	(1)
Characteristics of Work Groups	315	(6)
Group Size	315	(1)
Group Composition	316	(2)
Group Function	318	(1)
Global View: Oobeyas Design the Matrix	318	(1)
Group Status	319	(1)
Group Efficacy	319	(1)
Social Facilitation	320	(1)
How Groups Control Their Members: Roles and Rules	321	(3)
Roles	321	(2)
Written Rules	323	(1)
Ob Today: Zingerman's ``Steps'' to Success	323	(1)
How Groups Control Their Members: Group Norms	324	(6)
Why Do Group Members Conform to Norms?	325	(1)
Idiosyncrasy Credit	325	(1)
The Pros and Cons of Conformity and Deviance	326	(1)
Balancing Conformity and Deviance	326	(2)
Ensuring that Group Norms Are Functional for the Organization	328	(1)
You're the Management Expert: Aligning Goals	329	(1)
Socialization: How Group Members Learn Roles, Rules, And Norms	330	(11)
Socialization and Role Orientation	330	(1)
Socialization Tactics	330	(4)
Summary	334	(2)
Exercises in Understanding and Managing Organizational Behavior	336	(2)
New York Times Cases in the News
Japanese Workers Told From on High: Drop the Formality	338	(2)
Ex-Executive Admits Inflating Company Profit	340	(1)
Effective Work Groups and Teams	341	(32)
Opening Case Creating High-Performing Teams Is a Difficult Thing to Do	342	(1)
Process Losses, Process Gains, and Group Effectiveness	343	(3)
Potential Performance	343	(1)
Process Losses and Performance	344	(1)
Process Gains and Performance	345	(1)
Social Loafing: A Problem in Group Motivation and Performance	346	(3)
Group Size and Social Loafing	347	(1)
Ways to Reduce Social Loafing	347	(2)
How Group Tasks Affect Group Performance	349	(5)
Pooled Interdependence	349	(1)
Ob Today: How GlaxoSmithKline Used Groups to Boost Productivity	349	(1)
Sequential Interdependence	350	(2)
Reciprocal Interdependence	352	(1)
You're the Management Expert: What Kinds of Groups and Tasks?	353	(1)
Group Cohesiveness and Performance	354	(5)
Factors that Contribute to Group Cohesiveness	354	(2)
Consequences of Group Cohesiveness	356	(2)
Global View: Teams, Teams, and More Teams at Nokia	358	(1)
Important Organizational Groups	359	(14)
The Top Management Team	359	(1)
Self-Managed Work Teams	360	(2)
Research and Development Teams	362	(2)
Virtual Teams	364	(1)
Ob Today: The Challenges of Being a Virtual Team Member	365	(1)
Summary	366	(1)
Exercises in Understanding and Managing Organizational Behavior	367	(2)
New York Times Cases in the News
For Group Doctors, a Winning Model	369	(1)
A Firehouse Culture Where Taunts and Teasing Flourish	370	(3)
Leaders and Leadership	373	(32)
Opening Case No ``One Size Fits All'' Approach to Leadership	374	(1)
Introduction to Leadership	375	(1)
Early Approaches to Leadership	376	(5)
The Leader Trait Approach	376	(1)
The Leader Behavior Approach	377	(2)
The Behavior Approach: Leader Reward and Punishing Behavior	379	(1)
Measuring Leader Behaviors	379	(1)
What Is Missing in the Trait and Behavior Approaches?	380	(1)
Fiedler's Contingency Theory of Leadership	381	(4)
Leader Style	381	(1)
Situational Characteristics	382	(1)
The Contingency Model	383	(2)
Contemporary Perspectives on Leadership	385	(6)
Path-Goal Theory: How Leaders Motivate Followers	385	(3)
Ob Today: Tammy Savage and the NetGen	388	(1)
The Vroom and Yetton Model: Participation in Decision Making	389	(1)
Leader---Member Exchange Theory: Relationships Between Leaders and Followers	390	(1)
Does Leadership Always Matter in Organizations?	391	(3)
Leadership Substitutes	392	(1)
Leadership Neutralizers	392	(1)
The Romance of Leadership	393	(1)
You're the Management Expert: How to Lead Me	393	(1)
New Topics in Leadership Research	394	(4)
Transformational and Charismatic Leadership	394	(1)
Global View: Avon Is Calling Everywhere	395	(1)
The Effect of Leader Mood	396	(1)
Gender and Leadership	397	(1)
Recap of Leadership Approaches	398	(7)
Summary	398	(2)
Exercises in Understanding and Managing Organizational Behavior	400	(2)
New York Times Cases in the News
An Apparent Heir at Xerox	402	(2)
Chief Seeks to Revive J. Crew's Preppy Heyday	404	(1)
Power, Politics, Conflict, and Negotiation	405	(30)
Opening Case A Power Struggle at Gucci	406	(1)
The Nature of Power and Politics	407	(1)
Sources of Individual Power	408	(6)
Sources of Formal Individual Power	409	(2)
Sources of Informal Individual Power	411	(1)
Sources of Functional and Divisional Power	412	(1)
Ability to Control Uncertain Contingencies	412	(1)
You're the Management Expert: Identifying Who Has Power	412	(1)
Irreplaceability	413	(1)
Centrality	413	(1)
Ability to Control and Generate Resources	414	(1)
Organizational Politics: The Use of Power	414	(4)
Tactics for Increasing Individual Power	414	(3)
Ob Today: Politics at Kodak	417	(1)
Managing Organizational Politics	418	(1)
What Is Organizational Conflict?	418	(2)
Sources of Organizational Conflict	419	(1)
Differentiation	419	(1)
Task Relationships	419	(1)
Scarcity of Resources	420	(1)
Pondy's Model of Organizational Conflict	420	(4)
Latent Conflict	420	(1)
Perceived Conflict	421	(1)
Felt Conflict	421	(1)
Manifest Conflict	421	(1)
Conflict Aftermath	422	(1)
Ob Today: When Partners Battle for Control of Their Company	423	(1)
Negotiation: Resolving Conflict	424	(11)
Individual-Level Conflict Management	424	(1)
Group-Level Conflict Management	425	(3)
Summary	428	(1)
Exercises in Understanding and Managing Organizational Behavior	429	(2)
New York Times Cases in the News
Criticism of Disney Chief Grows Bolder	431	(2)
Viacom's Top 2 Remain Icy as Deadline Looms	433	(2)
Communication in Organizations	435	(34)
Opening Case Combining Face-to-Face and Intranet Communication Pays Off	436	(1)
What is Communication?	437	(7)
The Functions of Communication	437	(2)
Managing Ethically: What's the Right Way to Use the WWW?	439	(2)
Communication Networks in Organizations	441	(3)
The Communication Process	444	(4)
The Sender and the Message	444	(1)
Encoding	445	(1)
The Medium	445	(2)
The Receiver: Decoding and the Feedback Loop	447	(1)
Barriers to Effective Communication	448	(5)
Filtering and Information Distortion	448	(1)
Poor Listening	449	(1)
Lack of or Inappropriate Feedback	449	(1)
Ob Today: Consequences of Poor Listening Skills	450	(1)
Rumors and the Grapevine	451	(1)
Workforce Diversity	452	(1)
Differences in Cross-Cultural Linguistic Styles	453	(1)
Selecting an Appropriate Communication Medium	453	(4)
Information Richness	454	(1)
Trade-Offs in the Choice of Media	455	(1)
Using New Information Technology	456	(1)
Persuasive Communication	457	(12)
A Model of Persuasive Communication	458	(1)
You're the Management Expert: How to Speed Product Development	458	(3)
Ob Today: A Failure in Communication	461	(1)
Summary	462	(1)
Exercises in Understanding and Managing Organizational Behavior	463	(2)
New York Times Cases in the News
Learning to Wow 'Em With Stage Presence	465	(2)
Big Blue's Big Bet: Less Tech, More Touch	467	(2)
Decision Making and Organizational Learning	469	(34)
Opening Case A Big Turnaround in Nike's Decision Making	470	(1)
Types of Decisions	471	(2)
Nonprogrammed Decisions	472	(1)
Programmed Decisions	472	(1)
The Decision-Making Process	473	(4)
The Classical Model of Decision Making	474	(1)
March and Simon's Administrative Model of Decision Making	475	(2)
Sources of Error in Decision Making	477	(6)
Heuristics and the Biases They May Lead to	477	(2)
Escalation of Commitment	479	(2)
The Role of Information Technology (IT)	481	(1)
Global View: SAP's ERP System	482	(1)
Group Decision Making	483	(6)
Advantages of Group Decision Making	484	(1)
Disadvantages of Group Decision Making	485	(2)
Other Consequences of Group Decision Making	487	(2)
Group Decision--Making Techniques	489	(4)
Brainstorming	489	(1)
You're the Management Expert: Solving Competition Between Teams	489	(1)
The Nominal Group Technique	490	(1)
The Delphi Technique	490	(1)
Group Decision-Making Techniques Used in Total Quality Management	491	(1)
Ob Today: How Plexus Decided It Could Make Flexible Manufacturing Pay Off	492	(1)
Organizational Learning	493	(10)
Types of Organizational Learning	493	(1)
Principles of Organizational Learning	494	(2)
Summary	496	(2)
Exercises in Understanding and Managing Organizational Behavior	498	(2)
New York Times Cases in the News
Sweet Taste of Start-Up Success	500	(1)
After a Fast Start, Growing Pains	501	(2)
PART 3 Organizational Processes	503	(94)
Organizational Design and Structure	503	(30)
Opening Case A New Approach to Organizing at Sun Life Financial	504	(1)
Designing Organizational Structure	505	(4)
The Organizational Environment	505	(1)
Technology	506	(2)
Human Resources and the Employment Relationship	508	(1)
Organic and Mechanistic Structures	508	(1)
Grouping Jobs Into Functions and Divisions	509	(7)
You're the Management Expert: Which Work System Is Better?	509	(1)
Advantages of a Functional Structure	510	(1)
Disadvantages of a Functional Structure	510	(1)
Divisional Structures: Product, Market, and Geographic	511	(2)
Advantages of a Divisional Structure	513	(1)
Disadvantages of a Divisional Structure	514	(1)
Matrix Structure	514	(2)
Summary	516	(1)
Coordinating Functions and Divisions	516	(9)
Allocating Authority	516	(3)
Mutual Adjustment and Integrating Mechanisms	519	(3)
Ob Today: DaimlerChrysler's Cross-Functional Product Team Structure	522	(1)
Standardization	523	(1)
Ob Today: This Dot--Com Thrives on Rules	524	(1)
New IT-Enabled Forms of Organizational Design and Structure	525	(8)
The Effects of IT Inside Organizations	525	(1)
The Effects of IT Between Organizations	525	(1)
Ob Today: Accenture's ``Virtual'' Organization	526	(2)
Summary	528	(1)
Exercises in Understanding and Managing Organizational Behavior	529	(2)
New York Times Cases in the News
Sony Music to Cut 1,000 Jobs in a Broad Restructuring Plan	531	(1)
3M, Textron, and Lockheed Reorganize Their Structures	532	(1)
Organizational Culture and Ethical Behavior	533	(32)
Opening Case How 3M Built a Culture for Innovation	534	(1)
What Is Organizational Culture?	535	(2)
How Is an Organization's Culture Transmitted to Its Members?	537	(5)
Socialization and Socialization Tactics	538	(1)
Stories, Ceremonies, and Organizational Language	539	(1)
Ob Today: Sam Walton and Wal-Mart's Culture	540	(1)
You're the Management Expert: A Culture of Cleanliness	541	(1)
Factors Shaping Organizational Culture	542	(7)
Characteristics of People within the Organization	542	(1)
Organizational Ethics	543	(2)
The Employment Relationship	545	(1)
Ob Today: Bimba Changes Its Approach	546	(1)
Organizational Structure	547	(1)
Adaptive Cultures versus Inert Cultures	548	(1)
Values From the National Culture	549	(4)
Hofstede's Model of National Culture	549	(3)
Global View: Different Cultures Make Cooperation Difficult	552	(1)
Creating an Ethical Culture	553	(12)
Why Does Unethical Behavior Occur?	554	(1)
Ways to Create an Ethical Culture	555	(1)
Managing Ethically: A Change in Disney's Board of Directors	556	(2)
Summary	558	(1)
Exercises in Understanding and Managing Organizational Behavior	559	(2)
New York Times Cases in the News
Many Find an Office's Culture Is More Than Dress-Shirt Deep	561	(2)
Excerpts From Report of the Columbia Accident Investigation Board	563	(2)
Organizational Change and Development	565	(32)
Opening Case Toyota Is a Master at Managing Change	566	(1)
Forces for and Resistance to Organizational Change	567	(7)
Forces for Change	567	(3)
Managing Ethically: Nike, Reebok, Adidas, and the Sweatshops	570	(1)
Impediments to Change	571	(1)
Organization-Level Resistance to Change	571	(1)
Group-Level Resistance to Change	572	(1)
Individual-Level Resistance to Change	573	(1)
Lewin's Force-Field Theory of Change	573	(1)
Evolutionary and Revolutionary Change in Organizations	574	(7)
Evolutionary Change I: Sociotechnical Systems Theory	574	(1)
Evolutionary Change II: Total Quality Management	575	(2)
Revolutionary Change I: Reengineering	577	(1)
Ob Today: Reengineering at Hallmark Cards	578	(1)
Revolutionary Change II: Restructuring	579	(1)
Global View: eMachines Joins With Gateway	579	(1)
Revolutionary Change III: Innovation	580	(1)
Managing Change: Action Research	581	(4)
Diagnosis of the Organization	582	(1)
Determining the Desired Future State	582	(1)
Implementing Action	582	(2)
Evaluating the Action	584	(1)
You're the Management Expert: Bringing Change to a Restaurant	584	(1)
Institutionalizing Action Research	585	(1)
Organizational Development	585	(12)
OD Techniques to Deal with Resistance to Change	585	(2)
OD Techniques to Promote Change	587	(3)
Summary	590	(1)
Exercises in Understanding and Managing Organizational Behavior	591	(2)
New York Times Cases in the News
IBM Explores Shift of Some Jobs Overseas	593	(2)
Schering-Plough Details Its Steps for a Turnaround	595	(2)
Appendix: Research Methods in Organizational Behavior	597	(6)
References	603	(35)
Photo Credits	638	(1)
Name Index	639	(7)
Company Index	646	(2)
Subject Index	648