Organizational Behavior

by Schermerhorn, John R.; Hunt, James G.; Osborn, Richard N.

• ISBN13: 9780471394082
• ISBN10: 0471394084
• Format: Hardcover
• Copyright: 2000-06-01
• Publisher: John Wiley & Sons Inc

Summary

Now revised to address the recent changes in the workplace, Schermerhorn, Hunt, and Osborn's Organizational Behavior, Ninth Edition sets organizational behavior within a framework of personal and organizational transformation, while retaining its solid base of theory and application. Prepare yourself for the changing workplace. The Ninth Edition features the theme of organizational behavior in changing times, anchored by a new Chapter 2 that introduces you to current issues in organizational behavior. Edition after edition, this text has established a reputation for its effective presentation of current theory and research in a student-centered context. The Ninth Edition further strengthens that tradition with new Research Insight boxes in each chapter that summarize relevant cutting-edge research reports. Changing times offer new insights from real-life change agents. Leaders on Leadership features for every chapter in the Ninth Edition bring you face-to-face with the experiences and perspectives of today's change leaders--Rudy Giuliani, Carly Fiorina, Earl Graves, and others.

Table of Contents

Environment
Organizational Behavior Today	p. 1
Good Ideas + Entrepreneurship = Success	p. 1
Organizational Behavior Today	p. 3
What Is Organizational Behavior?	p. 3
Shifting Paradigms of Organizational Behavior	p. 4
Organizational Behavior and Diversity	p. 5
Learning About Organizational Behavior	p. 5
Organizational Behavior and the Learning Imperative	p. 5
Scientific Foundations of Organizational Behavior	p. 6
Organizations as Work Settings	p. 7
Purpose, Mission, and Strategies	p. 8
People and Work Systems	p. 9
Organizational Behavior and Management	p. 10
The Nature of Managerial Work	p. 10
The Management Process	p. 10
Managerial Roles and Networks	p. 11
Managerial Skills and Competencies	p. 12
Ethics and Organizational Behavior	p. 13
Ways of Thinking About Ethical Behavior	p. 14
Ethical Dilemmas in the Workplace	p. 14
Organizational Social Responsibility	p. 15
Work and the Quality of Life	p. 15
Chapter 1 Study Guide
Summary	p. 17
Key Terms	p. 18
Self-Test 1	p. 18
The High Performance Organization	p. 21
Ownership Begins at the Grassroots	p. 21
High Performance Context of Organizational Behavior	p. 22
Organizational Behavior and Changing Customer Expectations	p. 23
Organizational Behavior and the Changing Workforce	p. 24
Organizational Behavior and Changing Organizations	p. 25
What is a High Performance Organization?	p. 26
Emphasis on Intellectual Capital	p. 26
Key Components of High Performance Organizations	p. 27
Management Challenges of High Performance Organizations	p. 29
Environmental Linkages	p. 29
Internal Integration	p. 30
Middle Managers Roles	p. 30
High Level Leadership	p. 31
Greenfield Sites versus Redesigns	p. 32
Illustrative Case: Creating a High Performance Organization	p. 32
Change Leadership	p. 33
Total Systems Commitment	p. 33
Implementation Processes	p. 34
Chapter 2 Study Guide
Summary	p. 35
Key Terms	p. 36
Self-Test 2	p. 37
Global Dimensions of Organizational Behavior	p. 39
Culture and Competitive Advantage	p. 39
Organizational Behavior and Globalization	p. 41
A Global Economy	p. 41
Regional Economic Alliances	p. 42
Global Quality Standards	p. 42
Global Managers	p. 43
Cultures and Cultural Diversity	p. 44
Values and National Cultures	p. 46
Understanding Cultural Differences	p. 48
Globalization and People at Work	p. 49
Multinational Employers	p. 49
Multicultural Workforces	p. 50
Expatriate Work Assignments	p. 50
Ethical Behavior Across Cultures	p. 52
A Global View of Organizational Learning	p. 54
Are Management Theories Universal?	p. 54
Best Practices Around the World	p. 55
Chapter 3 Study Guide
Summary	p. 56
Key Terms	p. 57
Self-Test 3	p. 57
Managing Individuals
Diversity and Individual Differences	p. 59
Lifestyle Meets Work Style	p. 59
Workforce Diversity	p. 61
Equal Employment Opportunity	p. 61
Managing Diversity	p. 62
Demographic Differences	p. 62
Gender	p. 62
Age	p. 63
Able-Bodiedness	p. 63
Racial and Ethnic Groups	p. 63
Aptitude and Ability	p. 64
Personality	p. 64
Personality Determinants and Development	p. 65
Personality Traits and Classification	p. 67
Social Traits	p. 67
Personal Conception Traits	p. 69
Emotional Adjustment Traits	p. 71
Personality and Self-Concepts	p. 72
Values and Attitudes	p. 72
Values	p. 72
Attitudes	p. 75
Managing Diversity and Individual Differences	p. 77
Chapter 4 Study Guide
Summary	p. 79
Key Terms	p. 80
Self-Test 4	p. 81
Perception and Attribution	p. 83
When a Woman Takes the Helm	p. 83
The Perceptual Process	p. 84
Factors Influencing the Perceptual Process	p. 85
Stages of the Perceptual Process	p. 87
Response to the Perceptual Process	p. 90
Common Perceptual Distortions	p. 90
Stereotypes or Prototypes	p. 90
Halo Effects	p. 91
Selective Perception	p. 91
Projection	p. 92
Contrast Effects	p. 92
Self-Fulfilling Prophecy	p. 93
Managing the Perceptual Process	p. 93
Impression Management	p. 94
Distortion Management	p. 94
Attribution Theory	p. 95
Attribution Errors	p. 96
Attributions Across Cultures	p. 96
Chapter 5 Study Guide
Summary	p. 97
Key Terms	p. 98
Self-Test 5	p. 98
Motivation and Reinforcement	p. 101
Motivation Through Innovation	p. 101
What Is Motivation?	p. 102
Reinforcement, Content, and Process Theories	p. 103
Motivation Across Cultures	p. 103
Reinforcement	p. 103
Classical and Operant Conditioning	p. 104
Reinforcement Strategies	p. 105
Reinforcement Perspectives: Usage and Ethical Issues	p. 110
Content Theories of Motivation	p. 110
Hierarchy of Needs Theory	p. 111
ERG Theory	p. 112
Acquired Needs Theory	p. 112
Two-Factor Theory	p. 113
Process Theories	p. 115
Equity Theory	p. 115
Expectancy Theory	p. 116
Integrating the Motivation Theories	p. 118
Job Satisfaction	p. 118
Job Satisfaction, Retention and Performance	p. 119
Integrated Model of Motivation	p. 121
Chapter 6 Study Guide
Summary	p. 122
Key Terms	p. 124
Self-Test 6	p. 124
Human Resource Management Systems	p. 127
Employee Recruiting Goes High Tech	p. 127
Human Resource Strategy and Practice	p. 128
Job Analysis	p. 129
Recruitment	p. 130
Selection	p. 131
Training and Career Planning and Development	p. 132
Training	p. 132
Career Planning and Development	p. 133
Performance Appraisal	p. 135
Purposes of Performance Appraisal	p. 136
Who Does the Performance Appraisal?	p. 137
Dimensions and Standards of Performance Appraisal	p. 138
Performance Appraisal Methods	p. 139
Measurement Errors in Performance Appraisal	p. 142
Improving Performance Appraisals	p. 144
Group Evaluation	p. 145
Rewards and Reward Systems	p. 145
Pay as an Extrinsic Reward	p. 145
Creative Pay Practices	p. 146
Chapter 7 Study Guide
Summary	p. 149
Key Terms	p. 150
Self-Test 7	p. 150
High Performance Job Designs	p. 153
How to Brew a Great Workplace	p. 153
Job Design Approaches	p. 155
Scientific Management	p. 155
Job Enlargement and Job Rotation	p. 156
Job Enrichment	p. 156
Designing Jobs to Increase Motivation	p. 157
Job Characteristics Model	p. 157
Social Information Processing	p. 159
Managerial and Global Implications	p. 160
Technology and Job Design	p. 160
Automation and Robotics	p. 161
Flexible Manufacturing Systems	p. 161
Electronic Offices	p. 161
Work-flow and Process Reengineering	p. 162
Goal Setting and Job Design	p. 162
Goal Setting Theory	p. 163
Goal Setting Guidelines	p. 163
Goal Setting and MBO	p. 165
Alternative Work Arrangements	p. 166
Compressed Work Weeks	p. 166
Flexible Working Hours	p. 166
Job Sharing	p. 167
Work at Home and the Virtual Office	p. 167
Part-Time Work	p. 168
Chapter 8 Study Guide
Summary	p. 169
Key Terms	p. 171
Self-Test 8	p. 171
Managing Groups
The Nature of Groups	p. 173
Groups Can Bring Out the Best	p. 173
Groups in Organizations	p. 174
What is an Effective Group?	p. 175
Unique Contributions of Groups	p. 175
Formal Groups	p. 177
Informal Groups	p. 178
Stages of Group Development	p. 178
Forming Stage	p. 179
Storming Stage	p. 179
Norming Stage	p. 179
Performing Stage	p. 180
Adjourning Stage	p. 180
Input Foundations of Group Effectiveness	p. 181
Tasks	p. 181
Goals, Rewards, and Resources	p. 182
Technology	p. 182
Membership Characteristics	p. 182
Group Size	p. 183
Group and Intergroup Dynamics	p. 184
What Goes on Within Groups	p. 184
What Goes on Between Groups	p. 185
Decision Making in Groups	p. 185
How Groups Make Decisions	p. 185
Assets and Liabilities of Group Decision Making	p. 186
Groupthink	p. 187
How to Improve Group Decision Making	p. 187
Chapter 9 Study Guide
Summary	p. 189
Key Terms	p. 190
Self-Test 9	p. 190
Teamwork and High Performance Teams	p. 193
Putting Creativity to Work	p. 193
High Performance Teams	p. 194
Types of Teams	p. 195
The Nature of Teamwork	p. 196
Diversity and Team Performance	p. 196
Team Building	p. 197
How Team Building Works	p. 198
Approaches to Team Building	p. 198
Improving Team Processes	p. 199
New Member Problems	p. 200
Task and Maintenance Leadership	p. 200
Roles and Role Dynamics	p. 201
Positive Norms	p. 203
Team Cohesiveness	p. 203
Teams and the High Performance Workplace	p. 205
Problem-Solving Teams	p. 205
Cross-Functional Teams	p. 206
Virtual Teams	p. 206
Self-Managing Teams	p. 207
Chapter 10 Study Guide
Summary	p. 209
Key Terms	p. 210
Self-Test 10	p. 210
Managing Organizations
Basic Attributes of Organizations	p. 213
Integrating Systems for Improved Problem Solving	p. 213
Contributions and Goals of Organizations	p. 214
Societal Contributions of Organizations	p. 215
Primary Beneficiaries	p. 215
Output Goals	p. 216
Systems Goals and Organizational Survival	p. 216
Formal Structures and the Division of Labor	p. 217
Vertical Specialization	p. 218
Chain of Command and the Span of Control	p. 219
Line and Staff Units	p. 219
What to Do With the Staff	p. 220
Information Systems and Managerial Techniques	p. 221
Control	p. 222
Output Controls	p. 222
Process Controls	p. 223
Allocating Formal Authority: Centralization and Decentralization	p. 225
Horizontal Specialization	p. 226
Departmentation by Function	p. 226
Departmentation by Division	p. 227
Departmentation by Matrix	p. 228
Mixed Forms of departmentation	p. 230
Coordination	p. 230
Personal Methods of Coordination	p. 230
Impersonal Methods of Coordination	p. 231
The Bureaucracy	p. 232
Types of Bureaucracies	p. 232
Chapter 11 Study Guide
Summary	p. 235
Key Terms	p. 236
Self-Test 11	p. 237
Information Technology and Organizational Design	p. 239
Information and Technology Fuel a New Spirit	p. 239
Organizational Design and Size	p. 240
The Simple Design for Smaller Units and Firms	p. 241
Operations Technology and Organizational Design	p. 242
Thompson's View of Technology	p. 242
Woodward's View of Technology	p. 242
Where Operations Technology Dominates: The Adhocracy	p. 243
Information Technology and Organizational Design	p. 243
IT as a Substitute	p. 244
IT as a Capability for Learning	p. 245
IT as a Strategic Capability	p. 246
Environment and Organizational Design	p. 248
Environmental Complexity	p. 248
Using Alliances Where Environmental Factors Dominate	p. 249
Strategy and Organizational Design	p. 251
Competency-Based Strategies	p. 251
Strategic Competency Through Learning	p. 252
Knowledge Acquisition	p. 252
Information Distribution	p. 255
Information Interpretation	p. 255
Information Retention	p. 256
Strategic Organizational Learning Cycles	p. 257
Deficit Cycles	p. 257
Benefit Cycles	p. 258
Cellular Form: A Design for the Future	p. 258
Chapter 12 Study Guide
Summary	p. 259
Key Terms	p. 260
Self-Test 12	p. 260
High Performance Organizational Cultures	p. 263
The Internet Changes Everything	p. 263
The Concept of Organizational Culture	p. 264
The Functions and Components of Organizational Culture	p. 265
Dominant Culture, Subcultures, and Countercultures	p. 267
Levels of Cultural Analysis	p. 269
Observable Aspects of Organizational Culture	p. 269
Stories, Rites, Rituals, and Symbols	p. 270
Cultural Rules and Roles	p. 271
The Evolution of Shared Meanings from Observable Culture	p. 271
Values and Organizational Culture	p. 271
Management Philosophy	p. 272
Organizational Myths	p. 272
National Culture Influences	p. 273
Managing Organizational Culture	p. 274
Building, Reinforcing, and Changing Culture	p. 274
Continuous Cultural Development	p. 276
Organizational Development Processes and Applications	p. 276
Underlying Assumptions of OD	p. 277
Shared Values and Principles Underlying OD	p. 277
Action Research Foundations of OD	p. 277
Organizational Development Interventions	p. 279
Chapter 13 Study Guide
Summary	p. 282
Key Terms	p. 283
Self-Test 13	p. 283
Managing Processes
High Performance Leadership	p. 285
Where Speed Creates the Difference	p. 285
Leadership and Management	p. 286
Trait and Behavioral Theories Perspectives	p. 287
Trait Theories	p. 287
Behavioral Theories	p. 288
Situational Contingency Theories	p. 290
Fiedler's Leadership Contingency Theory	p. 291
House's Path-Goal Theory of Leadership	p. 293
Substitutes for Leadership	p. 297
Attribution Theory and Leadership	p. 298
Leadership Prototypes	p. 298
Exaggeration of the Leadership Difference	p. 299
Leadership Transitions for High Performance Organizations	p. 299
Charismatic Approaches	p. 300
Transformational versus Transactional Approaches	p. 301
Leadership in High Performance Work Teams	p. 302
New Leadership Issues	p. 304
Chapter 14 Study Guide
Summary	p. 305
Key Terms	p. 307
Self-Test 14	p. 307
Power and Politics	p. 309
The Advantages of Empowerment	p. 309
Power	p. 311
Position Power	p. 311
Personal Power	p. 312
Acquiring and Using Power and Influence	p. 312
Turning Power into Relational Influence	p. 315
Power, Formal Authority, and Obedience	p. 316
Empowerment	p. 319
The Power Keys to Empowerment	p. 319
Power as an Expanding Pie	p. 320
Organizational Politics	p. 321
The Two Traditions of Organizational Politics	p. 321
The Double-Edged Sword of Organizational Politics	p. 322
Organizational Politics and Self-Protection	p. 323
Political Action and the Manager	p. 324
Political Action and Subunit Power	p. 325
Political Action in the Chief Executive Suite	p. 326
Chapter 15 Study Guide
Summary	p. 329
Key Terms	p. 330
Self-Test 15	p. 330
Information and Communication	p. 333
How to Make Communication Count	p. 333
The Nature of Communication	p. 335
The Communication Process	p. 335
Feedback and Communication	p. 336
Essentials of Interpersonal Communication	p. 337
Effective and Efficient Communication	p. 337
Nonverbal Communication	p. 338
Active Listening	p. 339
Communication Barriers	p. 340
Physical Distractions	p. 340
Semantic Problems	p. 340
Mixed Messages	p. 341
Cultural Differences	p. 341
Absence of Feedback	p. 341
Status Effects	p. 342
Organizational Communication	p. 342
Formal and Informal Channels	p. 342
Communication Flows and Directions	p. 343
Communication Networks	p. 344
Communication and the High Performance Workplace	p. 346
Changing Technologies	p. 346
Complex Social Context	p. 347
Chapter 16 Study Guide
Summary	p. 349
Key Terms	p. 350
Self-Test 16	p. 350
Decision Making	p. 353
Break Through with Perserverence and Creativity	p. 353
Decision Making Process	p. 354
Decision Environments	p. 355
Types of Decisions	p. 356
Decision Making Models	p. 356
Classical and Behavioral Decision Theory	p. 356
The Garbage Can Model	p. 358
Decision Making Realities	p. 359
Intuition, Judgment, and Creativity	p. 359
Judgmental Heuristics	p. 360
Creativity Factors	p. 361
Managing the Decision-Making Process	p. 362
Choosing Problems to Address	p. 362
Deciding Who Should Participate	p. 363
Knowing When to Quit--Eliminating Escalating Commitments	p. 365
Technology, Culture, and Ethics in Decision Making	p. 366
Information Technology and Decision Making	p. 366
Cultural Factors and Decision Making	p. 367
Ethical Issues and Decision Making	p. 368
Chapter 17 Study Guide
Summary	p. 369
Key Terms	p. 370
Self-Test 17	p. 370
Conflict and Negotiation	p. 373
Taking Matters Into Your Own Hands	p. 373
Conflict	p. 374
Types of Conflict	p. 375
Levels of Conflict	p. 375
Functional and Dysfunctional Conflicts	p. 376
Culture and Conflict	p. 377
Managing Conflict	p. 378
Stages of Conflict	p. 378
Causes of Conflict	p. 379
Indirect Conflict Management Approaches	p. 380
Direct Conflict Management Approaches	p. 382
Negotiation	p. 384
What Is Negotiation?	p. 384
Negotiation Goals and Outcomes	p. 384
Ethical Aspects of Negotiation	p. 384
Organizational Settings for Negotiation	p. 385
Culture and Negotiation	p. 385
Negotiation Strategies	p. 385
Distributive Negotiation	p. 386
Integrative Negotiation	p. 387
How to Gain Integrative Agreements	p. 387
Common Negotiation Pitfalls	p. 388
Third-Party Roles in Negotiation	p. 389
Chapter 18 Study Guide
Summary	p. 389
Key Terms	p. 390
Self-Test 18	p. 390
Change, Innovation, and Stress	p. 393
The Organization of the Future	p. 393
Change in Organizations	p. 395
Planned and Unplanned Change	p. 395
Organizational Forces and Targets for Change	p. 396
Phases of Planned Change	p. 397
Planned Change Strategies	p. 398
Force-Coercion	p. 398
Rational Persuasion	p. 399
Shared Power	p. 400
Resistance to Change	p. 400
Why People Resist Change	p. 400
How to Deal with Resistance	p. 401
Innovation in Organizations	p. 403
The Innovation Process	p. 403
Features of Innovative Organizations	p. 404
Dynamics of Stress	p. 404
Sources of Stress	p. 405
Stress and Performance	p. 406
Stress and Health	p. 406
Stress Management	p. 406
Chapter 19 Study Guide
Summary	p. 407
Key Terms	p. 409
Self-Test 19	p. 409
Supplementary Module Research Foundations of Organizational Behavior	p. 411
Research Designs	p. 414
Laboratory Experiments	p. 414
Field Experiments	p. 414
Case Studies	p. 415
Field Surveys	p. 415
Data Gathering, Analysis, and Interpretation	p. 416
Interviews	p. 416
Observation	p. 416
Questionnaires	p. 416
Nonreactive Measures	p. 416
Data Analysis and Interpretation	p. 417
Ethical Considerations in Research	p. 417
The OB Skills Workbook	p. 419
The FAST COMPANY Collection	p. 425
Cases for Critical Thinking	p. 445
Experiential Exercises	p. 486
Self-Assessment Inventories	p. 518
Glossary	p. 1
Notes	p. 1
Photo Credits	p. 1
Index	p. 1
Table of Contents provided by Syndetics. All Rights Reserved.