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Part 1 Organizational Behavior Today
1 Introducing Organizational Behavior 3
Introducing Organizational Behavior 4
What is Organizational Behavior? 4
Importance of Organizational Behavior 4
Organizational Behavior as a Science 6
Scientific Foundations of Organizational Behavior 6
Learning about Organizational Behavior 9
The Context of Organizational Behavior 11
Organizations and the External Environment 11
The Internal Environment of Organizations 13
Diversity and Multiculturalism in Organizations 13
Management and Organizational Behavior 14
Effective Managers 14
The Management Process 15
Essential Managerial Skills 16
Ethical Management 19
Leadership and Organizational Behavior 20
The Leadership Process 20
Effective Leaders 20
Effective Followers 22
Study Guide 22
Part 2 Individual Behavior and Performance
2 Diversity, Personality, and Values 27
Individual Differences and Diversity 28
Self-Concept, Self-Awareness, and Awareness of Others 28
Valuing-or Not Valuing-Diversity 29
Diversity Issues in the Workplace 30
Diversity and Social Identity 33
Personality 34
Big Five Personality Traits 34
Social Traits 35
Personal Conception Traits 37
Personality and Stress 40
Type a Orientation and Stress 40
Work and Life Stressors 41
Outcomes of Stress 42
Approaches to Managing Stress 42
Values 43
Sources of Values 43
Personal Values 43
Cultural Values 44
Study Guide 46
3 Perception, Attribution, and Learning 51
The Perception Process 52
Factors Influencing Perception 52
Information Processing and the Perception Process 53
Perception, Impression Management, and Social Media 56
Common Perceptual Distortions 57
Stereotypes 57
Halo Effects 58
Selective Perception 58
Projection 58
Contrast Effects 59
Self-Fulfilling Prophecies 60
Perception, Attribution, and Social Learning 61
Importance of Attributions 61
Attribution Errors 62
Attribution and Social Learning 62
Learning by Reinforcement 64
Classical Conditioning 64
Operant Conditioning and the Law of Effect 64
Positive Reinforcement 65
Negative Reinforcement 68
Punishment 68
Extinction 69
Reinforcement Pros and Cons 69
Study Guide 70
4 Emotions, Attitudes, and Job Satisfaction 75
Understanding Emotions and Moods 76
The Nature of Emotions 76
Emotional Intelligence 76
Types of Emotions 77
The Nature of Moods 78
How Emotions and Moods Influence Behavior 79
Emotion and Mood Contagion 79
Emotional Labor 80
Emotional Empathy 81
Cultural Aspects of Emotions and Moods 81
Emotions and Moods as Affective Events 82
How Attitudes Influence Behavior 83
What is an Attitude? 83
Components of Attitudes 83
Attitudes and Cognitive Consistency 84
Attitudes and the Workplace 84
Job Satisfaction Trends and Issues 87
Components of Job Satisfaction 87
Job Satisfaction Trends 87
How Job Satisfaction Influences Work Behavior 89
Linking Job Satisfaction and Job Performance 91
Study Guide 94
5 Motivation 99
What is Motivation? 100
Motivation Defined 100
Motivation Theories 100
Motivation and Human Needs 101
Hierarchy of Needs Theory 101
ERG Theory 102
Acquired Needs Theory 102
Two-Factor Theory 104
Emotional Drives or Needs Model 105
Motivation and Equity 106
Equity and Social Comparisons 106
Equity Theory Predictions and Findings 107
Equity and Organizational Justice 108
Motivation and Expectancy 110
Expectancy Terms and Concepts 110
Expectancy Theory Predictions 110
Expectancy Theory Implications and Research 111
Motivation and Goals 112
Motivational Properties of Goals 112
Goal-Setting Guidelines 112
Goal Setting and the Management Process 114
Study Guide 115
6 Motivation and Performance 119
Motivation, Rewards, and Performance 120
Employee Value Proposition and Fit 120
Integrated Model of Motivation 120
Intrinsic and Extrinsic Rewards 121
Pay for Performance 121
Motivation and Performance Management 125
Performance Management Process 125
Performance Assessment Methods 126
Performance Measurement Errors 127
Motivation and Job Design 129
Scientific Management 129
Job Enlargement and Job Rotation 130
Job Enrichment 131
Job Characteristics Model 131
Alternative Work Schedules 133
Compressed Workweeks 134
Flexible Working Hours 134
Job Sharing 134
Telecommuting 135
Part-Time Work 136
Study Guide 136
Part 3 Teams and Teamwork
7 The Nature of Teams 141
Teams in Organizations 142
Teams and Teamwork 142
What Teams Do 142
Organizations as Networks of Teams 143
Cross-Functional and Problem-Solving Teams 144
Self-Managing Teams 145
Virtual Teams 146
Team Effectiveness 147
Criteria of an Effective Team 148
Synergy and Team Benefits 148
Social Facilitation 148
Social Loafing and Team Problems 149
Stages of Team Development 151
Forming Stage 151
Storming Stage 151
Norming Stage 152
Performing Stage 152
Adjourning Stage 152
Input Foundations for Teamwork 153
Team Resources and Setting 153
Team Task 154
Team Size 155
Team Composition 156
Membership Diversity and Team Performance 156
Study Guide 158
8 Teamwork and Team Performance 163
High-Performance Teams 164
Characteristics of High-Performance Teams 164
The Team-Building Process 165
Team-Building Alternatives 166
Improving Team Processes 167
Entry of New Members 167
Task and Maintenance Leadership 168
Roles and Role Dynamics 169
Team Norms 170
Team Cohesiveness 174
Inter-Team Dynamics 175
Improving Team Communications 176
Interaction Patterns and Communication Networks 176
Proxemics and Use of Space 178
Communication Technologies 178
Improving Team Decisions 179
Ways Teams Make Decisions 179
Assets and Liabilities of Team Decisions 180
Groupthink Symptoms and Remedies 181
Team Decision Techniques 182
Study Guide 184
9 Decision Making and Creativity 189
The Decision-Making Process 190
Steps in Decision-Making 190
The Decision to Decide 191
Ethical Reasoning and Decision Making 191
Alternative Decision Environments 193
Decisions with Extreme Consequences 195
Decision-Making Models 196
Classical Decision Model 197
Behavioral Decision Model 197
Systematic and Intuitive Thinking 198
Decision-Making Traps and Issues 200
Judgmental Heuristics 201
Decision Biases 201
Knowing When to Quit 202
Knowing Who to Involve 203
Creativity in Decision Making 205
Personal Creativity Drivers 205
Team Creativity Drivers 206
Study Guide 208
10 Conflict and Negotiation 213
Conflict in Organizations 214
Types of Conflict 214
Levels of Conflict 214
Functional and Dysfunctional Conflict 215
Culture and Conflict 217
Conflict Management 218
Stages of Conflict 218
Hierarchical Causes of Conflict 218
Contextual Causes of Conflict 219
Indirect Conflict Management Strategies 220
Direct Conflict Management Strategies 222
Negotiation 224
Organizational Settings for Negotiation 224
Negotiation Goals and Outcomes 224
Ethical Aspects of Negotiation 224
Negotiation Strategies 226
Approaches to Distributive Negotiation 226
How to Gain Integrative Agreements 227
Common Negotiation Pitfalls 228
Third-Party Roles in Negotiation 230
Study Guide 230
Part 4 Influence Processes and Leadership
11 Communication 235
The Nature of Communication 236
Importance of Communication 236
The Communication Process 236
Nonverbal Communication 238
Communication Barriers 239
Interpersonal Barriers 239
Physical Barriers 240
Semantic Barriers 240
Cultural Barriers 241
Communication in Organizational Contexts 242
Communication Channels 242
Communication Flows 243
Voice and Silence 245
Communication in Relational Contexts 246
Relationship Development 246
Relationship Maintenance 247
Supportive Communication Principles 248
Active Listening 250
Developmental Feedback 251
Feedback Giving 251
Feedback Seeking 252
Feedback Orientation 253
Study Guide 254
12 Power and Politics 259
Understanding Power 260
What is Power and Why is it Important? 260
Power and Dependence 260
The Problem of Powerlessness 261
Power as an Expanding Pie 262
Sources of Power and Influence 263
Position Power 263
Personal Power 265
Information Power 266
Connection Power 266
Responses to Power and Influence 267
Conformity 267
Resistance 268
How Power Corrupts 268
Understanding Organizational Politics 270
Why Do We Have Organizational Politics? 270
The Role of Self-Interest 270
Political Climates 270
Navigating the Political Landscape 272
Building Power Bases 273
Developing Political Skills 274
Networking 275
Study Guide 276
13 The Leadership Process 281
Leadership 282
Formal and Informal Leadership 282
Leadership as Social Construction 284
Implicit Leadership Theories 286
Followership 287
What is Followership? 288
How Do Followers See Their Roles? 288
How Do Leaders See Follower Roles? 290
The Leader–Follower Relationship 292
Leader–Member Exchange (LMX) Theory 292
Social Exchange Theory 293
Hollander’s Idiosyncrasy Credits 294
Collective Leadership 294
Distributed Leadership 294
Co-Leadership 295
Shared Leadership 296
Study Guide 296
14 Leader Traits and Behavioral Styles 301
Leader Traits and Behaviors 302
Early Trait Approaches 302
Later Trait Approaches 302
Behavioral Leadership Approaches 303
Are Leaders Born or Made? 305
Contingency Theories 305
The Contingency Model 306
Findings from Contingency Theories 307
Fiedler’s Leader-Match 307
Problems with Contingency Approaches 307
Charismatic/Transformational Views 309
Charismatic Leadership 309
Burns’s Transforming Leadership Theory 310
Bass’s Transactional/Transformational Leadership Theory 312
Problems with Heroic Leadership Views 313
Complexity Leadership Views 315
Today’s Complex Environments 315
Complexity Leadership Theory 316
Challenges of Complexity Leadership Approaches 317
Leadership Ethics 318
Shared Value View 319
Servant Leadership 319
Empowering Leadership 320
Ethical Leadership Theory 321
Study Guide 321
Part 5 Organizational Context
15 Organizational Culture and Innovation 327
Organizational Culture 328
Functions of Organizational Culture 328
Subcultures and Countercultures 330
National Culture and Corporate Culture 332
Understanding Organizational Cultures 333
Layers of Cultural Analysis 334
Stories, Rites, Rituals, and Symbols 334
Cultural Rules and Roles 335
Shared Values, Meanings, and Organizational Myths 336
Managing Organizational Culture 337
Direct Attempts to Change Values 337
Developing Shared Goals 338
Modifying Visible Aspects of Culture 340
Innovation in Organizations 341
The Process of Innovation 342
Product and Process Innovations 343
Balancing Exploration and Exploitation 345
Managing Tensions between Cultural Stability and Innovation 345
Study Guide 347
16 Organizational Structure and Design 353
Formal Organizational Structure 354
Organizations as Hierarchies 354
Controls as a Basic Feature 356
Organizing and Coordinating Work 359
Traditional Types of Departments 359
Coordination 362
Organizational Design 364
Size and the Simple Design 364
Technology and Organizational Design 365
Environment and Organizational Design 368
Bureaucracy and Beyond 370
Mechanistic Structures and the Machine Bureaucracy 371
Organic Structures and the Professional Bureaucracy 372
Hybrid Structures 372
Study Guide 373
OB Skills Workbook W-1
Student Leadership Practices Inventory W-8
Learning Style Inventory W-29
Self-Assessment Portfolio W-33
Team and Experiential Exercises W-54
Cases for Critical Thinking W-96
Glossary G-1
Self-Test Answers ST-1
Notes N-1
Name Index NI-1
Organization Index OI-1
Subject Index SI-1
Online Module
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Human Resource Management
Organizational Development
