Organizational behavior and management 10th by ivancevich

Organizational behavior and management 10th by ivancevich Organizational behavior and management 10th by ivancevich Organizational behavior and management 10th by ivancevich Organizational behavior and management 10th by ivancevich Organizational behavior and management 10th by ivancevich Organizational behavior and management 10th by ivancevich

www.downloadslide.com Tenth Edition Organizational Behavior & Management John M Ivancevich Robert Konopaske Michael T Matteson www.downloadslide.com Organizational Behavior and Management Tenth Edition John M Ivancevich Hugh Roy and Lillie Cranz Cullen Chair and Professor of Organizational Behavior and Management, C T Bauer College of Business, University of Houston Robert Konopaske Associate Professor of Management, McCoy College of Business Administration, Texas State University Michael T Matteson Professor Emeritus Organizational Behavior and Management, C T Bauer College of Business, University of Houston www.downloadslide.com This book is dedicated to our students and colleagues who inspire and challenge us ORGANIZATIONAL BEHAVIOR AND MANAGEMENT, TENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020 Copyright © 2014 by The McGraw-Hill Companies, Inc All rights reserved Printed in the United States of America Previous editions © 2011, 2008 and 2005 No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning Some ancillaries, including electronic and print components, may not be available to customers outside the United States This book is printed on acid-free paper QVR/QVR ISBN 978-0-07-802946-2 MHID 0-07-802946-5 Senior Vice President, Products & Markets: Kurt L Strand Vice President, Content Production & Technology Services: Kimberly Meriwether David Editorial Director: Paul Ducham Brand Manager: Michael Ablassmeir Development Editor: Jane Beck Marketing Manager: Elizabeth Trepkowski Director, Content Production: Terri Schiesl Senior Project Manager: Lisa A Bruflodt Buyer: Jennifer Pickel Media Project Manager: Prashanthi Nadipalli Cover Designer: Studio Montage, St Louis, MO Cover Image: Fuse/Getty Images Typeface: Times New Roman Compositor: Aptara®, Inc Printer: Quad/Graphics Photo credits: Klaus Tiedge/Getty Images, pages 3, 33; Ingram Publishing, pages 63, 89, 111, 141, 169, 205, 231; Purestock/SuperStock, pages 267, 303, 335; Fuse/Getty Images, pages 367, 401, 433; © Stockbyte/Getty Images, pages 473, 505 Library of Congress Cataloging-in-Publication Data Ivancevich, John M Organizational behavior and management / John Ivancevich ((Deceased), Hugh Roy and Lillie Cranz Cullen Chair and Professor of Organizational Behavior and Management, C T Bauer College of Business, University of Houston, Robertá Konopaske, Associate Professor of Management, McCoy College of Business Administration, Texas State University — Tenth Edition pages cm Includes index ISBN-978-0-07-802946-2 (alk paper) ISBN-0-07-802946-5 (alk paper) Organizational behavior.  I Konopaske, Robert II Title HD58.7.I89 2013 658.4—dc23 2012044541 The Internet addresses listed in the text were accurate at the time of publication The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill, and McGraw-Hill does not guarantee the accuracy of the information presented at these sites www.mhhe.com www.downloadslide.com About the Authors John (Jack) M Ivancevich (August 16, 1939–October 26, 2009): In Memoriam Hugh Roy and Lillie Cranz Cullen Chair and Professor of Organizational Behavior and Management, C T Bauer College of Business, University of Houston; B.S from Purdue University, and MBA and DBA from the University of Maryland Never one to miss a deadline, Jack submitted his last revisions for this textbook during the summer of 2009 A few months later, he passed away with quiet dignity surrounded by loved ones On that day, the management discipline lost a passionate and award-winning educator, and an influential leader with an incomparable work ethic and sense of integrity Jack led by example, and those of us who were fortunate enough to know him, were inspired to work harder and reach higher than we ever thought possible Jack was committed to higher education and the creation and dissemination of management knowledge He was comfortable in the classroom and would encourage students to think critically about and apply the concepts and theories of organizational behavior and management to their lives Jack had an “open door” policy, and spent countless hours helping students and answering their questions His reputation as a tough teacher was softened by his appreciation for the need of many students to balance a desire for education with a full-time job and family demands Among Jack’s most valued honors was the Ester Farfel Award for Research, Teaching, and Service Excellence, the highest honor bestowed to a University of Houston faculty member Complementing his passion for teaching, Jack loved to write books He tried to write at least 300 days a year, averaging about 1,200 words per day Over a 40-year period, Jack reached well over a million students by authoring or co-authoring 88 books about various aspects of management and organizational behavior In 1987, the first edition of Organizational Behavior and Management (with Michael T Matteson) was published Preceding this textbook were several others like the award-winning and popular textbook Organizations: Behavior, Structure, Processes (co-authored with James L Gibson and James H Donnelly); which was first published in 1973 and is currently in its 14th edition In 2005, Organizations (11th edition) received the McGuffey Longevity Award from the Text and Academic Authors Association This award recognizes textbooks and learning materials whose excellence has been demonstrated over time A sample of Jack’s other textbooks include: Human Resource Management, Global Management and Organizational Behavior (co-authored with Robert Konopaske), Management and Organizational Behavior Classics (co-authored with Michael T Matteson), Fundamentals of Management: Functions, Behavior, Models (co-authored with James L Gibson and James H Donnelly), and Management: Quality and Competitiveness (co-authored with Peter Lorenzi, Steven Skinner, and Philip Crosby) Jack was not only an accomplished educator and book author but also a prolific and highly respected researcher Well known for his highly disciplined work ethic, Jack authored or co-authored some 160 research articles, which were published in such journals as Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, and Harvard Business Review His research was highly influential and explored a range of management and organizational behavior topics, including job stress, white-collar crime, diversity iii www.downloadslide.com iv About the Authors management, global assignments, job loss, absenteeism, job satisfaction, goal setting, job performance, training method effectiveness, and organizational climate The diversity of Jack’s research reflected the complex and interrelated nature of management issues in organizations In 2000, in recognition of publishing a substantial number of refereed articles in Academy of Management journals, Jack was inducted into the Academy of Management’s Journals Hall of Fame as one of the first thirty-three Charter Members This is an impressive achievement when considering that in 2000, the Academy of Management had approximately 13,500 members In addition to teaching, writing books and conducting research, Jack applied his knowledge of organizational behavior and management to the several leadership positions he held since joining the University of Houston faculty in 1974 In 1975, he was named Chair of the Department of Organizational Behavior and Management, and in the following year, Jack became the Associate Dean of Research for the College of Business Administration at UH In 1979, Jack was awarded the Hugh Roy and Lillie Cranz Cullen Chair of Organizational Behavior and Management, among the most prestigious positions at the University of Houston From 1988–1995, he served as Dean of the UH College of Business Administration In 1995, Jack was named UH Executive Vice President for Academic Affairs and Provost, a position he held for two years Through visionary, performance-driven, and principled leadership, Jack left a lasting and meaningful imprint on the entire University of Houston community, including internal constituents like fellow administrators, Deans, program directors, faculty, staff, and students, as well as external stakeholders like legislators, donors, alumni, and area company executives His accomplishments were even more extraordinary, given the fact that Jack continued to teach classes, write books, and publish research articles while holding these myriad leadership positions Jack made innumerable contributions to all facets of higher education, all of which will be felt for years to come Perhaps one of Jack’s greatest and longest lasting legacies will be from the many individuals he mentored during his 45 years in higher education As busy as he was throughout his entire career, Jack was extremely generous with his time and made it a priority to mentor a large number of individuals, including current and former students, junior faculty, colleagues from the publishing industry, and many others He wanted people to succeed and would everything he could to help them accomplish their goals Jack would often invite younger faculty members to collaborate with him on research projects As a member of 80 doctoral and master’s committees, Jack relished his role as mentor and would spend hours with graduate students, helping and guiding them through the process of conducting original research for their theses or dissertations Jack was always willing to make phone calls and write detailed letters of recommendation on behalf of his students to help them get hired or, later in their careers, get promoted or be awarded tenure He invested heavily in these individuals and expected hard work and commitment to excellence in return Many of these former graduate students are professors at universities and colleges throughout the United States and now find themselves mentoring and inspiring their own students On a personal note, Jack was my mentor, colleague, and friend Words cannot capture how grateful and honored I feel to have worked so closely with him on several organizational behavior textbooks and research projects over the past 12 years We became acquainted in 1999, after Jack agreed to be my dissertation chair at the University of Houston Given Jack’s stature and commanding presence, I was a little intimidated by him in the beginning but quickly realized he was a “gentle giant” who could switch rapidly between discussions of research, books, academic careers, teaching, and the importance of being a good family man and father, and achieving balance in www.downloadslide.com About the Authors v one’s life Jack was a great story teller and especially liked relating tales of his early years in the south side of Chicago Like me, he was proud of the fact that he grew up in a multiethnic environment where one’s parents, extended family, and family friends were always around to keep an eye on the kids in the neighborhood, while always ready to offer them a delicious home-cooked meal Jack taught me many things; some lessons were passed along during thoughtful conversations, but most came by observing him in action Jack taught me to take life “head on” with a strong, positive, and can-do attitude while never losing sight of the importance of being a loving and committed husband and father He will be sorely missed by all of us who were fortunate to have been touched by his warm friendship and guided by his generous spirit Jack is survived by his wife of 37 years, Margaret (Pegi) Karsner Ivancevich; son Daniel and wife Susan; daughter Jill and husband David Zacha, Jr.; and grandchildren Kathryn Diane and Amanda Dana Ivancevich, and Hunter David Michael, Hailey Dana, and Hannah Marie Zacha Jack was preceded in death by his beloved daughter Dana and by his first wife, Diane Frances Murphy Ivancevich Robert Konopaske December 28, 2009 Robert Konopaske is Associate Professor of Management at the McCoy College of Business Administration, Texas State University He earned his Doctoral Degree in management from the University of Houston, a Master’s Degree in international business studies from the University of South Carolina, and an undergraduate degree at Rutgers College, Rutgers University His teaching and research interests focus on international management, organizational behavior, and human resource management issues The recipient of numerous teaching awards at four different universities, Rob is also the co-author of several textbooks, including: Organizations: Behavior, Structure, Processes (11th, 12th, 13th, and 14th editions), Organizational Behavior and Management (7th, 8th, 9th, and 10th editions), Human Resource Management (12th edition) and Global Management and Organizational Behavior He has published numerous academic articles in Journal of Applied Psychology, Academy of Management Executive, Journal of Management Education, Journal of Business Research, Work and Stress, Human Resource Management Review, Management International Review, Business Horizons, Human Resource Management, and International Journal of Human Resource Management He has served on the editorial boards of two international management journals, and has held multiple national leadership positions for the Academy of Management’s Human Resource Division Rob has worked in the private, nonprofit, and education sectors, and has conducted research-based consulting for such global companies as Credit Suisse, PricewaterhouseCoopers, and KPMG Michael T Matteson is an Emeritus Professor of Management at the University of Houston After receiving his Ph.D in industrial psychology from the University of Houston, Mike taught graduate and undergraduate courses in the C T Bauer College of Business for over three decades He also served as Associate Dean and Department Chairperson at the University of Houston Mike has published numerous research and theory-based articles on occupational stress, managing stress, preventive health, work-site health promotion, intervention programs, and research methods He has consulted with and provided training programs for organizations in numerous industries He is the co-author or co-editor of a number of textbooks and trade books including Stress and Work: A Managerial Perspective, Management and Organizational Behavior Classics, and Controlling Work Stress www.downloadslide.com Brief Contents Preface PART FOUR xiii PART ONE The Field of Organizational Behavior Effective Managers Understand Organizational Behavior National and Organizational Culture 33 PART TWO Understanding and Managing Individual Behavior 61 Individual Differences at Work 63 Perceptions and Attributions 89 Motivation 111 Job Design and Performance 141 Evaluation and Rewards Influence Behavior 169 Managing Misbehavior 205 Managing Individual Stress 231 PART THREE Group Behavior and Interpersonal Influence 265 10 Groups and Teams 267 11 Managing Conflict and Negotiations 303 12 Power and Politics 335 vi Organizational Processes 365 13 Communicating Effectively 14 Decision Making 401 15 Leadership 433 367 PART FIVE Organizational Design, Change, and Innovation 471 16 Organizational Structure and Design 473 17 Managing Organizational Change 505 APPENDIX A: Quantitative and Qualitative Research Techniques for Studying Organizational Behavior and Management Practice 537 GLOSSARY 547 ENDNOTES 559 INDEXES 611 www.downloadslide.com Contents Preface xiii PART ONE THE FIELD OF ORGANIZATIONAL BEHAVIOR Chapter Effective Managers Understand Organizational Behavior The Evolution of Management Scientific Management Administrative Management Why Study Organizational Behavior? 48 PART TWO Leaders and Organizational Behavior The Hawthorne Studies UNDERSTANDING AND MANAGING INDIVIDUAL BEHAVIOR 61 Systems Theory and Organizational Effectiveness 11 Chapter Individual Differences at Work Quality 12 Productivity 13 Efficiency 13 Satisfaction 13 Development 14 63 Why Individual Differences Matter 63 Individual Differences Influence Work Behavior 64 Environmental Forces Reshaping Management Practice 14 Framing the Study of Organizational Behavior 19 The Organization’s Environment 19 Understanding and Managing Individual Behavior 19 Group Behavior and Interpersonal Influence 22 Organizational Processes 24 Organizational Design, Change, and Innovation 26 Summary of Key Points 27 Review and Discussion Questions Exercise 28 Case 30 Creating Organizational Culture 41 Influencing Culture Change 44 Socialization Sustains the Culture 46 Anticipatory Socialization 47 Accommodation 48 Role Management 48 Characteristics of Effective Socialization Mentoring 49 Spirituality and Culture 52 Summary of Key Points 54 Review and Discussion Questions 55 Exercises 55 Case 57 27 69 Summary of Key Points 83 Review and Discussion Questions Exercise 84 Case 86 Chapter Perceptions and Attributions Chapter National and Organizational Culture National Culture and Values Influence Workplace Behavior 34 Organizational Culture Matters 38 Organizational Culture Defined 38 Organizational Culture and Its Effects Diversity 65 Abilities and Skills Attitudes 70 Personality 74 Emotions 79 40 33 83 89 The Perceptual Process 89 Perceptual Grouping 93 Perceptual Groupings Can Create Inaccuracies 95 Stereotyping 95 Selective and Divided Attention Halo Effect 97 Similar-to-Me Errors 97 96 vii www.downloadslide.com viii Contents Situational Factors 97 Needs and Desires 98 Attribution Theory 98 Impression Management Job Relationships 100 Summary of Key Points 103 Review and Discussion Questions Exercises 104 Case 107 Increasing Range in Jobs: Job Rotation and Job Enlargement 151 Job Rotation 151 Job Enlargement 151 103 Increasing Depth in Jobs: Job Enrichment Self-Managed Teams 156 Alternative Work Arrangements The Starting Point: Needs Motivate Employees 113 Content Approaches 115 Maslow’s Need Hierarchy 115 Alderfer’s ERG Theory 117 Herzberg’s Two-Factor Theory 118 McClelland’s Learned Needs Theory 122 A Synopsis of the Four Content Theories 123 Chapter Evaluation and Rewards Influence Behavior 169 Evaluation of Performance 123 Expectancy Theory 124 Equity Theory 125 Change Procedures to Restore Equity Research on Equity 127 Goal Setting 130 Goal-Setting Research 132 156 Total Quality Management and Job Design 160 Summary of Key Points 162 Review and Discussion Questions 163 Exercise 164 Case 166 111 Process Approaches 170 Purposes of Evaluation 170 Focus of Evaluation 172 Improving Evaluations 172 126 Performance Evaluation Feedback Motivation and the Psychological Contract 133 Effective Managers Motivate Their Employees 134 Summary of Key Points 135 Review and Discussion Questions 136 Exercise 137 Case 138 Reinforcement Theory Reinforcement 177 Punishment 177 Extinction 178 Reinforcement Schedules 177 178 Intrinsic and Extrinsic Rewards Rewards Interact 184 Administering Rewards 185 141 Range and Depth 147 Turnover and Absenteeism 187 Job Performance 188 Organizational Commitment 188 Innovative Reward Systems 144 Job Design: Range, Depth, and Relationships 179 181 Rewards Affect Important Organizational Outcomes 187 Job Design and Quality of Work Life 143 A General Model of Job Design 143 Job Performance Outcomes 144 Objective Outcomes 144 Behavioral Outcomes 144 Intrinsic and Extrinsic Outcomes Job Satisfaction Outcomes 145 173 Purpose of Evaluation Feedback 174 A Feedback Model 174 Multisource Feedback: A 360-Degree Approach 175 A Model of Individual Rewards Chapter Job Design and Performance 149 Job Characteristics 150 Individual Differences 150 Social Setting Differences 150 An Interpersonal Process 100 A Model and Impression Management in Practice 101 Chapter Motivation 148 The Way People Perceive Their Jobs 147 Skill-Based Pay 189 Broadbanding 189 Concierge Services 191 188 153 www.downloadslide.com Contents ix Team-Based Rewards 191 Part-Time Benefits 192 Gain-Sharing 193 Employee Stock Ownership Plans 194 Line of Sight: The Key Issue 194 Summary of Key Points 195 Review and Discussion Questions Exercises 197 Case 201 Chapter Managing Misbehavior 197 Selected Misbehaviors 205 Personality 247 Type A Behavior Pattern Social Support 248 247 Summary of Key Points 258 Review and Discussion Questions Exercise 259 Case 262 259 GROUP BEHAVIOR AND INTERPERSONAL INFLUENCE 265 Chapter 10 Groups and Teams 267 The Nature of Groups 269 Types of Groups 270 Formal Groups 271 Informal Groups 271 Why People Form Groups 272 Stages of Group Development 273 224 225 Summary of Key Points 226 Review and Discussion Questions Case 227 227 Forming 273 Storming 274 Norming 274 Performing 274 Adjourning 275 Characteristics of Groups Chapter Managing Individual Stress 246 246 PART THREE 209 210 E-Mail Privacy 224 The Organizational Threshold Testing Policy 225 Stress Moderators Maximizing Person–Environment Fit 250 Organizational Stress Prevention and Management Programs 252 Sexual Harassment 210 Aggression and Violence 212 Bullying 214 Incivility 215 Fraud 216 Substance Abuse at Work 218 Cyberslacking 219 Sabotage 220 Theft 221 Privacy 241 Individual Outcomes 242 Organizational Consequences Managing Stress: Individual and Organizational Approaches 249 The Management of Misbehavior 205 The Emerging Study of Misbehavior 207 Antecedents 207 Mediators 207 Outcomes 209 Costs 209 Management Interventions Stress Outcomes 231 What Is Stress? 232 Stress Model 234 Work Stressors: Individual, Group, and Organizational 236 Individual Stressors 236 Group, Organizational, and Nonwork Stressors 238 Cognitive Appraisal 240 Coping with Stress 241 275 Composition 275 Status Hierarchy 276 Roles 276 Norms 277 Leadership 279 Cohesiveness 279 Group Effectiveness Teams 284 283 Types of Teams 284 Team Effectiveness 288 Summary of Key Points 291 Review and Discussion Questions 292 www.downloadslide.com 636 Subject Index Motivation—Cont in matrix organizations, 487 needs and, 113–114, 116 performance and, 75 persistence component, 113 primary areas affecting job issues, 114 leader issues, 114 organization issues, 114 prosocial contributions and, 145 psychological contract and, 133–134 summary overview, 135–136 for theft, 222–224 willingness to perform, 111, 112e, 113 Motivational process, 113–114, 114e Motivational theory content approaches ERG theory (Alderfer), 115e, 117–118 focus of, 114 hierarchy theory (Maslow), 115–118, 115e, 134 learned needs theory (McClelland), 115e, 122–123, 123e managerial perspective, 115e synopsis, 123 two-factor theory (Herzberg), 115e, 118–122 exchange theory, 133 process approaches equity theory (Adams), 115e, 125–130, 125e, 134 expectancy theory (Vroom), 115e, 124–125, 124e focus of, 114 goal-setting theory (Locke), 115e, 130–133, 131e managerial perspective, 115e Motivation theory, 21 Motivators, 118–120, 119e, 135 Moving stage of behavioral change, 506–507 Multicultural communication, 388 defined, 381 personal space and, 382 physical contact in, 382 success factors, 383 time and, 382–383 word meanings, 381–382 Multicultural leadership, 458–460 Multidisciplinary orientation, Multifaced approaches to change, 525–526 Multimethod approaches to change, 530 Multinational corporations, 482–484 Multisource feedback, 175–177 Myers-Briggs Type Inventory, 74 Myth, 56 N National Academies’ Center for Education, 17 National Aeronautics and Space Administration (Challenger), 282–283, 412, 423 National Football League, 69, 310 National Institutes of Health, 17 National Mental Health Association, 242 National Retail Security Survey (NRSS), 221 Native Americans, 54 Natural sequence of work, 480 Nature of the environment, 526 Nearness, law of, 93, 94e Needs in ERG theory, 117–118, 123e Needs—Cont influence on perception, 98 in learned needs theory, 122–123, 123e Maslow’s hierarchy of, 115–118, 116e, 123e, 134 motivation and, 113–114 Negative information, 405, 415 Negative reinforcers, 177 Negative stereotyping, 95 Negotiation American style of, 324 cross-cultural, 324, 325e effectiveness, increasing, 321–322 elements of, 318–319 improving, 324–325 interventions team building, 323–324 typology, 323 process, 318 skills, 23, 318, 320, 322, 324 summary overview, 326 tactics, 321 team building, 323–324 third-party, 322–323 Third-Party (exercise), 329 third-party involvement, 322–323 Walt Disney Company (case study), 332–333 win-lose, 319 win-win, 320–321 World Bank (exercise), 330–331 Negotiation effectiveness arbitration, 323 conciliation, 323 consultation, 323 mediation, 323 Negotiation tactics good-guy/bad-guy team, 321 joint problem solving, 321 the nibble, 321 power of competition, 321 splitting the difference, 321 Neoclassical structure, 479 New York Stock Exchange, 407 The New York Times, 50, 229 Nibble negotiation tactic, 321 www.downloadslide.com Subject Index Nielsen Company, 219 Noise element of communication, 371–372 No-layoff policy, 192 Nominal groups, 269–270 Nominal group technique (NGT), 421–422, 422e Nonbureaucratic, 479 Nonfatal assault, 214 Nonprogrammed decision making, 402–404, 403e Nonprogrammed decisions, 417–418 Nonverbal communication, 372–373, 381, 382 Nonverbal-verbal conflict in communication, 373 Nonwork roles, 236 Nonwork stressors, 235e, 236, 238–240 Normative decision-making leadership model (Vroom-Jago), 442–445 Norm conformity, 279 Norming stage of group development, 274 Norms defined, 277 in groups, 274, 277–279 Norm setting, downward, 420 North American Free Trade Agreement, 91 North Atlantic Treaty Organization (NATO), 415 Nurture/nurturing culture, 15 the human spirit, 38, 53 power sources, 355 talent, 436 O Obedience experiment, 347–348, 347e Objective outcomes, 144 Objectivity, developing, 525 Observational learning, 185 Obtaining procedural flexibility, 322 Obtaining substantial results, 322 Obtuse communication, 370 Occupational crime, 207 Occupational Safety and Health Administration (OSHA), 212 Off-the-job training, 520 Ohio State University, 439 Older Americans part-time work, 193 population growth, 65 statistics, 193 One-way communication, 371 On-the-job training, 520 Online collaboration, 380 Open-mindedness, 289 Openness to experience in creative decision making, 419 managerial implications, 76e personality dimension of, 75, 76e stress and, 247 work behaviors associated/ personality dimension of, 75, 76e Open pay systems, 182–183 Operant, 176–177 Operant conditioning extinction in, 178 punishment and, 177 reinforcement and, 177 reinforcement scheduling, 178–179 Opinion conformity, 105 Opportunity, problems as, 406 Opportunity to perform, 111–113 Opposing ideas dismissed, 282 Optimizer/optimized objective, 408 Organic, 479 Organic model of organizational design, 476–478 Organizational behavior, 28–30 application orientation, contributors, 9e defined, 637 Organizational—Cont Drexler’s World Famous BarB-Que (case study), 30 framework for studying decision making process, 24–25 individuals, 19, 21–22 interpersonal influence, 22–24 organizational environment, 19 overview, 20e GLOBE project, 36–38 the Hawthorne studies, 9–11 humanistic orientation, importance of studying, 7–8 leaders and, 25–26 levels of analysis, multidisciplinary view of, and organizational processes, 24–25 as performance-oriented, summary overview, 27 systems theory, 11–14 Organizational change See also Change depth of intended, 517 general model overview, 508e and innovation, 26 introduction, 505 Nucor Corporation (case study), 535–536 successful, prerequisite to, 521 summary overview, 531 three-stage model moving stage, 507 overview, 508e refreezing stage, 507 unfreezing stage, 506–507 Organizational citizenship behavior (OCB), 215 Organizational climate, 44, 322 Organizational commitment bullying and, 129 ethical culture and, 42 person-environment fit and, 251 procedural justice and, 128 rewards and, 188 www.downloadslide.com 638 Subject Index Organizational communication See Communication Organizational crime See Crime Organizational culture Assessing and Considering (exercise), 55–57 change in impediments to, 528 intervention points, 45e, 59 research on influencing, 44–46 creating, 41–44 customer-service culture, 41 diversity culture, 41–42 ethical culure, 41–42 defined, 38–39 effective socialization characteristics of, 48 mentoring, 49–52 practices of, 48–49 spirituality, workplace, 52–54 effects of, 40–41 evolution of, 43 inferring, 39 person-organization (PO) fit, 46 positive, 44 Reducing Burnout in Hospitals (case study), 57–59 Schein’s model, 39e socialization in sustaining, 46–48 stress and, 251 strong vs weak, 39–40 summary overview, 54–55 of total quality management, 45 types of customer-service, 41 diversity, 42 ethical, 41–42 Organizational design corporate social responsibility (CSR) and, 479, 499 decisions authority, 481–482 Organizational design—Cont departmentalization, 482–485 division of labor, 480, 500–502 focus, 478 span of control, 488–490 structural dimensions related to, 492e defined, 478 models matrix model, 486–488 mechanistic, 474–476 organic, 476–478 Paper Plane Corporation (exercise), 500–502 summary overview, 498–499 Organizational development defined, 513 J.P Hunt (exercise), 533–534 Organizational development model, 513–514 diagnosis of the problem, 516–517 evaluating program effectiveness, 529–530 forces for change external, 514–515 internal, 515–516 impediments and limiting conditions formal organization, 528 leadership climate, 527–528 organizational culture, 528 implementing the method, 528–529 method, selecting the appropriate appreciative inquiry, 526–527, 527e business process reengineering, 518–519 ethics training, 523–524 human capital approaches, 520–521 introspection development, 524–525 Organizational—Cont management by objectives (MBO), 517–518 mentoring programs, 524 multifaced approaches, 525–526 scope and intensity in, 517 structural approaches, 517 task and technological approaches, 519–520 team building, 521–522 overview, 514e Organizational identity, 39 Organizational justice distributive justice, 128, 354 informational justice, 129–130 interpersonal justice, 129 organizational justice, 127–130 procedural justice, 128 Organizational political behaviors effective, characteristics of, 349–350, 349e ethics and, 353–354, 356 game playing, 350 How Political Are You? (exercise), 361–362 impression management, 352–353 influence tactics, 350–352, 351e Privacy on Social Networking Sites (case study), 362–363 research on, 349–350 self-handicapping, 353 self-promotion, 101, 102e, 105, 353 summary overview, 357–358 Organizational politics, 349 Organizational processes communication process, 24 decision making process, 24–25 example, 24 Organizational socialization See Socialization www.downloadslide.com Subject Index Organizational stressors career development opportunities lacking, 239 culture, 239 downsizing, 239 feedback, lack of, 239 overview, 235e politics, 239 Organizational structure boundaryless organizations, 497–498 bureaucratic, 475–476 continuum, 479 delegation of authority decision guidelines, 402, 478 reasons to centralize, 482 reasons to decentralize, 481 departmental bases, 482 dimensions centralization, 491–492 complexity, 492–493 decisions related to, 492e formalization, 491 division of labor, 480, 500–502 importance of, 473 multinational, 482–484 structural dimensions related to, 492e summary overview, 498–499 virtual organizations, 494–497, 495e Will Fiat Be Successful (case study), 502–503 Organizational structure continuum, 478–479 Organizations adaptation requirements, 12 formal, 517, 528 informal, 517 life cycles, 12 survival indicators, 12 Outcomes, 136 See also Stress outcomes in equity theory, 125 job performance behavioral, 144 intrinsic/extrinsic, 144–145 Outcomes—Cont job satisfaction, 145–147 objective, 144 misbehavior, 208e, 209 of negotiation, 322 objective, 144 utilitarian, 354 Outputs, in systems theory, 10 Outsiders to stimulate constructive conflict, 317 Outsourcing, 17, 147 Overcoming obstacles, 105 Overload communication, 371–372, 387, 388 qualitative, 237 quantitative, 236–237 Overload-underload continuum, 237e P Pace of change, 237, 511 Paradox, tolerance for, 525 Participating leaders, 448 Participation factor in stress, 238 Participative leaders, 446 Part-time benefits, 192–193 Part-time workers, 192–193 Passive aggression, 213, 213e Path clarification, 446 Path-goal leadership model, 445–447, 447e Patient Protection and Affordable Care Act, 19 Patient surveys, 376 Pay cuts, 182 Pay gap, 186–187 Pay grades, 189–190 Pay rates, 189 Pay-satisfaction relation, 71, 73 Pension plans, 183 People approaches to change ethics training, 523–524 introspection development, 524–525 mentoring programs, 524 team building, 521–522 639 Pepperdine University, 357 Perceived role, 277 Perception in attribution theory, 98–100 basis of, 90 behavior and, 98–100 defined, 90 distorted, 310 in equity theory, 115e, 125–130, 125e framework and elements basic to, 91–92, 91e framing decisions, 413–414 impression management, 100–103 in interviews, 92 in organizational justice, 127–130 selection and, 91e, 92 selective, 384–385 stress moderators, 238 summary overview, 103 of supervisor vs subordinate, 92–93, 92e Perception problem, 199, 405 Perceptual differences in communications, 380–381 inaccuracies associated, 95–98 intergroup conflict and, 308–309 Perceptual grouping factors that decrease perceptual accuracy, 95e inaccuracies associated, causes of halo effect, 97 needs and desires, 98 selected and divided attention, 96–97 similar-to-me errors, 92, 97 situational factors, 97–98 stereotyping, 95–96 laws of, 93–94, 94e schemas used in, 94–95 Perceptual problems, 405 Perceptual process, 89–95, 91e www.downloadslide.com 640 Subject Index Performance cohesiveness and, 280–281, 281e conflict and, 306, 306e defined, 172 determinants of, 21, 111–113, 112e emotional stability and, 75 expectations and, 93, 188 job dissatisfaction and, 246 leadership and, 435–436 motivation and, 75 personality traits of conscientiousness, 75 predicting, 76 project teams, 192 prosocial contributions and, 145 rewards and, 188 rewards for, 21–22 supportive organizational climate (SOC) and, 44 underload-overload continuum, 237e variables influencing, 111 workplace spirituality and, 53–54 Performance diagnosis model, 198 Performance evaluation cultural differences, 171 developmental orientation, 171 Diagnosing a Work Performance Problem (exercise), 197–200 feedback in benefits of, 174–175 dread of, 173–174 multisource (360-degree approach), 175–177 purpose of, 174 feedback model, 174–175, 175e focus of, 172 improving, 172–173 introduction, 169 judgmental orientation, 171 Politics of (case study), 201–204 Performance evaluation—Cont praise in the, 179 purposes of, 170–172 satisfaction relationship, 75 summary overview, 195–197 Performance orientation, 38 Performance-outcome expectancy, 93, 188 Performance outcomes behavioral, 144 intrinsic/extrinsic, 144–145 job satisfaction, 145–147 objective, 144 Performance-satisfaction relationship, 72–73, 72e, 75 Performance-to-outcome expectancy, 125 Performing stage of group development, 274 Perseverance, 419 Persistence, 113, 135 Personal appeals tactic, 351 Personal behavioral theory, 440 Personal growth and development opportunities for in matrix organizations, 487 rewards, 184 Personality attitudes and, 70 Big Five dimensions of agreeableness, 75, 76e, 247 conscientiousness, 75, 76e, 247 emotional stability, 75, 76e, 247 extroversion, 75, 76e, 247 managerial implications, 76e openness to experience, 247 open to experience, 75, 76e summary overview, 76e creativity, 79 defined, 74, 247 leadership and, 437, 438e locus of control, 77–78 in norm conformity, 279 of performance Personality—Cont conscientiousness, 75 predicting, 76 Personality Insights (exercise), 84–86 self-efficacy, 78–79 stress and, 247 trait theory of leadership, 437, 438e Type A, 248 Type B, 247–248 work behavior and, 74–79, 76e Personality tests, 76e court rulings, 78 Myers-Briggs Type Inventory, 74 as performance determinant, 74 Personality Testing: Yes or No? (case study), 86–87 psychological inventories, 75 validity of, 74 Wonderlic Personnel Test, 69 Personal prejudice, 96 Personal responsibility, 525 Personal space, 382 Personal specialities, 480 Personal stories, 105 Person-based schema, 94 Person-environment fit, 251–252 Person-group fit, 251 Person in equity theory, 125 Person-job fit, 251 Person-organization (PO) fit, 46, 251 Person-vocation fit, 251 Persuasion tactic, 350 Pew Research Center, 379 Philosophy toward change, 526 Physical aggression, 213, 213e Physical characteristics of leaders, 437 Physical contact in communication, 382 Physical setting, 56 Physiological needs, 115 Physiological stress outcomes, 235e, 243–244 www.downloadslide.com Subject Index Political behaviors defined, 349 effective, characteristics of, 349–350, 349e ethics and, 353–354, 356 game playing, 350 How Political Are You? (exercise), 361–362 impression management, 352–353 influence tactics, 350–352, 351e Privacy on Social Networking Sites (case study), 362–363 research on, 349–350 summary overview, 357–358 Political change, 515 Political influence tactics coalition, 351 consultation, 350 exchange, 351 frequency of outcomes, 351–352, 351e commitment, 351 compliance, 351 resistance, 351 ingratiating, 351 inspirational appeals, 351 legitimating, 351 personal appeals, 351 pressure, 351 rational persuasion, 350 Political skill, factors of, 349 Politics How Political Are You? (exercise), 361–362 Politics of Performance Evaluation (case study), 201–204 power, ethics, and, 353–354, 356e power and, 23–24 research on, 349–350 Polychronic time cultures, 382–383 Pooled interdependence, 307, 308 Population aging, 65 Population growth, 65 Pornography, 219–220 Position power, 441 Positive reinforcement, 185 Positive reinforcers, 177 Positive-sum approach to negotiation, 320 Poverty, US, 263 Power asymmetrical, 336 China’s censorship of US Internet companies, 340 concept of, 335–336 coping with uncertainty, relation to, 345–346 defined, 335 dominating approach to conflict resolution, 312 group behavior and interpersonal influence, 23–24 illusion of, obedience and, 347–348, 347e influencing the balance of, 322 interdepartmental, 344–346 interpersonal coercive power, 338 expert power, 338 interdependency, 339 legitimate power, 337 referent power, 338 reward power, 338 structural power, 339–341 managing effectively with, 354–355 negotiation outcomes and, 322 obedience and, 347–348, 347e over others, 336–339, 347–348, 347e position power in leadership, 441 punishment, 338 referent, 338 resources and, 340–341 structural decision-making, 341 formal and informal, 339 information, 341–342 resources, 340–341 641 Power—Cont subordinate responses to, 337, 339 substitutability, 346 subunit centrality, 346 coping with uncertainty, 345–346 power differential, 345 strategic contingency event, 344 strategic contingency model, 345e substitutability, 346 summary overview, 357–358 unequal distribution of, 35 Power balance, 214, 312, 322 Power differential, 345 Power distance GLOBE project, cultural dimensions, 37 value dimension of difference, 35, 36e Powerlessness, symptoms and sources of, 342e Power need, 122 Power relationships, 336 Practical intelligence, 69 Praise, 179 Prejudice defined, 95 development of, 96 scapegoating form of, 95–96 sources of, 96 Pressure tactic, 351 Pressure to conform, 282 Prevention See also under Stress coping by, 345–346 EAP for, 125 misbehavior, 223 Primary emotions, 79 Primary motivators, 114 Privacy defined, 224–225 e-email issues of, 224–225 Privacy on Social Networking Sites (case study), 362–363 www.downloadslide.com 642 Subject Index Privacy rights e-mail, 224–225 for public employees, 224 Problem-focused coping, 241 Problems identification and definition defining in terms of solutions, 405–406 perceptual, 405 issues of significance growth tendency, 406 impact, 406 urgency, 406 as opportunity, 406 symptoms identified as, 406 types of crisis, 406 opportunity, 406 routine, 406 Problem solving in conflict resolution, 314 negotiation tactic, 321 nonprogrammed decisions and, 404 Problem-solving ability, 289 Problem-solving teams, 284–285 Procedural flexibility, 332 Procedural justice, 128 Process improvement approach, 291 Process model of socialization, 46–47, 46e Process theories of motivation equity theory (Adams), 115e, 125–130, 125e, 134 expectancy theory (Vroom), 115e, 124–125, 124e focus of, 114 goal-setting theory (Locke), 115e, 130–133, 131e managerial perspective, 115e Product-based departmentalization, 484–485, 484e, 494 Productivity concept, 13 effectiveness criteria, 13 measures of, 13 norming, 278e Productivity—Cont spam and, 387 technology-based communication, impact on, 379 videoconferencing and, 380 working smarter, 21 Product management step in matrix organization, 488 Programmed conflict, 318 Programmed decision making, 402–404, 403e Project Frog, 419 Project teams boundaryless organizations, 497 effectiveness, 283, 522 life cycle, 275 performance, 192 rewards, 192 self-managed, 156 Promoting a constructive climate, 322 Promotion communication, 375 Promotion opportunities, 71 Promotion rewards, 183 Prosocial behavior, 145 Proximity in group formation, 272 Psychological contract defined, 136 motivation and, 133–134 worker-employee, 16 Psychological contract breach, 133 Psychological inventories, 75 Psychological sexual harassment, 211 Psychological stress outcomes, 242–243 Public Forum Test, 212 Public relations, 374–375 Punishment, 177 power over, 338 Pygmalion effect, 93 Q Qualitative overload, 236–237 Quality See also Total quality management (TQM) decision making method relationship, 418e definition of, 526 effectiveness criteria, 12–13 in Japan, 12–13 pioneers in, 12 prioritization of, 13 Quality circles, 285 Quality culture, 45 Quality of work life (QWL), 143 Quantitative overload, 237 Quid pro quo sexual harassment, 211 R Rational decision making alternative solutions develop, 406–407 evaluate, 407–408 select the best of the, 408 alternatives to administrative model, 409–410 intuitive, 409–410 evaluation, 409 follow up, 409 goals, establish, 404–405 implementation, 408–409 overview, 405e problem(s), identify and analyze, 405–406 results, measure, 404–405 Rational persuasion tactic, 350 Readiness, 447–449 Reassigning, 199 Receivers, 370 Recession (2007-2009), 231 Reciprocal interdependence, 307–308 Recognition, 92–93, 92e Recognition programs, 183 Reengineering business process, 518–519 critics of, 519 streamlining strategy, 518–519 transforming strategy, 519 www.downloadslide.com Subject Index Reengineering the Organization (Champy & Hammer), 518 Referent power, 338 Refitting, 199 Refreezing stage of behavioral change, 507 Reinforcement, 177 Reinforcement scheduling, 178–179, 178e Reinforcement theory continuous reinforcement, 178 extinction, 178 negative reinforcers, 177 operant conditioning, 177 positive reinforcement, 177 praise programs, 179 punishment, 177 schedules, 178–179 fixed interval, 179 fixed ratio, 179 variable interval, 179 variable ratio, 179 Relatedness needs, 117, 135 Relationship negotiation outcomes, 322 Relationship-oriented leadership, 441–442 Relationships consensual in the workplace, 211 consideration factor, 439–440 cooperative in virtual organizations, 494–497 in groups norm conformity and, 279 stress and, 238, 251 individual-organizational, 250–252 initiating structure factor, 439–440 mentor-mentee, 50, 51e, 524 moderating stress, 248–249 romantic, 211 in span of control decisions, 489 stress and, 238, 250–252 Relaxation training, 257 Religion, 52–53 Repetition, 389 Requisite Task Attribute Index (RTAI), 150 Research and development teams, 287–288, 299–301 Resistance response to influence tactics, 351–352 Resistance to change individual, 510–511, 511e organizational, 511–512 strategies to overcome, 512–513 Resources power and, 340–341 use in matrix organizations, 487 Resources problem, 199 Responsibility corporate social responsibility (CSR), 455–456, 479, 499 personal, 525 principle, 475 Results of decisions, 404–405 Retirement, 14, 17 Retraining, 199 Reward power, 338 Reward process, 180e Reward programs, objectives, 178–179 Rewards achievement, 184 administering expectancy theory, 186–187 modeling and social imitation, 185 positive reinforcement, 185 autonomy, 184 contingent, in transactional leadership, 455 extrinsic, 181–183, 194 factor in team effectiveness, 290–291 financial benefits, 183 ESOPs, 194 643 Rewards—Cont gain-sharing, 193 salary and wages, 181–183 individual behavior, understanding and managing, 21–22 innovative broadbanding, 189–191 concierge services, 191 employee stock ownership plans (ESOPs), 194 gain-sharing, 193 part-time benefits, 192–193 skill-based pay, 189 team-based, 191–192 interpersonal, 183 intrinsic, 181, 184, 188, 194 introduction, 169 line of sight concept, 194 Making Choices about (exercise), 200–201 organizational outcomes affected absenteeism, 187–188 commitment, 188 performance, 188 turnover, 187–188 personal growth, 184 project teams, 192 promotion, 183 reinforcement vs., 177 satisfaction relationship, 73, 180–181 summary overview, 195–197 task completion, 184 tax burden, 181 workweek reductions, 182 Rights of the individual, 354 Risk in decision making, 407, 413–414, 419 Rite, 55 Ritual, 56 Robotics, 520 Role-based schema, 94 Role conflict, 236 Role management socialization, 48, 49e www.downloadslide.com 644 Subject Index Roles enacted, 277 expected, 276–277 in groups, 276–277 perceived, 277 Romans, 5, 493 Routine problems, 406 Russell Sage Foundation, 17 Russia, cultural attributes, 68 S Sabotage, 220–221 Sabotage targets, 221 Safety needs, 115 Saga, 56 Salary and wages See Compensation; Rewards Salience problem, 199 San Francisco Giants, 253 Satisfaction See also Job satisfaction effectiveness criteria, 13 with rewards, 73, 180–181 Satisfaction theory traditional, 119e two-factor, 119e two-factor theory (Herzberg), 119e Satisfier, 408 Saudi Arabia, performance evaluations, 171 Scalar chain principle, 475 Scanlon plan, 193 Scapegoating, 95–96 Schemas events-based, 95 in perceptual grouping, 94–95 person-based, 94 role-based, 94 self-based, 94 Scientific management, 6–7 the Hawthorne studies, 9–11 Scope of change implementation, 528 Screening EAP, 253 wellness programs, 255 Securities and Exchange Commission (SEC), 210, 217, 411 Security needs, 115, 272 Selected attention, 96–97 Selection, 74–76, 76e perception and, 91e, 92 testing for, 76e, 100 Selection decisions, 78, 100, 103 Selection procedures, validating, 171 Selective attention, 96 Selective listening, 384–385 Self-actualization, 115 Self-based schema, 94 Self-confidence, 525 Self-efficacy defined, 78 generality dimension, 78 magnitude dimension, 78 managerial implications goal setting and performance, 79 selection decisions, 78 training programs, 78–79 personality dimension of, 78–79 positive, development of, 78 strength dimension, 78 work behaviors associated, 78 Self-esteem, 115 Self-fulfilling prophecy, 93 Self-handicapping, 353 Self-interest theory, 128 Self-managed teams (SMTs), 156, 279, 284, 288, 477 Self-promotion, 101, 102e, 105, 353 Self-serving bias, 100 Selling leaders, 448 Sequential decision making, 404 Sequential group development, 273 Sequential interdependence, 307, 308 Servant leadership, 457–458 Service jobs, 17, 146 Sex discrimination, 67 Sexual harassment, 210–212 Sexual harassment research, 211–212 Short-circuiting communication, 386–387 Short-term orientation, 35, 522 Short-term performance, 183, 518 Short-term rewards, 67 Short-term teams, 192 Sikh meditation, 257 Similarity, law of, 94, 94e Similar-to-me errors, 92, 97 Singapore, 15, 37 Single-method approaches to change, 530 Situational approaches to leadership comparison of, 450e contingency model, 441–442 Hersey-Blanchard model, 447–449 normative decision-making model, 442–445 path-goal model, 445–447, 447e Situational diagnosis, 444 Situational factors, 97–98 Situational leadership theory (SLT), 447–449 Six Sigma, 160, 525–526 Size requirement for groups, 269 Skill, defined, 69 Skill-based pay, 189 Skills communication, 66 developing, 381 for team effectiveness, 289 conflict resolution, 289 emotional, 82 groups and teams, 267, 275, 284–285, 289 interpersonal, 76e, 159 leadership, 451, 454, 456, 468 negotiation, 23, 318, 320, 322, 324 www.downloadslide.com Subject Index Skills—Cont observational, 128 in person-job fit, 251 political, 349 promoting in interviews, 102 for stress reduction, 252, 254 21st century, 17 work behavior, influence on, 69–70 Skills development, 25, 50, 70, 121, 185, 189–190, 468, 507, 520 Skills requirements, 17 Skunkworks, 288 Slackers, 219–220, 278, 420 Smartphones, 379 Social change, 515 Social imitation, 185 Socialization, 41–42, 46–47 career stage model, 47 for cultural change, 45 defined, 46 effective characteristics of, 48 mentoring, 49–52 practices of, 48–49 spirituality, workplace, 52–54 mentoring and, 49–52 Socialization process model, 46–47, 46e stages of accommodation, 48, 49e anticipatory, 47, 49e role management, 48, 49e Social loafing, 278, 420 Social media, 220, 377, 378–379 Social needs, 115, 272 Social networking, 340, 378–379 Privacy on Social Networking Sites (case study), 362–363 Social settings, 150 Social support, 248–249, 250 Societal collectivism, 38 Society for Human Resource Management (SHRM), 182, 219, 263 Sociotechnical theory, 161 Solutions, defining problems in terms of, 405–406 Source credibility, 385 Space, 382 Spam, 387 Span of control, 488–490 Specialization decision in organizational design, 480, 489 Specialization principle, 475 Spirituality, workplace, 52–54 Splitting the difference, 321 Sportsmanship, 121 Stanford University, 152 Star net, 375 State Department, US, 242 Status differences, 386, 417 Status hierarchy, 276 Status incongruency, 308–309 Stealing, 221–224 STEAL model, 222–224 Stereotypes Asian-American, 52 developing, 309 Stereotyping Asian-Americans, 52, 54 consequence of dysfunctional conflict, 310 defined, 95 gender, 67, 82 IT professionals, 102 prejudice form of, 95 scapegoating and, 95–96 selected and divided attention, 96 Stimulus, 71, 177, 232–233 Stimulus package, US, 231 Storming stage of group development, 274 Strategic contingency, 344 Strategic contingency event, 344 Strategic contingency model, 344–345, 345e Streamlining strategy in reengineering, 518–519 Strength in self-efficacy, 78 Stress acute, 234 chronic, 234 645 Stress—Cont coping with, 241 costs of, 253 defined, 22, 232–234 emotional labor and, 80–81 factors resulting in, 233–234, 233e, 250–252 good (eustress), 233 incivility and, 215 individual behavior, understanding and managing, 22 role management socialization and conflict, 48 -stressors-outcomes relationship, 234, 235e substance abuse, influence on, 218 symptoms of, 22 warning signs, 236 Stress management Alleviating Employee Stress Through Financial Education (case study), 262–264 cognitive techniques, 240 individual approaches, 249–250 laughter for, 254 organizational approaches, 250–252 summary overview, 258 Stress model, 234–236, 235e Stress moderators, 246–247 defined, 247 hardiness, 238 model, 235e overview, 235e perception, 238, 241 personality, 247 social support, 248–249, 250 Type A behavior pattern, 247–248 Type A Measure (exercise), 259–262 Stressors defined, 232, 233 financial, 231 group level, 235e www.downloadslide.com 646 Subject Index Stressors—Cont individual level, 235e nonwork, 235e, 236, 238–240 organizational level, 235e Stressors, work-related group lack of feedback, 239 participation, 238 relationships, 238, 251 individual change, 237–238 commuting, 240 role conflict, 236 work overload, 236–237, 242 organizational career development opportunities lacking, 239 culture, 239 downsizing, 239 feedback, lack of, 239 politics, 239 overview, 235e Stress outcomes behavioral, 235e blue- vs white-collar workers, 241 burnout, 244–245, 244e cognitive, 235e health-related burnout, symptoms of, 244 costs of, 246 depression, 242–243 karoshi, 242 physiological, 243–244 Type A behavior pattern, 248 individual, 242–245 behavioral, 235e, 243 cognitive, 235e, 243 health-related, 237 physiological, 235e, 243 psychological, 242–243 suicide, 237 model, 235e organizational costs financial, 246 job dissatisfaction, 246 Stress outcomes—Cont overview, 235e physiological, 235e Stress prevention and management individual approaches biofeedback, 257 cognitive techniques, 256–257 meditation, 257 relaxation training, 257 person-environment fit, 251 programs employee assistance programs (EAPs), 253 examples of, 252 organizational program targets, 250–251, 250e success factors, 256 wellness programs, 254–256 socialization, 251–252 STRIVE (Support and Training Results in Valuable Employment), 50 Structural approaches to change, 517, 530–531 Structural inertia, 512 Structural interventions, 530 Structural power decision-making, 341 formal and informal, 339 information, 341–342 resources, 340–341 Structural rationality, 526 Structured, 479 Suboptimized objective, 408 Subordinates command group, 271 empowerment, 343 in ERG theory, 118 evaluation see Performance evaluation goal setting participation, 136 negotiations, 318 participation, 132 power inequity, 35 Subordinates—Cont psychological contract, 16, 133–134, 136 response to power, 337, 339 vs supervisor perceptions, 92–93, 93e in two-factor theory, 119 zone of indifference, 337 Subsidiaries, 459–460, 483, 492, 499 Substance abuse, 218–219 Substantial results, 322 Substantive negotiation outcomes, 322 Substitutability, 346 Substitutability power, 346 Substitutes for leadership, 435 Subunit power centrality, 346 coping with uncertainty, 345–346 power differential, 345 strategic contingency event, 344 strategic contingency model, 345e substitutability, 346 Suicide, 237 Superordinate goal, 312 Supervision-satisfaction relationship, 71 Supervisory ability, 438 Supplication, 102 Support, Thwart, Even the score, ApprovaL (STEAL) model, 222–224 Supporting leaders, 448 Support in high-performing teams, 291 Supportive leaders, 446 Supportive organizational climate (SOC), 44 reducing burnout in hospitals (case study), 58 Support motive of theft, 222 Surface acting, 81 Sustainability, 455, 499 Swine flu, 96 www.downloadslide.com Subject Index Symbol, 56 Symmetrical power relationships, 336 Symptoms identified as problems, 406 System 1, 479 System 4, 479 Systems theory basic elements, 11e effectiveness criteria, 11e, 12–14 inputs and outputs in, 10 T Tacit knowledge, 69 Task approaches to change, 519–520 Task completion, 184 Task force step in matrix organization, 488 Task group, 271 Task-oriented leadership, 441–442 Task performance, 184 Task significance, 145, 156 Task structure, 441 Task variety, 150, 151, 152, 154 Team-based rewards, 191–192 Team building change management methods, 521–522 for negotiations, 323–324 Team effectiveness communication, 289–290 empowerment, 290 rewards, 290–291 skills, 289 training, 289 Teams See also Groups communication networks in, 375 defined, 267 Electrolux Cleans Up (case study), 299–301 empowerment of, 344 groups vs., 267–268, 269e high-performing, traits of Teams.—Cont cohesion, 290 infrastructure and support, 291 line of sight, 290 process improvement approach, 291 strong leadership, 290 increases in, reasons underlying, 284 interpersonal relations, 23, 76e introduction, 267–269 self-managed (SMTs), 156, 279, 284, 288, 477 step in matrix organization, 488 summary overview, 291–292 synergistic results of, 268–269 360-degree approach to feedback, 176–177 types of cross-functional teams, 285 problem-solving teams, 284–285 quality circles, 285 research and development teams, 287–288 self-managed teams (SMTs), 288 virtual teams, 285–287 virtual, 159–160 Technological approaches to change, 515, 519–520 Technological excellence, 487 Technology communication and e-mail, 224–225, 377 e-Meetings/collaboration, 380 Internet/intranet/extranet, 377 limitations, 380 messaging, 378 smartphones, 379 social networking, 378–379 647 Technology—Cont telecommunicating, 285–286, 371, 487, 489 teleconferencing, 380 videoconferencing, 380 voice mail, 379 defined, 515 forces reshaping management practice, 16–17 Human Cost Associated with Our Electronic Gadgets (case study), 107–109 virtual teamwork and, 285–287 Techno-serve, 17 Telecommunicating, 285–286, 371, 487, 489 Telecommuting, 157–158, 286, 287 Teleconferencing, 378, 380 Teleworking, 489 Telling leaders, 448 Tendency to moralize, 282 Termination for blog and social media posts, 220 for Internet misuse, 220 recession (2007-2009), 231 Testing policy, 219, 225–226 Personality Testing: Yes or No? (case study), 86–87 Text messaging, 378 Theft defined, 221 examples of, 221 managing, 221–224 motivation for, 222–224 the STEAL model of motivations, 222–224 Third-party negotiation involvement, 322–323 360-degree approach to feedback, 175–177 Thwart motive of theft, 222 Time, multicultural communication and, 382–383 Time pressures, 386–387, 390 www.downloadslide.com 648 Subject Index Timing in change implementation, 528 communication and, 390 urgency in decision making, 406 Tolerance of ambiguity, 419 Total quality control (TQC), 12 Total quality management (TQM), 525–526 Training ethics, 523–524 foreign language, 382 leaders, 442 leadership, 442 for misbehavior management, 223 off-the-job, 520 on-the-job, 520 organizational change and development model, 520 relaxation, 257 self-efficacy and, 78–79 team effectiveness, 289 US spending on, 14 Zappos, Training problem, 199 Trait theory of leadership, 436–437 critique of, 440 intelligence, 437, 438e personality, 437, 438e physical characteristics, 437 supervisory ability, 438 Transactional leadership, 453–454, 454e Transcendental meditation, 257 Transformational leadership, 454–456 Transforming strategy in reengineering, 519 Transportation Department, US, 219 Trauma disorders, 269 Treatment, in EAP, 125 Trilingual, 381 Troubled Asset Relief program, 408 Trust in communications, 389–390 for team effectiveness, 289 in virtual teams, 286 Tuck School of Business, 355 Turnover, 187–188, 515 Tweeting, 378 Two-factor theory of motivation, 115e, 118–122 Two-way communication, 371 Type A behavior pattern, 247, 248 Activity Profile (exercise), 259–262 Type B behavior pattern, 247–248 U Unanimity, 282 Uncertainty coping with, 345–346 in decision making, 407 flexibility in conditions of, matrix organizations, 487 Uncertainty avoidance GLOBE project, cultural dimensions, 37 value dimension of difference, 35, 36e Uncertainty factor of stress, 233e, 234 Underload-overload continuum, 237e Unemployment, Drucker on, 91 Unfreezing stage of behavioral change, 506–507 Unintended message(s), 370 United Auto Workers, 162, 314 United States See also Specific Departments and Bureaus by function China’s power and influence in the, 340 economy Drucker on, 91 financial crisis (2007), 281–282 United States.—Cont poverty levels, 263 recession (2007-2009), 231 stimulus package (2009), 231 intergroup conflict resolution, 316 negotiation style, 324 performance evaluations in, 171 spending on training, 14 workforce high-paid knowledge workers vs low-paid service workers, 17 part-time, increase in, 192–193 service jobs, 146 talent shortage, 192 values, societal, 36 Unity of direction principle, 475 Universal rewards, 169 University of California at Berkeley, 357 University of California at Irvine, 357 University of Houston, 31 University of Maryland, 357 University of Michigan, 139–140, 241, 439, 477 University of Minnesota, 201 University of Pennsylvania, 6, 36, 536 Unstructured, 479 Upward communication, 373–374 Urgency in decision making, 406 Utilitarian outcomes, 354 V Valence, 125 Value judgments in communication, 384–385 Values defined, 34 dimensions of difference www.downloadslide.com Subject Index Values—Cont examples of, 36e individualism, 35, 36e long- vs short-term orientation, 35, 36e masculinity and femininity, 35, 36e power distance, 35, 36e uncertainty avoidance, 35, 36e influence on decision making, 411–413 work in the US, 36 workplace behavior, influence on, 34–38 Variable interval reinforcement, 178e, 179 Variable ratio reinforcement, 178e, 179 Verbal aggression, 213, 213e Vertical differentiation, 491 Vertical plane, 480 Videoconferencing, 378, 380 Violence incivility and, 216 sabotage form of, 221 workplace, 212–214 Virtual organizations, 494–497, 495e Virtual teams, 159–160, 285–287 Visionary leaders, 451–452 Voice mail, 379 Vroom-Jago leadership model accuracy in, 443 assumptions, 443 compared to other models, 442–443 decision effectiveness application of the model, 444 decision styles, 443 diagnostic procedure, 443–444 validity of the model, 444 leadership in, 443 norms and guidelines for decision-making, 443 participative decision making in, 442–443 study findings, 443 W Wages See Compensation Wages in kind, 217 Wall St Journal, 50, 245 Web conferencing (webinars), 380 Wellness programs, 254–256 Wheel net, 375 White-collar crime, 207 White-collar workers and stress, 241 Willingness to perform, 111, 112e, 113 Win-lose negotiation, 319 Win-win negotiation, 320–321 Women attractive, treatment of, 97, 212 career opportunities, 66–67 as corporate board members, 66–67 equal pay for, 186 sexual harassment of, 211 workforce percentage, 15–16 workplace homicide, 214 Wonderlic Personnel Test, 69 Words, 241 See also Language Work, satisfaction and, 71 Work behavior attributions, 98–100 defined, 64 examples of, 64–65 the Hawthorne studies, 9–11 influence of individual differences abilities and skills, 69–70 attitudes, 70 diversity, 65–69 emotional intelligence (EI), 81–82 overview, 65e personality, 74–79 tacit knowledge, 69 649 Work behavior—Cont influences on economic, 10 observation, 10 social pressure, 10 organizational citizenship (OCB), 215 perception’s influence on, 95–98 performance-outcome expectancy, 93, 188 Workforce See also Employees; individual differences abuse of the, statistics, 129 the aging, 16, 193 human resource challenges, 14 knowledge-workers, 17 part-time, increase in, 192–193 psychological contract, worker-employee, 16 service jobs, 146 the shrinking, 14 talent shortage, 192 working smarter, 21 Workforce diversity, 36 Determining Your DQ (exercise), 57 forces reshaping management practice, 15–16 mentoring and, 51–52 Work interdependence, 306–308, 307e Work-life balance alternative work arrangements, 156–160 for burnout prevention, 245 Gen Y, 195 introspection and, 525 stress of commuting, 240 Work overload factor of stress, 236–237, 242 Workplace aggression in the, 129 hostile work environment, 211, 456 human needs and relationships in, 9–10 www.downloadslide.com 650 Subject Index Workplace—Cont person-organization (PO) fit, 46 satisfaction and, 71 violence in the, 212–214 Workplace rights to free speech, 220 to privacy, 224–225 for public employees, 224 Workplace spirituality, 52–54 Work scheduling, 519 Work stressors See also Stress downsizing, 239 group participation, 238 relationships, 238, 251 Work stressors.—Cont individual change, 237–238 commuting, 240 role conflict, 236 work overload, 236–237, 242 organizational, career development opportunities lacking, 239 organizational, feedback, lack of, 239 organizational, politics, 239 organizational culture, 239 overview, 235e Workweek, 21, 157, 158, 182 World Health Organization, 243 Z Zen meditation, 257 Zero-sum approach to negotiation, 319 Zero-tolerance policy, 223 Zone of indifference, 337 Zoological Society of San Diego, 125 ...www.downloadslide.com Organizational Behavior and Management Tenth Edition John M Ivancevich Hugh Roy and Lillie Cranz Cullen Chair and Professor of Organizational Behavior and Management, C T Bauer... Karsner Ivancevich; son Daniel and wife Susan; daughter Jill and husband David Zacha, Jr.; and grandchildren Kathryn Diane and Amanda Dana Ivancevich, and Hunter David Michael, Hailey Dana, and Hannah... Understand Organizational Behavior The Evolution of Management Scientific Management Administrative Management Why Study Organizational Behavior? 48 PART TWO Leaders and Organizational Behavior