Organizations : Behavior, Structure, Processes

by Gibson, James L.; Ivancevich, John M.; Donnelly, James H.

• ISBN13: 9780072987171
• ISBN10: 0072987170
• Edition: 12th
• Format: Hardcover
• Copyright: 2005-03-07
• Publisher: McGraw-Hill/Irwin

Summary

Managing people and their behavior in organizations is one of the most challenging tasks anyone could face. Gibson's Organizations: Behavior, Structure, Processes, Twelfth Edition, presents theories, research results, and applications that focus on managing organizational behavior in small, large, and global organizations. It is organized and presented in a sequence based on behavior, structure, and processes. Each part is presented as a self-contained unit and can therefore be presented in whatever sequence instructors prefer. Organizations is easily adaptable to individual preferences. This edition emphasizes that the most successful managers in the global economy will be those who can anticipate, adapt, and manage change.

Table of Contents

PART ONE INTRODUCTION	1	(90)
The Study of Organizations	3	(26)
Opening Vignette: Meeting Stakeholder Needs and Expectations	3	(2)
Close-Up: Putting People First	5	(1)
Studying Organizational Behavior	6	(3)
Organizational Behavior Follows Principles of Human Behavior	6	(1)
Organizations Are Social Systems	7	(1)
Multiple Factors Shape Organizational Behavior	7	(1)
Structure and Processes Affect Organizational Behavior and the Emergent Culture	7	(2)
The Blending of the Art and Science of Organizational Behavior	9	(1)
A Model for Managing Organizations: Behavior, Structure, and Processes	9	(3)
The Organization's Environment	9	(1)
Behavior within Organizations	10	(2)
Close-Up: A Few Leadership Maxims	12	(2)
The Structure and Design of Organizations	12	(1)
The Processes of Organizations	13	(1)
Close-Up: Dumpster Diving	14	(1)
Perspectives on Effectiveness	15	(1)
The Nature of Managerial Work	16	(2)
Planning Effective Performance	17	(1)
Close-Up: Another Day as a Manager	18	(2)
Organizing Effective Performance	18	(1)
Leading Effective Performance	19	(1)
Controlling Effective Performance	19	(1)
Three Ways to Think about Effectiveness	20	(5)
Goal Approach to Effectiveness	20	(1)
Systems Theory Approach to Effectiveness	21	(2)
Stakeholder Approach to Effectiveness	23	(1)
Organizational Change and Learning	24	(1)
Managerial Work and the Behavior, Structure, and Processes of Organizations	25	(1)
Summary of Key Points	26	(1)
Discussion and Review Questions	27	(1)
Taking It to the Net: Traditional versus New Economy Comparison	27	(1)
Case for Analysis: McDonald's: Can It Regain Its Effectiveness?	28	(1)
Organizational Culture	29	(26)
Opening Vignette: Nike's Insular Culture and Some Activists Dampen Growth	29	(1)
Organizational Culture	30	(2)
Organizational Culture Defined	30	(2)
Close-Up: Cultural Diagnosis at Alberto-Culver	32	(1)
Organizational Culture and Societal Value Systems	32	(1)
Close-Up: Pfizer	33	(3)
Organizational Culture and Its Effects	33	(1)
Creating Organizational Culture	34	(2)
Close-Up: Best Places to Work	36	(8)
Types of Culture	37	(1)
Organizational Subcultures	38	(1)
Merging Cultures	39	(1)
Influencing Culture Change	39	(2)
Socialization and Culture	41	(1)
Socialization Stages	41	(3)
Characteristics of Effective Socialization	44	(2)
Effective Anticipatory Socialization	44	(1)
Effective Accommodation Socialization	45	(1)
Effective Role Management Socialization	45	(1)
Close-Up: Help Navigating J.P. Morgan Chase's Culture	46	(2)
Mentors and Socialization	46	(2)
Socializing a Culturally Diverse Workforce	48	(1)
Management's Ability to Capitalize on Diversity	48	(1)
Close-Up: Learning about Diversity	49	(1)
Socialization as an Integration Strategy	50	(1)
Summary of Key Points	51	(1)
Discussion and Review Questions	51	(1)
Taking It to the Net: Reviewing Forecasts and One of Fortune's 50 Best Firms	51	(1)
Case for Analysis: Creating a Knowledge-Based Culture	52	(1)
Experiential Exercise: Testing Globalization Knowledge	52	(3)
Globalization	55	(36)
Opening Vignette: The Virtual Expatriate	55	(1)
Global Strategy	56	(1)
Close-Up: Offshoring: Does It Create or Replace Jobs in the Global Marketplace?	57	(5)
Global Strategic Skills	59	(1)
Team-Building Skills	60	(1)
Organization Skills	60	(1)
Communication Skills	61	(1)
Transfer of Knowledge Skills	61	(1)
Close-Up: Communicating in Global Virtual Teams	62	(1)
Culture	63	(1)
National Culture	63	(1)
History and Culture	63	(1)
Cultural Dimensions	63	(1)
People's Relationship to Nature	63	(1)
Close-Up: Ethical Differences	64	(3)
Individualism versus Collectivism	65	(1)
Time Orientation	65	(1)
Activity Orientation	65	(1)
Degree of Formality	66	(1)
Language	66	(1)
Religion	66	(1)
Cross-Cultural Research Findings	67	(8)
Hofstede's Research	67	(5)
Hofstede-Inspired Research	72	(1)
Laurent's Research	73	(2)
Cross-Cultural Transitions	75	(2)
Human Resources for International Assignment	75	(1)
The Expatriate Manager	76	(1)
Close-Up: Expatriate Managers	77	(4)
Culture Shock and the Expatriate Manager	78	(1)
Training the Expatriate Manager	79	(2)
The Global Theme for Organizations: Behavior, Structure, and Process	81	(1)
Summary of Key Points	81	(1)
Discussion and Review Questions	82	(1)
Taking It to the Net: Offshoring: What's It All About?	82	(1)
Case for Analysis: Employment Opportunities in Multinational Firms	83	(2)
Experiential Exercise: How Important Is Your Family?	85	(1)
Experiential Exercise: Testing Globalization Knowledge	86	(1)
Video Case: Southwest Airlines: Creating the Organizational Culture	86	(5)
PART TWO BEHAVIOR WITHIN ORGANIZATIONS: THE INDIVIDUAL	91	(140)
Individual Behavior and Differences	93	(36)
Opening Vignette: A Grown-Up Risk Taker	93	(1)
The Basis for Understanding Behavior	94	(2)
Individual Differences	96	(3)
Abilities and Skills	96	(2)
Demographics	98	(1)
Individual Psychological Variables	99	(9)
Perception	99	(4)
Attribution	103	(1)
Attribution Errors	104	(1)
Attitudes	104	(4)
Close-Up: Changing Values in the Workplace	108	(3)
Close-Up: Is Pay the Most Important Factor?	111	(5)
Job Satisfaction and Customer Satisfaction	112	(1)
Personality	112	(4)
Close-Up: The Myers-Briggs Type Indicator (MBTI) Is Preferred by Managers	116	(5)
Close-Up: Does EQ Training Make a Difference?	121	(1)
Emotional Intelligence	121	(1)
The Psychological Contract	122	(1)
Psychological Contract Violations	122	(2)
Summary of Key Points	124	(1)
Discussion and Review Questions	124	(1)
Taking It to the Net	125	(1)
Case for Analysis: A Potter's Wheel	125	(1)
Experiential Exercise: Applying Attribution Theory	126	(1)
Experiential Exercise: Who Controls Your Life? The Rotter Internal-External Scale	127	(2)
Motivation: Background and Theories	129	(30)
Opening Vignette: Addressing the Motivation Puzzle	129	(3)
What Is Motivation?	132	(1)
The Starting Point: The Individual	133	(1)
Motivation Theories: A Classification System	133	(2)
Maslow's Need Hierarchy	135	(2)
Selected Need Hierarchy Research	136	(1)
Alderfer's ERG Theory	137	(1)
ERG: Limited Research Base	138	(1)
Herzberg's Two-Factor Theory	138	(3)
Critique of Herzberg's Theory	140	(1)
McClelland's Learned Needs Theory	141	(2)
Research on Learned Needs	142	(1)
Close-Up: Women Managers: Better Motivators Than Men?	143	(1)
A Synopsis of the Four Content Theories	144	(2)
Expectancy Theory	146	(1)
Close-Up: Organizational Citizenship Behavior: Going the Extra Mile	147	(3)
Terminology	147	(1)
Principles of Expectancy Theory	148	(2)
Close-Up: Assessing Outcomes More Thoroughly	150	(2)
Research on Expectancy	150	(1)
Management Practices	151	(1)
Criticisms of Expectancy Theory	151	(1)
Equity Theory	152	(3)
Alternatives to Restore Equity	153	(1)
Research on and Criticism of Equity Theory	154	(1)
Summary of Key Points	155	(1)
Discussion and Review Questions	156	(1)
Taking It to the Net: Generational Differences	156	(1)
Case for Analysis: Entrepreneurs' Motivations: Do Theories Explain Them?	156	(2)
Experiential Exercise: Applying Motivation Theory	158	(1)
Motivation: Organizational Applications	159	(38)
Opening Vignette: Reward or Punishment: The Saga of Stock Options	159	(1)
Learning	160	(3)
Social Learning	161	(1)
Operant Conditioning	162	(1)
Principles of Operant Conditioning	163	(2)
Behavior Modification: A Managerial Perspective	165	(3)
Research on Reinforcement Theory	167	(1)
Criticisms of Behavior Modification	167	(1)
Close-Up: Feedback Is Motivational	168	(1)
Behavioral Self-Management	169	(1)
A Self-Regulation Model	169	(1)
Goal-Setting Theory	170	(5)
The Goal-Setting Process	170	(2)
Goal-Setting Research	172	(3)
Criticisms of Goal Setting	175	(1)
Reviewing Motivation	175	(2)
Organizational Reward Systems	177	(2)
A Model of Individual Rewards	177	(2)
Close-Up: What Are Rewards in a Diverse Workforce?	179	(1)
Extrinsic and Intrinsic Rewards	179	(5)
Extrinsic Rewards	179	(2)
Intrinsic Rewards	181	(1)
The Interaction of Intrinsic and Extrinsic Rewards	182	(1)
Rewards, Turnover, and Absenteeism	183	(1)
Rewards and Job Performance	183	(1)
Rewards and Organizational Commitment	184	(1)
Reward Systems in High-Performing Organizations	184	(2)
Cafeteria-Style Fringe Benefits	184	(1)
Banking Time Off	185	(1)
Close-Up: Skill-Based Pay Programs Can Increase Learning	186	(2)
Skill-Based Pay	186	(1)
Gainsharing	187	(1)
Kohn's Criticism of Performance-Based Rewards	188	(1)
Summary of Key Points	189	(1)
Discussion and Review Questions	190	(1)
Taking It to the Net: How about Noncash Rewards?	190	(1)
Case for Analysis: Jack Welch of General Electric: A Neutron Bomb or a Motivator?	191	(1)
Experiential Exercise: Making Choices about Rewards	192	(1)
Experiential Exercise: Valuing Diversity	193	(1)
Video Case: Tellabs Inc.: Motivating the Organization	194	(3)
Workplace Stress: Issues and Management	197	(34)
Opening Vignette: Putting Balance into Work/Life Spillover	197	(1)
What Is Stress?	198	(2)
Organizational Stress: A Model	200	(1)
Work Stressors: Individual, Group, and Organizational	201	(2)
Individual Stressors	201	(2)
Close-Up: General Pain and Stress	203	(2)
Group and Organizational Stressors	204	(1)
Nonwork Stressors	205	(1)
Stress Outcomes	205	(2)
Individual Outcomes	206	(1)
Close-Up: Stress and Death in Japan	207	(2)
Close-Up: Myths and Burnout	209	(1)
Organizational Consequences	210	(1)
Stress Moderators	210	(1)
Close-Up: The Costs of Job Stress	211	(3)
Personality	212	(1)
Type A Behavior Pattern	213	(1)
Social Support	214	(1)
Stress Prevention and Management	214	(5)
Maximizing Person-Environment Fit	216	(1)
Organizational Stress Prevention and Management Programs	217	(2)
Close-Up: The Costs of Job Stress	219	(3)
A Wellness Strategy	222	(1)
Summary of Key Points	223	(1)
Discussion and Review Questions	224	(1)
Taking It to the Net: The Annual Physical Exam	224	(1)
Case for Analysis: Business Traveler Stress	225	(1)
Experiential Exercise: Behavior Activity Profile---A Type A Measure	225	(3)
Experiential Exercise: Health Risk Appraisal	228	(3)
PART THREE BEHAVIOR WITHIN ORGANIZATIONS: GROUPS AND INTERPERSONAL INFLUENCE	231	(134)
Group and Team Behavior	233	(30)
Opening Vignette: Work Teams That Are Self-Managing	233	(1)
The Meaning of a Group	234	(1)
Types of Groups	234	(1)
Formal Groups	234	(1)
Informal Groups	235	(1)
Why People Form Groups	235	(2)
The Satisfaction of Needs	235	(1)
Proximity and Attraction	236	(1)
Group Goals	236	(1)
Close-Up: Teams Go Global	237	(1)
Economics	237	(1)
Stages of Group Development	238	(1)
Characteristics of Groups	239	(5)
Structure	239	(1)
Status Hierarchy	240	(1)
Roles	240	(1)
Norms	240	(1)
Leadership	241	(1)
Cohesiveness	242	(2)
Close-Up: Groupthink and a Positive Result	244	(1)
The Nature and Types of Teams	244	(3)
Problem-Solving Teams	245	(1)
Virtual Teams	246	(1)
Close-Up: Microsoft Virtual Teaming	247	(1)
Cross-Functional Teams	247	(1)
Close-Up: The Earliest Skunworks	248	(1)
Skunkworks	248	(1)
Self-Directed Work Teams	249	(1)
Why Teams Are Formed	249	(3)
Enhanced Productivity	249	(1)
Flattening Organizations	250	(1)
Need for Flexibility and Quicker Decisions	250	(1)
Workforce Diversity	251	(1)
Improved Quality	251	(1)
Increased Customer Satisfaction	251	(1)
Close-Up: Diversity and Group Dynamics	252	(1)
Obstacles to Effective Teams	252	(1)
Requirements for Effective Teams	253	(1)
Top-Level Commitment and Provision of Clear Goals	253	(1)
Management--Employee Trust	253	(2)
Willingness to Take Risks and Share Information	254	(1)
Time, Resources, and a Commitment to Training	254	(1)
Intergroup Behavior and Conflict	255	(1)
The Role Concept	255	(2)
Multiple Roles and Role Sets	255	(1)
Role Perception	255	(1)
Role Conflict	256	(1)
Results of Role Conflict	256	(1)
Summary of Key Points	257	(1)
Discussion and Review Questions	258	(1)
Taking It to the Net: Team Building	258	(1)
Case for Analysis: Leading a Virtual Team	259	(1)
Experiential Exercise: Participation in and Observations of Group Processes	260	(3)
Conflict and Negotiation	263	(26)
Opening Vignette: How Intergroup Conflict Can Affect an International Startup Team	263	(1)
A Realistic View of Intergroup Conflict	264	(1)
Functional Conflict	264	(1)
Close-Up: How Do You Handle Interpersonal Conflict?	265	(3)
Dysfunctional Conflict	266	(1)
Conflict and Organizational Performance	266	(1)
Views on Intergroup Conflict in Practice	266	(1)
Intragroup Conflict and Group Productivity	266	(2)
Why Intergroup Conflict Occurs	268	(2)
Work Interdependence	268	(1)
Differences in Goals	269	(1)
Close-Up: Interdependence in Sports	270	(2)
Differences in Perceptions	270	(2)
Consequences of Dysfunctional Intergroup Conflict	272	(1)
Changes within Groups	272	(1)
Changes between Groups	272	(1)
Managing Intergroup Conflict through Resolution	273	(3)
Problem Solving	273	(1)
Superordinate Goals	273	(1)
Expansion of Resources	273	(1)
Avoidance	274	(1)
Smoothing	274	(1)
Compromise	274	(1)
Authoritative Command	274	(1)
Altering the Human Variable	274	(1)
Altering the Structural Variables	275	(1)
Identifying a Common Enemy	275	(1)
Managing Intergroup Conflict through Negotiation	276	(3)
Cross-Cultural Negotiations	276	(1)
Group Negotiations	277	(1)
Prenegotiation Tasks	277	(1)
Negotiation Tactics	278	(1)
The Effect of Personalities on the Negotiation Process	278	(1)
The Role of Trust	279	(1)
Alternatives to Direct Negotiations	279	(1)
Resolving Group Conflict through Team Building	279	(2)
Team Building as a Process	280	(1)
Close-Up: Resolving Conflict through Team Building in a Small Dot-com Organization	281	(1)
Management's Role in Building Teams	281	(1)
Managing Intergroup Conflict through Stimulation	282	(1)
Communication	282	(1)
Bringing Outside Individuals into the Group	282	(1)
Altering the Organization's Structure	283	(1)
Stimulating Competition	283	(1)
Summary of Key Points	283	(1)
Discussion and Review Questions	284	(1)
Taking It to the Net: Negotiating Tips	284	(1)
Case for Analysis: A Successful Partnership at Ford-Mazda	285	(1)
Experiential Exercise: The Old Stack Problem	285	(4)
Power and Politics	289	(22)
Opening Vignette: The Personal Power of Great Business Leaders	289	(1)
Power and Authority	290	(1)
Interpersonal Power	291	(2)
Legitimate Power	291	(1)
Reward Power	291	(1)
Coercive Power	291	(1)
Expert Power	292	(1)
Referent Power	292	(1)
Close-Up: Build Your Interpersonal Power	293	(1)
Need for Power	293	(1)
Structural and Situational Power	294	(2)
Resources	294	(1)
Decision-Making Power	295	(1)
Information Power	295	(1)
Upward Flow of Power	296	(1)
Interdepartmental Power	296	(3)
Coping with Uncertainty	297	(1)
Centrality	298	(1)
Substitutability	298	(1)
Obedience to Authority	299	(1)
Political Strategies and Tactics	300	(1)
Close-Up: Some Realities of Politics	301	(4)
Research on Politics	301	(2)
Impression Management	303	(1)
Playing Politics	304	(1)
Ethics, Power, and Politics	305	(1)
Close-Up: Can Business Schools Teach Ethics?	306	(1)
Summary of Key Points	306	(1)
Discussion and Review Questions	307	(1)
Taking It to the Net: Office Politics 101	308	(1)
Case for Analysis: A Powerful Ending at Armstrong	308	(1)
Experiential Exercise: Office Diplomacy: The Dos and Don'ts	308	(3)
Leadership: Fundamentals	311	(28)
Opening Vignette: Business Leaders: Born or Made?	311	(2)
Leadership Defined	313	(1)
Traits That Appear to Identify Leaders	314	(2)
Abilities	314	(1)
Personality Traits	315	(1)
Motivation	315	(1)
Synopsis of Trait Theory	316	(1)
The Behaviors of Effective Leaders	316	(1)
Close-Up: Wanted: Global Leaders	317	(3)
Job-Centered and Employee-Centered Leadership	318	(1)
Initiating Structure and Consideration Leadership	318	(1)
Comparisons of Effective Leadership Behavior Theories	319	(1)
Close-Up: Studies of Leadership in Japan and China	320	(1)
The Effects of Situational Differences	320	(10)
Contingency Leadership Model	322	(4)
Path--Goal Model	326	(2)
Hersey-Blanchard Situational Leadership Model (SLM)	328	(2)
Close-Up: Helping Women Become Leaders	330	(3)
Leader--Member Exchange (LMX) Theory	331	(2)
Comparing the Situational Approaches	333	(1)
Summary of Key Points	333	(1)
Discussion and Review Questions	334	(1)
Taking It to the Net: Why Do We Call Them Leaders?	334	(1)
Case for Analysis: A New Leadership Position	335	(1)
Experiential Exercise: Adapting Leadership Skills to People Problems	336	(3)
Leadership: Emerging and Changing Concepts	339	(26)
Opening Vignette: Leadership in a Post--September 11 America	339	(3)
Vroom-Jago Leadership Model	342	(2)
Nature of the Vroom-Jago Model	342	(2)
Close-Up: The Roles of Leaders in Self-Managed Teams	344	(4)
Application of the New Model	345	(2)
Validity of the Vroom-Jago Model	347	(1)
International Research	347	(1)
Limitations of the Model	347	(1)
Attribution Theory of Leadership	348	(2)
Leader's Attributions	348	(1)
Leader's Perception of Responsibility	348	(1)
Attributional Leadership Model	348	(1)
Leader Behavior: Cause or Effect?	349	(1)
Charismatic Leadership	350	(3)
Defining Charismatic Leadership	350	(1)
Conger's Model	350	(1)
What Constitutes Charismatic Leadership Behavior?	351	(1)
Two Types of Charismatic Leaders	351	(2)
Close-Up: Ethical Leadership in Difficult Times	353	(1)
Transactional and Transformational Leadership	353	(3)
Transactional Leadership	354	(1)
Transformational Leadership	355	(1)
Close-Up: A Leader with High Ethical Standards	356	(1)
Substitutes for Leadership	357	(1)
Close-Up: Searching for the Magical Leadership Formula	358	(1)
Summary of Key Points	359	(1)
Discussion and Review Questions	360	(1)
Taking It to the Net: Leaders Need Guidance Too!	360	(1)
Case for Analysis: Intel Prepares Its Top Leaders	360	(1)
Experiential Exercise: Leadership Style Analysis	361	(2)
Video Case: Lou Gerstner: Leading the Organization	363	(2)
PART FOUR THE STRUCTURE AND DESIGN OF ORGANIZATIONS	365	(58)
Work Design	367	(26)
Opening Vignette: Designing Jobs to Allow Work/Life Balance	367	(2)
Designing Jobs to Enhance Quality of Work Life	369	(1)
Work/Family Balance and Job Design	369	(1)
Close-Up: Job Sharing at Xerox: How Two Employees Made It Happen	370	(1)
The Important Concepts of Job Design	371	(1)
Job Performance Outcomes	372	(2)
Objective Outcomes	372	(1)
Personal Behavior Outcomes	372	(1)
Intrinsic and Extrinsic Outcomes	373	(1)
Job Satisfaction Outcomes	373	(1)
Describing Jobs through Job Analysis	374	(2)
Job Content	374	(1)
Job Requirements	374	(1)
Job Context	374	(1)
Job Analysis in Different Settings	375	(1)
Close-Up: Total Quality Management and Flexible Jobs in Contemporary Management Practice	376	(1)
Job Designs: The Results of Job Analysis	377	(2)
Range and Depth	377	(1)
Job Relationships	378	(1)
The Way People Perceive Their Jobs	379	(1)
Perceived Job Content	379	(1)
Job Characteristics	379	(1)
Individual Differences	380	(1)
Social Setting Differences	380	(1)
Designing Job Range: Job Rotation and Job Enlargement	380	(2)
Job Rotation	381	(1)
Job Enlargement	381	(1)
Designing Job Depth: Job Enrichment	382	(2)
Teams and Job Design	384	(1)
Close-Up: Job Redesign through Applications of Modular Tasks	385	(1)
Total Quality Management and Job Design	386	(1)
Summary of Key Points	387	(1)
Discussion and Review Questions	388	(1)
Taking It to the Net: Search for a Good Fit? Online Job Descriptions	388	(1)
Case for Analysis: Work Redesign in an Insurance Company	389	(1)
Experiential Exercise: Personal Preferences	390	(3)
Organization Structure	393	(30)
Opening Vignette: Organization Structure and Firm Survival	393	(1)
The Concept of Organization Structure	394	(1)
Structure as an Influence on Behavior	394	(1)
Structure as Recurring Activities	395	(1)
Designing an Organization Structure	395	(1)
Division of Labor	396	(1)
Departmental Bases	397	(4)
Functional Departmentalization	397	(2)
Geographic Departmentalization	399	(1)
Product Departmentalization	399	(1)
Customer Departmentalization	400	(1)
Combined Bases for Departmentalization: The Matrix Organization	401	(1)
Span of Control	401	(1)
Close-Up: Rover Group Uses Matrix Organization to Great Advantage	402	(1)
Required Contact	402	(1)
Degree of Specialization	403	(1)
Ability to Communicate	403	(1)
Delegation of Authority	403	(1)
Reasons to Decentralize Authority	403	(1)
Close-Up: The Effects of Downsizing on the Spans of Control of Managers	404	(2)
Reasons to Centralize Authority	405	(1)
Decision Guidelines	405	(1)
Mechanistic and Organic Models of Organization Design	406	(4)
The Mechanistic Model	406	(2)
The Organic Model	408	(2)
Contingency Design Theories	410	(1)
Technology and Organizational Design	411	(1)
The Classic Study of Technology and Organizational Design	411	(1)
Understanding the Relationship between Technology and Structure	412	(1)
Environment and Organizational Design	412	(4)
The Classic Study of the Relationship between Environment and Organizational Design	413	(2)
Environmental Uncertainty and Organizational Design in the Service Sector	415	(1)
Understanding the Relationship Between Environmental Uncertainty and Structure	415	(1)
Environmental Uncertainty, Information Processing, and Adaptive Design Strategies	416	(1)
Sociotechnical Systems Theory	416	(1)
Creating Virtual Organizations	417	(1)
Summary of Key Points	418	(1)
Discussion and Review Questions	419	(1)
Taking It to the Net: Virtual Organizational Design	419	(1)
Case for Analysis: Defining the Role of a Liaison Officer	420	(2)
Experiential Exercise: Identifying and Changing Organization Design	422	(1)
PART FIVE THE PROCESSES OF ORGANIZATIONS	423	(90)
Managing Communication Processes	425	(30)
Opening Vignette: Communicating in Global Virtual Teams	425	(1)
The Importance of Communication	426	(2)
The Communication Process	427	(1)
Close-Up: Communication Can Make the Difference	428	(3)
A Classic Model	428	(2)
Nonverbal Messages	430	(1)
Communicating Across Cultures	431	(1)
Words	431	(1)
Close-Up: Toyota in France: Culture Clash?	432	(2)
Space	433	(1)
Time	433	(1)
Behavior	433	(1)
Communicating within Organizations	434	(5)
Directions of Communication	434	(1)
Communication and Technology	435	(3)
The Grapevine: An Informal Communication Channel	438	(1)
Interpersonal Communications	439	(3)
Interpersonal Styles	440	(1)
Interpersonal Strategies	441	(1)
Managerial Styles	441	(1)
Barriers to Effective Communication	442	(5)
Barriers Created by the Sender	442	(2)
Barriers Created by the Receiver	444	(1)
Barriers Created by Sender and/or Receiver	445	(2)
Close-Up: Intranets Improve Internal Communication	447	(1)
Improving Communication in an Organization	447	(3)
Following Up	448	(1)
Regulating Information Flow	448	(1)
Utilizing Feedback	448	(1)
Empathy	448	(1)
Repetition	448	(1)
Encouraging Mutual Trust	449	(1)
Effective Timing	449	(1)
Simplifying Language	449	(1)
Effective Listening	449	(1)
Summary of Key Points	450	(1)
Discussion and Review Questions	451	(1)
Taking It to the Net: Netiquette: Effectively Communicating with e-Mail	452	(1)
Case for Analysis: Leigh Randell	452	(1)
Experiential Exercise: Perceptual Differences	453	(2)
Decision Making	455	(24)
Opening Vignette: Decision Making: Are You as Good as You Think You Are?	455	(1)
Types of Decisions	456	(2)
Close-Up: Falling in Love with Technology	458	(1)
The Decision-Making Process	459	(3)
Establishing Specific Goals and Objectives and Measuring Results	459	(1)
Identifying Problems	460	(1)
Developing Alternatives	460	(1)
Evaluating Alternatives	461	(1)
Choosing an Alternative	462	(1)
Implementing the Decision	462	(1)
Control and Evaluation	462	(1)
Behavioral Influences on Individual Decision Making	462	(1)
Close-Up: Do Good Companies Make Poor Decisions?	463	(3)
Ethical Decision Making	463	(2)
Values	465	(1)
Close-Up: Nobody Wins with Unethical Decisions	466	(4)
Personality	466	(1)
Propensity for Risk	467	(1)
Potential for Dissonance	468	(1)
Escalation of Commitment	469	(1)
Group Decision Making	470	(3)
Individual versus Group Decision Making	470	(1)
Techniques for Stimulating Creativity in Group Decision Making	471	(2)
Summary of Key Points	473	(1)
Discussion and Review Questions	474	(1)
Taking It to the Net: Can Better Decision Making Be Taught?	475	(1)
Case for Analysis: Breaking the Rules	475	(1)
Experiential Exercise: Lost on the Moon: A Group Decision Exercise	476	(3)
Managing Organizational Change and Learning	479	(34)
Opening Vignette: Change Factory	479	(2)
Alternative Change Management Approaches	481	(1)
Managing Change through Power	481	(1)
Managing Change through Reason	481	(1)
Managing Change through Reeducation	481	(1)
Learning Principles and Change	481	(1)
Change Agents	482	(2)
Resistance to Change	484	(2)
Why People Resist Change	484	(1)
Reducing Resistance to Change	485	(1)
A Model for Managing Organizational Change	486	(1)
Close-Up: Some Actions to Reduce Resistance to Change	487	(1)
Forces for Change	488	(1)
Environmental Forces	488	(1)
Internal Forces	488	(1)
Diagnosis of a Problem	489	(1)
Alternative Interventions	490	(1)
Depth and Approach of Intended Change	490	(1)
Identifying Alternative Change Techniques	491	(6)
Structural Change	491	(2)
Behavioral Change	493	(2)
Technological Change	495	(1)
Appreciative Inquiry	496	(1)
Close-Up: Technology Change Creates Ethical Issues for Managers	497	(2)
Trends in Organizational Change	498	(1)
Close-Up: Snapshots of Al Use and Claims	499	(2)
Recognizing Limiting Conditions	501	(1)
Implementing and Evaluating the Change	502	(1)
Overcoming Limiting Conditions	503	(1)
Leadership Climate	503	(1)
Formal Organization	503	(1)
Organizational Culture	503	(1)
Resistance to Change	503	(1)
The Ethical Issues of Organizational Change	504	(1)
Some Guidelines for Managing Change	505	(1)
The Learning Organization	505	(1)
Close-Up: Managerial Responsibilities for Learning	506	(2)
Learning Capabilities and Leadership	506	(1)
Learning	507	(1)
Summary of Key Points	508	(1)
Discussion and Review Questions	509	(1)
Taking It to the Net: Monitoring Dramatic Changes	510	(1)
Case for Analysis: Bayer's Major Changes in One Plant	510	(1)
Experiential Exercise: Alternative Ways to Initiate Change	511	(2)
Appendix A Procedures and Techniques for Studying Organizations: Behavior, Structure, Processes	513	(13)
Source of Knowledge about Organizations	513	(2)
History	513	(2)
Experience	515	(1)
Science	515	(1)
Behavior Sciences Research and Methods	515	(5)
Research	515	(1)
The Scientific Approach	516	(1)
Methods of Inquiry	516	(4)
Research Designs	520	(3)
One-Shot Design	520	(1)
One-Group Pretest--Posttest Design	521	(1)
Static-Group Comparison Design	522	(1)
Pretest-Posttest Control Group Design	522	(1)
Posttest-Only Control Group Design	522	(1)
Solomon Four-Group Design	523	(1)
Observation and Measurement	523	(1)
Observation	523	(1)
Interviews	523	(1)
Questionnaires	524	(1)
Nonreactive Measures	524	(1)
Qualitative Research	524	(2)
Glossary	526	(9)
Endnotes	535	(42)
Name Index	577	(13)
Company Index	590	(3)
Subject Index	593