Organizational behavior 17th global edtion by robbins a judge

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Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, and Intro to Business BEFORE CLASS DSMs, pre-lecture homework, eText AFTER CLASS Writing Space,Video Cases, Quizzes/ Tests MyLab Decision Sims,Videos, and Learning Catalytics DURING CLASS Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, and Intro to Business BEFORE CLASS DSMs, pre-lecture homework, eText AFTER CLASS Writing Space,Video Cases, Quizzes/ Tests MyLab Decision Sims,Videos, and Learning Catalytics DURING CLASS This page intentionally left blank www.downloadslide.com MyManagementLab : Improves Student Engagement Before, During, and After Class ® BREAKTHROUGH To better results Prep and Engagement OUGH KTHR BREA • Personal Inventory Assessments (PIA) – NEW! Online questionnaires designed to promote self­ reflection and engagement in students, because students learn better when they can connect what they are learning to their personal experience Student results include a written explanation along with a graphic display that shows how their results compared to the class as a whole Instructors will also have access to this graphic representation of results to promote classroom discussion • NEW! VIDEO LIBRARY – Robust video library with over 100 new book­specific videos that include easy­to­assign assessments, the ability for instructors to add YouTube or other sources, the ability for students to upload video submissions, and the ability for polling and teamwork • Decision-making simulations – NEW and improved feedback for students Place your students in the role of a key decision­maker! Simulations branch based on the decisions students make, providing a variation of scenario paths Upon completion students receive a grade, as well as a detailed report of the choices and the associated consequences of those decisions • Video exercises – UPDATED with new exercises Engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class Quizzes then assess students’ comprehension of the concepts covered in each video • Learning Catalytics – A “bring your own device” student engagement, assessment, and classroom intelligence system helps instructors analyze students’ critical­thinking skills during lecture Decision Making • Dynamic Study Modules (DSMs) – UPDATED with additional questions Through adaptive learning, students get personalized guidance where and when they need it most, creating greater engagement, improving knowledge retention, and supporting subject­matter mastery Also available on mobile devices Critical Thinking • Writing Space – UPDATED with new commenting tabs, new prompts, and a new tool for students called Pearson Writer A single location to develop and assess concept mastery and critical thinking, the Writing Space offers assisted graded and create your own writing assignments, allowing you to exchange personalized feedback with students quickly and easily Writing Space can also check students’ work for improper citation or plagiarism by comparing it against the world’s most accurate text comparison database available from Turnitin http://www.pearsonmylabandmastering.com www.downloadslide.com This page intentionally left blank www.downloadslide.com Organizational Behavior www.downloadslide.com This page intentionally left blank www.downloadslide.com Organizational Behavior EDITIoN 17 GLoBAL EDITIoN Stephen P Robbins —San Diego State University Timothy A Judge —University of Notre Dame Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo www.downloadslide.com Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Senior Acquisitions Editor: Kris Ellis-Levy Development Editor: Elisa Adams Editorial Assistant: Lauren Russell Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products: Jeanette Koskinas Executive Field Marketing Manager: Adam Goldstein Field Marketing Manager: Lenny Ann Kucenski Product Marketing Assistant: Jessica Quazza Team Lead, Program Management: Ashley Santora Program Manager: Sarah Holle Team Lead, Project Management: Jeff Holcomb Project Manager: Kelly Warsak Project Manager, Global Edition: Sudipto Roy Editorial Assistant, Global Edition: Alice Dazeley Senior Project Editor, Global Edition: Daniel Luiz Manager, Media Production, Global Edition: M Vikram Kumar Senior Manufacturing Controller, Production, Global Edition: Trudy Kimber Operations Specialist: Carol Melville Creative Director: Blair Brown Art Director: Janet Slowik Vice President, Director of Digital Strategy and Assessment: Paul Gentile Manager of Learning Applications: Paul DeLuca Digital Editor: Brian Surette Director, Digital Studio: Sacha Laustsen Digital Studio Manager: Diane Lombardo Digital Studio Project Manager: Monique Lawrence Digital Studio Project Manager: Alana Coles Digital Studio Project Manager: Robin Lazrus Full-Service Project Management, Composition, Interior Design: Integra Cover Photo: © Dudarev Mikhail/Shutterstock Cover Designer: Lumina Datamatics Ltd Microsoft and/or its respective suppliers make no representations about the suitability of the information contained in the documents and related graphics published as part of the services for any purpose All such documents and related graphics are provided “as is” without warranty of any kind Microsoft and/or its respective suppliers hereby disclaim all warranties and conditions with regard to this information, including all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular purpose, title and non-infringement In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages or any damages whatsoever resulting from loss of use, data or profits, whether in an action of contract, negligence or other tortious action, arising out of or in connection with the use or performance of information available from the services The documents and related graphics contained herein could include technical inaccuracies or typographical errors Changes are periodically added to the information herein Microsoft and/or its respective suppliers may make improvements and/or changes in the product(s) and/or the program(s) described herein at any time Partial screen shots may be viewed in full within the software version specified Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A and other countries This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited 2017 The rights of Stephen P Robbins and Timothy A Judge to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Authorized adaptation from the United States edition, entitled Organizational Behavior, 17th edition, ISBN 978-0-13-410398-3, by Stephen P Robbins and Timothy A Judge, published by Pearson Education © 2016 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS All trademarks used herein are the property of their respective owners.The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners ISBN 10: 1-292-14630-3 ISBN 13: 978-1-292-14630-0 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 10 14 13 12 11 10 Typeset in New Baskerville ITC Pro Roman by Integra Printed and bound by Lego in Italy www.downloadslide.com Brief Contents Preface 27 Introduction What Is organizational Behavior? The Individual 40 Diversity in organizations 78 Attitudes and Job Satisfaction 110 Emotions and Moods 138 Personality and Values 172 Perception and Individual Decision Making 206 Motivation Concepts 244 Motivation: From Concepts to Applications 280 The Group 10 11 12 13 14 15 Foundations of Group Behavior 312 Understanding Work Teams 348 Communication 380 Leadership 418 Power and Politics 458 Conflict and Negotiation 494 Foundations of organization Structure 528 www.downloadslide.com 730 Subject Index Gender (continued) group diversity and, 332 identity, in workforce, 93–95 individual decision making and, 223 negotiations and, differences in, 516–518 pay gap (OB Poll), 81 percentage of men/women working (OB Poll), 58 sexual harassment, 470–471 stereotype threat, 84–85 team composition and, 363 General dependence postulate, power and, 464 Generalizable, research and, 684 General mental ability (GMA), 96 Generational values, 190–191 Geographic organizational structure, 541 Global context, of organizational culture, 587–589 Global Entrepreneur Summit 2011, 42 Globalization affirmative action around the world, 102 cultural issues, 55 foreign assignments, 55 low-cost labor, movement of jobs to countries with, 56–57 managerial challenges, 55–57 GLOBE framework for cultural values, 196–197, 424, 436 GMAT test, 96 Goal commitment, goal-setting theory and, 255 Goal-setting stress management and, 669 See also Motivation entries Goal-setting theory, 254–257, 272 ethics and, 257 goal commitment, 255 implementing, 256–257 task characteristics, 255 Godfather, The (film), 520 Gossip dealing with rumors and, 388 in the office, 115, 321 Grade inflation, ethics and, 273–274 Grapevine, communication and, 387–388 Graphic rating scales, performance evaluations and, 617 Great Depression, 432 Green practices, 643 Group, 315 Group cohesion, 68 Group cohesiveness, 331 Group decision making, 333–337 brainstorming, 336–337 effectiveness/efficiency of, 334 groupthink/groupshift, 334–336 nominal group technique, 337 strengths of, 333–334 weaknesses of, 334 Group development, 317–318 Group diversity, 331–333 gender and, 332 performance and, 331 Group effectiveness, 337 Group functioning, 68 Group interaction, status and, 328 Group norms, 322–327 behavior and, 324–325 conformity and, 322–323 culture and, 327 emotions and, 322 negative, group outcomes and, 325–327 positive, group outcomes and, 325 Group order ranking, 617 Group polarization, 336 Group property, status as, 327–329 See also Status, as group property Group roles, 318–322 key/allocation of, 361–362 role conflict, 320 role expectation, 319–320 role perception, 319 role play, assimilation and, 320–322 Groups conflict and, 500 define/classify, 315–317 diversity in, 99–100 gossip/exclusion as toxic to, 321 intragroup trust, survival and, 343 teams v., 351–352 Groupshift, 336 Group size/dynamics, 329–330 Group status, 329 Groupthink, 335–336 H Halo effect, 213.214 Halo error, 618 Happiness coaches, 590 money and, 286 Hawthorne Studies, 324–325 Heredity, personality and, 176–177 Heterogeneity, 550 Heuristics, 214 Hidden disabilities, 91–92 Hierarchical groups, 328–329 Hierarchy of needs, Maslow, 248–249 High-context cultures, 407 High-performance work system (HPWS), 622 Hindrance stressors, 661 Hindsight bias, 222–223 Historical precedents, organizational decision making, 226 HIV/AIDS, multinational organizations, ethics and, 624 Hofstede’s framework (of cultural values), 194–196 Homeostatic perspective, 661 House of Cards (television), 319 HR See Human resources entries Human resource (HR) management leadership role of, 621–628 See also Leadership, HR management and managers and, 47 performance evaluations and, 613–621 See also Performance evaluations recruitment practices, 601 selection practices, 601–604 See also Selection practices, of HR social media and, 60 substantive/contingent selection, 604–609 training and development programs, 609–613 Human skills, of managers, 46 Humor, communication and, 389 Hypothesis, 682 I Idea champions, innovation and, 657 Idea evaluation, 230 Idea generation, creative behavior and, 230 Identification-based trust, 446 Illusory correlation, 148–149 Imitation strategy, 548 Importance, power and, 465 Impression management, 478–482 defensive behaviors, 479 manage interviewer?, 481 performance evaluations, 481–482 techniques, 480 Incentives, for team players, 368–369 Independence climate, 570 Independent contractors, 632 Independent variable, 683 Individual approaches to stress management, 668–669 Individual decision making, 216–217, 333–334 See also Decision making cultural differences, 224 gender and, 223 mental ability, 224 nudging, 224 personality and, 223 Individual differences in decision making, 223–224 in stress at work, 664–665 Individual-focused transformational leadership, 436 www.downloadslide.com Subject Index Individualism, 194 Individual practices, of socialization, 578 Individual ranking, 617 Individual sources, of resistance to change, 646 Individual task outcomes, performance evaluations and, 614 Individual v collective socialization, 578 Informal channels, 384 Informal group, 315 Informational justice, 265 Informational role, of managers, 46 Information gathering, creative behavior and, 230 Information overload, 404 Information security, communication and, 400–401 Informed exchange, communication and, 384 Ingroup bias, 507 Ingroups, 317, 428–429 Initiating structure, leadership and, 423–424 Innovation, change and, 655–657 context and, 656–657 defining innovation, 655–656 idea champions, 657 sources of innovation, 656 Innovation, organizational culture and, 571–572 Innovation companies, 555 Innovation creativity, organizations and, 231 (OB Poll), 233–234 Innovation strategy, 548 Inputs, OB model, 64–65 In Search of Excellence, 50 Instant messaging (IM), 393, 399 Institutionalization, as organizational culture liability, 573–574 Institutional practices, 577 Institutions, organizational structure/ strategy and, 551 Instrumental ethical climate, 569 Instrumental values, 190 Integrative bargaining, 509–510 Integrity tests, HR, employment and, 606 Intellectual abilities, 96–97 Intelligence, creativity and, 231 Intelligence tests, 605 Intentions, conflict and, 502–503 Intercultural Sensitivity Scale, 85 Interest level, persuasive communication and, 402 Intergroup conflict, 499 Intergroup development, OD and, 653–654 Internal equity, 296 Internally caused behaviors, 211 Interpersonal communication, 389 Interpersonal demands, stress and, 663–664 Interpersonal justice, 265 Interpersonal role, of managers, 45–46 Interpersonal skills importance of, 43–44 training and, 610 Interrole conflict, 320 Interview(s) HR, employment selection and, 607–609 manage impressions?, 481 Interview derailment (OB Poll), 607 Intonations, communication and, 396 Intragroup conflict, 499 Intragroup trust, survival and, 343 Intrinsic rewards, employee motivation and, 303–304, 369 Introversion, 201, 339, 545 Intuition decision making and, 219 systematic study and, 49–52 Intuitive decision making, 219 Investiture v divestiture socialization, 578 IQ tests, 96 J Jargon, 389, 581 Job attitudes, 116–118 average levels by facet, 120 distinct?, 118 employee engagement, 117–118 OB, moods/emotions and, 161–163 organizational commitment, 116 received organizational support (POS), 116–117 satisfaction/involvement, 116 Job characteristics model (JCM), 283–285 Job conditions, 121–122 Job crafting, 134 Job dissatisfaction, 126–130 absenteeism and, 128 counterproductive work behavior (CWB), 127–129 managerial issues, 129–130 responses to, 127 theoretical model of, 126–127 turnover and, 128–129 Job engagement, motivation and, 269 Job experience, stress at work and, 664–665 Job interviews, HR, employment and, 607–609 Job involvement, 116 Job performance, 124, 668 Job redesign, 285–288 alternative work arrangements and, 288–294 relational job design, 286–288 rotation, 285–286 731 Job rotation, 285–286 Job satisfaction average levels of, by country, 121 causes of, 121–124 conditions, 121–122 corporate social responsibility (CSR), 123–124 happy places (OB Poll), 120 how satisfied are workers?, 119–121 involvement and, 116 measuring, 118–119 pay, 122–123 personality and, 122 worst jobs for, 119 Job satisfaction, outcomes customer satisfaction, 125 life satisfaction, 125 organizational citizenship behavior (OCB), 124–125 performance, 124 Job sharing, 290–291 Job training, 612 Judgment, of others, perception and, 210–215 applications of short cuts, 215 common shortcuts in, 214–215 See also Perception, judgment and Justice, organizational, 263–267 See also Equity theory; Organizational justice Justice outcomes, 265–266 K Kuda Huvadhoo island, 414 Kyoto Protocol, 414 L Labor emotional, 151–153 inmate, 306–307 low-cost in foreign countries, 56–57 Laboratory experiment, research and, 685–686 Language as barrier to communication, 404–405 body, 396 cultural barriers to communication and, 406–408 in meetings, 389 organizational culture and, 581 Lateral communication, 386 Law and code climates, 570 Layoffs, HR management and, 626–628 Leader–member exchange (LMX) theory, 428–429 Leader–member relations, 425 Leader–participation model, 427 Leaders selecting, 446–447 training, 447 www.downloadslide.com 732 Subject Index Leadership authentic, 437–438 behavior theories of, 423–425 CEOs and, 449 contemporary theories of, 428–437 See also Leadership, contemporary theories of contingency theories of, 425–428 creativity and, 233 defining, 420–421 employee engagement and, 269 ethical, 438–440 full range of leadership model, 433 holding leaders accountable, 439 keep enemies close, 477 learning, 587 mentoring and, 443–444 OB, moods/emotions and, 160–161 poor, 423 power and, 461–462 servant, 440 skills, developing, 428 teams, structure of, 358 trait theories of, 421–423, 452 transactional/transformational, 432–433 trust, 440–443 See also Trust, leadership and Leadership, challenges to attribution theory of, 444–445 online, 446 selecting leaders, 446–447 substitutes for/neutralizers of, 445–446 training leaders, 447 Leadership, contemporary theories of, 428–437 charismatic, 429–432 See also Charismatic leadership leader–member exchange (LMX) theory, 428–429 Leadership, HR management and, 621–628 benefit programs, design/administer, 623 communication practices of, 622–623 employment policies, draft/enforce, 623–625 managing work-life conflicts, 625–626 mediations, terminations, layoffs and, 626–628 Leading, as managerial role, 44, 45 Lean management, 546 Lean Startup, The (Ries), 572 Learning organizations, organizational change and, 657–658 Least preferred coworker (LPC) questionnaire, 425 Legitimate power, 462 Leisure time, 307 Lesbian, gay, bisexual, and transgender (LGBT) employees, 93 Letters, as communication, 392, 398–399 Letters of recommendation, 603 Liaison, managers and, 46 Lie to Me (television), 166 Life satisfaction, 125 Listener burnout, 389 Literature, on OB, 71 Long-term orientation, 194 Low-context cultures, 407–408 Loyalty, employee/employer, outdated concept, 131 Loyalty response, 127 LSAT test, 96 Lying communication and, 406 ethics and, 228–229 M Machiavellianism, 182, 421–422, 474, 483 Maldives, 413–414 Management, end of, 555 Management, organizational behavior and, 44–48 conceptual skills, of, 46 decisional roles, 46 effective v successful managerial activities, 47–48 human skills of, 46 informational role, 46 interpersonal role, 45–46 technical skills of, 46 work of managers, 44–45 Management by Objectives and Results (MBOR), 257 Management by Objectives (MBO), 256–257 Management by Walking Around (MBWA), 50 Manager allocation of activities of, by time, 47 defined, 44 emotional intelligence tests and, 155 job dissatisfaction and, 129–130 job satisfaction and, 121–122 See also Organizational behavior (OB), as career Manipulation, resistance to change and, 648 Mannerism, 633 Masculinity, 194 Maslow’s hierarchy of needs, 248–249 Material symbols, organizational culture and, 580–581 Maternal wall bias, 89 Matrix structure, organizational, 541–542 Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT), 155 MCAT test, 96 McClelland’s theory of needs, 250–252 Measuring job satisfaction, 118–119 personality, 175–176 See Personality framework Mechanistic model, of organizational structure, 547–548 Mediations, HR management and, 626–628 Mediator, in negotiations, 519 Medicaid, 79 Medical exams, employment and, 610 Meetings communication in, 389–390 underwater, 413–414 Mental models, 366 Mentoring, 173–174, 443–444 Merit-based pay, 299 Message characteristics, persuasive communication and, 402 Meta-analysis, 686–687 Metamorphosis stage, of socialization, 577 Micro-entrepreneurs, 111–112 Middle East and North African Area (MENA), 633 Migrant and Seasonal Worker Protection Act, 80 Mindfulness, 153, 157–158, 674 Minority groups, affirmative action and, 102 Mintzberg’s Managerial Roles, 45 Model, 64 Moderating variable, 683 Modular structure, 542–543 Money happiness and, 286 power and, 461 Monitor role, of managers, 46 Moods, emotions and, 141–147 basic, positive/negative affect and, 143–144 structure of mood, 144 See also Emotions, moods and entries Mood states, 143–144 Moral blind spots, 227 Moral disgust, 143 Moral emotions, 142–143 MotionSavvy, 391 Motivating potential score (MPS), 283–284 Motivation, 295 benefits, employees and, 302–303 corporate social responsibility and, 245–246 creativity and, 232 employee involvement programs, 294–296 integrating theories of, 269–271 intrinsic rewards, employee and, 303–304 www.downloadslide.com Subject Index job characteristics model and, 283–285 job engagement, 269 job redesign and, 285–288 leisure time, 307 OB, moods/emotions and, 160 representative participation programs, 295–296 rewards to motivate employees, 296–302 Motivation, contemporary theories of, 252–268 equity theory, organizational justice, 262–267 See also Equity theory; Organizational justice expectancy theory, 267–268 goal-setting theory, 254–257 See also Goal-setting theory integrating, 269–271 reinforcement theory, 259–262 self-determination theory, 253 self-efficacy theory, 258–259 social-learning theory, 261–262 Motivation, historical theories of, 247 hierarchy of needs, 248–249 McClelland’s, theory of needs, 250–252 two-factor theory, 249–250 Motivation-hygiene theory, 249–250 Motor reproduction processes, 262 Multicultural Awareness Scale, 58 Multinational culture, 588 Multiteam systems, 355–356 Myers-Briggs Type Indicator (MBTI), 178 Myth or Science features bald is better, 87 first impressions, 186 good citizenship, 254 gossip/exclusion, toxic groups and, 321 happy workers, happy profits, 129 “hot” team members, 360 keep enemies close, 477 management by walking around, 50 money can’t buy happiness, 286 organizational culture, change and, 567 sleep, work and, 667 smiling, 142 stereotypes, 216 stress, leadership and, 434 team negotiation in collective cultures, 511 telecommuting, 552 24-hour workplace, 625 writing skills v speaking, 395 N Narcissism, 182–183, 198, 421–422 National contact point (NCP), 525 National culture, goal-setting theory and, 255–256 National Labor Relations Act, 401 Need for achievement (nAch), 250–252 Need for affiliation (nAff), 250–252 Need for cognition, 402 Need for power (nPow), 250–252 Negative affect moods, 143–144 Negative leniency, 618 Negative norms, group outcomes and, 325–327 Negative stereotypes, 216, 235 Neglect response, 127 Negotiation, 507–511 distributive bargaining, 508–509 integrative bargaining, 509–510 OB, moods/emotions and, 161 team v individual, in collectivist culture, 511 Negotiation effectiveness, individual differences in cultures and, 516 gender differences in, 516–518 moods/emotions in, 514–516 personality traits in, 513–514 Negotiation process bargaining/problem solving, 513 clarification/justification, of positions, 512–513 closure/implementation, 513 ground rules, define, 512 preparation/planning, 511–512 Negotiations, in social context, 518–520 relationships and, 519 reputation, 518–519 third-party negotiators, 519–520 Negotiator role, of managers, 46 Networked organizations, 60 Networking, managers and, 47 Network structure, 542–543 Neutralizers, of leadership, 445–446 Noise, communication and, 384 Nominal group technique, 337 Nonsubstitutibility, power and, 465 Nonverbal communication, 396–397, 400 Norms, 322, 327–328 Norms, group See Group norms Norton, M I., 275 Nudging, individual decision making and, 224 O OB See Organizational behavior Objectives, management by, 256–257 Observer-rating surveys, 175 Obsessive-compulsive people, 184 OD See Organizational development Off-the-job training, 612 Onboarding, 577 Online applications, 603 Online leadership, 446 On-the-job training, 612 733 Open-collar culture, 588 Operant conditioning theory, 260–261 Oral communication, 388–392, 389–390 Organic model, or organizational structure, 547–548, 656 Organization, 44 innovation, creative outcomes and, 233–234 social media, leveraging of, 413 Organization, decision making in, 217–223 biases/errors, in, 219–223 See also Bias bounded rationality, 218–219 intuition, 219 rational decision making, 217–218 Organizational behavior (OB) absolutes and, 54–55 anthropology and, 54 applications of emotions/moods, 159–163 defined, 48 negotiations, gender differences in, 516–518 personality traits relevant to, 184–187 personality traits that influence, 181 power and, 461–462 psychology and, 53–54 social psychology and, 54 sociology and, 54 Organizational behavior (OB), as career, 55–63 culture, adapting to differing, 57 customer service, 59 diversity in workforce, 59 economic pressures, 56 employee well-being, at work, 60–61 ethical behavior, 62 globalization and, 55–57 networked organizations, 60 people skills, 59 social media and, 60 work environment, positive, 61–62 workforce demographics, 57–58 workforce diversity, 59 Organizational behavior (OB) model, 64–70 attitudes, stress and, 65 basic model, 64 inputs, 64–65 outcomes, 65–70 See also Outcomes, OB model processes, 65 Organizational change action research, 651 Kotter’s eight-step plan for implementing, 650–651 Lewin’s three-step model, 649–650 organizational development (OD) and, 651–654 stress management and, 670 www.downloadslide.com 734 Subject Index Organizational citizenship behavior (OCB), 65–66, 124–125 and career, 254 employee selection process and, 604 group activities and, 317 servant leadership and, 440 trust and, 443 Organizational climate, culture and, 568–569 Organizational commitment, 116 Organizational communication, stress at work and, 671 Organizational culture active, 594 as asset, 572–573 change and, 567 climate and, 568–569 compassion and, 581 contrasting, 566 creating, 575 of deceit, 592 defining, 565 as descriptive term, 565–566 ethical, 582 ethical dimensions of, 569–570 formalization v., 568 functions of, 568 global context of, 587 how employees learn, 579–581 how they form, 579 impact on employee performance/ satisfaction and, 589 innovation and, 571–572 language and, 581 negative, 573–574 positive, 582–584 rituals of, 579–580 selection/top management/ socialization methods of sustaining, 575–578 spirituality and, 585–586 stories of, 579 strong v weak, 567 sustainability and, 570–571 symbols of, 580–581 as uniform?, 566–567 Organizational demography, 362 Organizational development (OD), 651–654 appreciative inquiry, 654 intergroup development and, 653–654 process consultation, 652–653 sensitivity training, 652 survey feedback, 652 team building and, 653 Organizational Dynamics, 688 Organizational factors, stress management and communication and, 671 employee involvement in, 670 employee sabbaticals and, 671 redesigning jobs, 670 wellness programs, 671–672 Organizational justice, 263–267 culture and, 266–267 distributive, 263–264 ensuring, 266 informational, 265 interpersonal, 265 justice outcomes, 265–266 procedural, 264–265 See also Equity theory, 551 Organizational politics, power and, 471–473 impression management, 478–482 mapping your political career, 483–484 response to, 477–478 Organizational size, strategy and, 549 Organizational sources, of resistance to change, 646 Organizational strategies, structure and, 547–549 Organizational structure boundary spanning, 537–538 bureaucracy, 539–541 centralized/decentralized, 536–537, 553 chain of command, 534–535 choosing a, 544 circular, 545 departmentalization, 533–534 designing, questions/answers before, 531 determinants and outcomes, 554 divisional structure, 540–541 downsizing, 546–547 economies/diseconomies, of work specialization, 532 employee behavior and, 551–553 environment, 550–551 flexible, 545 formalization, 537 functional, 540 institutions and, 551 matrix structure, 541–542 mechanistic v organic models of, 547–548 simple structure, 538–539 size, 549 span of control, 535, 553 strategies, 547–549 strategy/structure relationship, 549 team structure, 543–544 technology, 550 virtual structure, 542–543 work specialization, 531–532, 552 Organizational Structure Assessment, 545 Organizational survival, 69–70 Organizations, constraints on decision making and, 225–226 formal regulations, 225 historical precedents, 226 performance evaluation systems, 225–226 reward systems, 225 system-imposed time constraints, 226 Organizing, as managerial role, 44 Outcomes (OB) model, 65–70 group cohesion, 68 group functioning, 68 organizational citizenship behavior (OCB), 65–66 productivity, 69 survival, 69–70 task performance, 65 withdrawal behavior, 66–68 Outgroups, 317, 428–429 Outward Bound program, 447 Overconfidence bias, 220 Oversharing, in the office, 115 Overtime, 111 P Panel interviews, 609 Paradox theory, change and, 655 Participative management, 294–295 Path-goal theory, 427 Pay, job satisfaction and, 122–123 Pay-for-performance, 297–302 See also Variable-pay program Pay raises, 307–308 Pay structure establishing, 296–297 See also Variable-pay program Peer coaches, 577 Peer pressure, 323, 335 Peers, power and, 489 People skills, 59 Perceived conflict, 502 Perceived organizational support (POS), 116–117 Perceiver, perception and, 209–210 Perception context and, 210 factors that influence, 209 individual decision making, 216–217 perceiver, 209–210 stress at work and, 664 target, 210 Perception, judgment and, 210–215 attribution theory and, 211–212 contrast effects, 214 employment interview, 215 halo effect, 213–214 performance evaluations, 215 performance expectations and, 215 selective perception, 213 stereotyping, 214–215 www.downloadslide.com Subject Index Performance evaluations, 359, 481–482, 613–621 behavior, 614 behaviorally anchored rating scales (BARS), 617 critical incidents, 617 defining performance, 613–614 feedback and, 619–621 forced comparisons, 617 graphic ratings scales and, 617 improving, 617–619 individual task outcomes, 614 international variations in, 621 organizational constraints on decision making, 225 perception, judgment and, 215 purposes of, 614 360-degree evaluations, 615, 616 traits and, 615 who should conduct?, 615–616 written essays, 616–617 Performance expectations, perception and, 215 Performance-reward relationship, 267 Performance-simulation tests, HR, employment and, 606–607 assessment centers, 606 realistic job previews, 607 situational judgment tests, 606 work sample tests, 606 Personal factors, in stress at work, 664 Personality change, acceptance of, 648 cheating?, 191 creativity and, 231 defining/measuring, 175–176 first impressions and, 186 heredity and, 176–177 individual decision making and, 223 job satisfaction and, 122 negotiation style and, 513–514 persuasive communication and, 402 as source of emotions/moods, 146–147 stress at work and, 665 of team members, 360–361 training programs and, 613 traits that influence OB, 181 traits that matter most to success, 180 undesirable traits of, 182–184 values and, 189–191 See also Values Personality, link to workplace values, 191–193 other dimensions of fit, 193 personality–job fit, 192 person–organization fit, 192–193 Personality, situations and situation strength therapy, 187–188 trait activation theory, 188–189 Personality frameworks Big Five Personality Model, 178–182 Dark Triad, 182–184 Myers-Briggs Type Indicator (MBTI), 178 Personality–job fit theory, 192 Personality tests, 605–606 Personality traits, 177 Personality traits, OB and, 184–187 core self-evaluations, 184–185 proactive personality, 186–187 self-monitoring, 185–186 Personal Style Indicator, 177 Personal values in workplace, 200 Person–group fit, 193 Person–organization fit, 192–193 Person–supervisor fit, 193 Perspective-taking, 513 Persuasion, communication and, 384 Persuasive communication, 401–403 automatic/controlling, 402–403 choosing the message, 403 interest level and, 402 personality and, 402 prior knowledge, 402 Philanthropy programs, 245 Physical abilities, of employees, 97–98 Physical distance, communication and, 396–397 Physical exercise, stress and, 669 Physiological needs, 248 Physiological symptoms, of stress, 666 Piece-rate pay plan, 298–299 Planned change, 644–645 Planning, as managerial role, 44 Point/Counterpoint features affirmative action programs, 102 CEOs, leadership and, 449 creativity, teams v individuals, 339 criminal backgrounds, employers and, 630 employer/employee loyalty, out of date, 131 face-time at work, 305 goals, 272 literature on OB, 71 management, end of, 555 narcissism, millennials and, 198 positive organizational culture, 590 power, 486 social media presence, employees and, 410 sports strikes/greedy owners?, 521 stereotypes, death of, 235 stress reduction, organizational encouragement of, 673 teams, empowering, 371 yelling, 164 Polarization, 336 Politeness, in negotiations, 516 735 Political behavior, 471 ethics of, 482–483 individual/organizational factors contributing to, 473–477 at work, 475 Political correctness (PC) norms, 325 Political map, your career and, 483–484 Political skill, 468 Political uncertainties, stress and, 662 Politics, organizational, power and, 471–473 Politics of change, 649 Position power, 425 Positive affect moods, 143–144 Positive diversity climate, 90 Positive norms, group outcomes and, 325 Positive organizational behavior, 61–62 employee strengths, build on, 583 Positive organizational culture, 582–584 create, aspire to, 590 limits of, 584 reward v punishment, 583–584 vitality/growth, encouraging, 584 Positive Practices Survey, 629 Positive stereotypes, 216, 235 Positivity offset, 144 Post-traumatic stress disorder (PTSD), 83 Power college sports and, 459–460 deference to, 487–488 dependence and See Dependence, power and formal power, 462 leadership and, 461–462 most effective types?, 463–464 organizational politics and, 471–473 peers and, 489 personal, 462–463 want of, 486 Power, abuse of, 468–471 deference to, 487–488 sexual harassment, 470–471 variables, 469 Power differentials, sexual harassment and, 470–471 Power distance, 117, 194 PowerPoint, 392 Power tactics, 466–468 applying, 468 influence by direction, 467 using, 467–468 Power variables, 469 Prearrival stage, or socialization, 577 Presenteeism, 675 Prevention focus, 256 Prior knowledge, persuasive communication and, 402 Proactive personality, 186–187 www.downloadslide.com 736 Subject Index Problem, 216–217 Problem formulation, creativity and, 229–230 Problem-solving skills training, 610 Problem-solving teams, 353 Procedural justice, 264–265 Process conflict, 497 Process consultation (PC), OD and, 652–653 Process departmentalization, 533–534 Processes, OB model, 65 Production blocking, 337 Productivity, 69 Product/service organizational structure, 540–541 Profit-sharing plan, 300–301 Programme for International Student Assessment (PISA), 341–342 Promotion focus, 256 Protective mechanisms, 582 Psychological empowerment, 116 Psychological symptoms, of stress, 666 Psychology, OB and, 53–54 Psychopathy, 421–422 Punctuated-equilibrium model, 318 Pygmalion effect, 215, 259 Psychopathy, 183–184 Q QUILTBAG (queer/questioning, undecided, intersex, lesbian, transgender, bisexual, asexual, gay), 93 R Race as biographical characteristic, 89–90 criminal background checks and, 630 diversity demographics and, 81–82 merit-based pay and, 299 stereotype threat and, 84–85, 235 Randomness error, 222 Rational, 217 Rational decision making model, 217–218 Realistic job previews, 607 Receiver, communication and, 384 Recognition programs, employee, 303–304 Recruitment practices, 601 Redesigning jobs, organizational change and, 670 Reference groups, 324 References, employment, 603 Referent power, 463 Reflexivity, 365 Reinforcement processes, 262 Reinforcement theory, 259–262 Relational identification, 316 Relational job design, 286–288 Relationship conflicts, 367, 497 Relationships negotiation and, 519 negotiations and, 511–512 positive, resistance to change and, 647–648 stress, job performance and, 668 Relaxation techniques, stress and, 669 Reliability, of research, 684 Religion, workplace diversity and, 92–93 Representative participation, 295–296 Reputation, negotiations and, 518–519 Research, evaluating, 684 Research, purposes of, 682 Research design aggregate quantitative reviews, 686–687 case study, 684–685 field experiment, 686 field survey, 685 laboratory experiment, 685–686 Research terminology, 683 causality, 683 correlation coefficient, 683 dependent variable, 683 hypothesis, 683 independent variable, 683 moderating variable, 683 theory, 683–684 variable, 682 “Reshoring,” 558 Resistance point, 509 Resistance to change, overcoming, 645–649 coercion, 648–649 communication and, 647 fairly implement changes, 648 manipulation/cooptation and, 648 participation and, 647 positive relationships, 647–648 select individuals who accept change, 648 sources of, 646 support/commitment, building, 647 Resource allocator role, of managers, 46 Resources innovation and, 656 stress at work and, 661 teams and, 358 Restraining forces, 649–650 Résumé, 603 Retention processes, 261 Reward power, 462 Rewards-personal goals relationship, 268 Reward systems, 225, 303–304, 359, 582–584 Rideshare systems, 632 Risk aversion, 222 Rituals, organizational culture and, 579–580 Role ambiguity, 476 Role conflict, 320, 578, 663 Role demands, stress and, 663 Role expectations, 319–320 Role model, 582 Role overload, 578 Role perception, 319 Role play, assimilation and, 320–322 Roles, group, 318–322 See also Group roles Role stress, 670 Rumors, dealing with, 388 S “Saccharine terrorism,” 590 Safety sweatshops and, 301 workplace, emotions, moods and, 163 Safety-security needs, 248 Satisfaction, motivation and, 249–250 Satisficing, 218–219, 511 SAT test, 96 Scandals, in colleges, 460 Scarcity, power and, 464–465 Schadenfreude, 316 Schizotypal people, 184 Selection, OB, moods/emotions and, 159 Selection, substantive/contingent, HR and, 604–609 contingent selection tests, 609 interviews, 607–609 performance-simulation tests, 606–607 written tests, 604–606 Selection and placement decisions, stress management and, 669 Selection method, of sustaining organizational culture, 575 Selection practices, of HR, 601–604 application forms, 602–603 background checks, 603 model of, 602 Selective perception, 213, 403–404 Self-actualization needs, 248 Self-concordance, 253 Self-determination theory, motivation and, 253 Self-efficacy, 514 Self-efficacy theory, 258–259 Self-enhancement, culture and, 175 Self-esteem, tall poppy syndrome and, 167–168 Self-fulfilling prophecy, 215, 259 Self-managed work teams, 353–354 Self-monitoring, 185–186 Self-serving bias, 212 Sender, communication and, 384 Seniority, 92 Sensitivity training, OD and, 652 Serial v random socialization, 578 Servant leadership, 440 www.downloadslide.com Subject Index Sex as biographical characteristic, 88–89 emotions, mood and, 151 See also Gender Sexual harassment, power and, 470–471 Sexual orientation, in workforce, 93–95 Short-term orientation, 194 Sick leave, 66, 675 Silence, as barrier to communication, 405 Simple structure, organizational structure and, 538–539 Situational Judgment Test of Emotional Intelligence (SJT of EI), 155, 606 Situational leadership theory, 426–427 Situation strength therapy, 187–188 Skills job characteristics model and, 283 of managers, 46 people, 59 Skype (videoconference), 398 Slavery, 633 Sleep deprivation, work and, 667 mood, emotions and, 150, 275 Smiling, mood, emotions and, 142, 157 Social activities, emotions, mood and, 150 Social-belongingess needs, 248 Social cognitive theory, 258–259 Social context, of negotiations, 518–520 Social identity, groups and, 315–317 Social identity threat, 317 Social loafing, 341 Socialization, entry, options, 578 Socialization method, of sustaining organizational culture, 576–578 Socialization model, 577 Socialized charismatic leadership, 438 Social-learning theory, 258–259, 261–262 Social loafing, 329–330, 363–364, 367 Social media for business purposes, 400 communication and, 394, 396 dependence, power and, 465–466 employee use of, monitoring, 410 management issues and, 60 organizational leveraging of, 413 organizational social media strategy, employees and, 401 returns on using, 400 Social network analysis, assessing resources, power and, 465–466 Social physics, 52 Social psychology, OB and, 54 Social Security, 79 Social sharing, emotions and, 158 Social support, stress at work and, 665, 669 Social sustainability practices, 571 Social trends, change and, 643, 644 Sociogram, 465, 466 Sociology, OB and, 54 Span of control, organizational structure and, 535, 553 Speaking skills v writing skills, 395 Specialization, learning organization and, 658 Spirituality, organizational culture and, 585–586 achieving, 586 characteristics of, 585–586 criticisms of, 586 reasons for, 585 why?, 585 Spokesperson role, of managers, 46 Standford prison experiment, 320–321 Start-up firms, innovation, culture and, 571–572 Statistics, data and, 49–52 Status, as group property, 327–329 determinants of, 327–329 group, 329 group interaction and, 328 inequity, 328–329 norms and, 327–328 stigmatization and, 329 Status characteristics theory, 327 Status inequity, 328–329 Stereotype all are negative?, 216 cultural, 588 death of, 235 gender, 88–89 gender, negotiations and, 517 of older workers, 86 sex, 93 Stanford prison experiment and, 320–321 Stereotype threat, 84–85 Stereotyping, 84, 214–215 Stigmatization, status and, 329 Stories, organizational culture and, 579 Storytelling, 588 Strategies for Handling Conflict, 520 Stress, 65 emotion, mood and, 150 flextime and, 290 job performance and, 668 leadership and, 434 negotiations and, 513 organizational change and, 658–659 in teams, 663 working when sick and, 675 Stress at work addictiveness of stressors, 664 allostasis, 661 behavioral symptoms of, 667–668 consequences of, 666–668 cultural differences and, 665–666 defining stress, 659–661 demands/resources, 661 environmental factors of, 662 individual differences in, 664–665 737 organizational factors of, 662–663 personal factors of, 664 physiological symptoms of, 666 psychological symptoms of, 666 sources of, 662 stressors, 660–661 work as top source of, 660 Stress management individual approaches to, 668–669 organizational approaches to, 669–672 organizational encouragement of, 673 organizational factors in, 670 Stressors, addictiveness of, 664 Stretch goals, 256 Strong culture, 567 Structural variables, innovation and, 656 Structured interviews, 609 Subcultures, 566 Substitutes, for leadership, 445–446 Successful managers, 47–48 Surface acting, 152 Surface-level diversity, 82–83 Surveillance, big data and, 52 Survey feedback, OD and, 652 Survival, 69–70 Sustainability, 245–246 Sustainability, organizational culture and, 570–571 Sweatshops, ethics and, 301 Swedish, work-life balance policy in China, 599–600 Symbols, of organizational culture, 580–581 Systematic study, intuition and, 49–52 System-imposed time constraints, 226 T Talking, in the office, 115 Tall poppy syndrome, 167–168 Target, perception and, 210 Target point, 509 Task characteristics, goal-setting theory and, 255 Task conflicts, 367, 497 Task demands, stress and, 662 Task identity, job characteristics model and, 283 Task performance, 65, 614 Task significance, job characteristics model and, 283 Task structure, 425 Team building, OD and, 653 Team cohesion, 366, 575 Team composition, 359–364 cultural differences and, 362 diversity of, 362 key roles, allocation of, 361–362 member abilities, 359–360 member preferences, 364 personality, of members, 360–361 size of, 362–364 www.downloadslide.com 738 Subject Index Team context, 358–359 adequate resources, 358 leadership structure, 358 performance evaluation/reward system, 359 trust and, 358 Team Development Behaviors, 368 Team efficacy, 365 Team identity, 365–366 Team players hiring, 368 incentives for good, 368–369 training, 368 Team processes, 364–367 cohesion, 366 common plan/purpose, 364–365 conflict levels, 367 efficacy, 365 identity, 365–366 mental models, 366 social loafing, 367 specific goals, 365 Teams conflict and, 500 cross-functional, 354–355 disadvantages of, 369–370 diversity in, 99–100 empowering, 371 ethical breaches of, 372–373 groups v., 351–352 multiteam system, 355–356 negotiations v individual, collectivist culture and, 511 popularity of, 351 problem solving, 353 self-managed work, 353–354 smart v dumb, 374–375 speaking up in, 374 stress level of, 663 virtual, 355 Team structure, organization, 543–544 Teamwork (OB Poll), 351 Technical skills of managers, 46 training, HR and, 610 Technology change and, 643, 644, 662 organizational structure/strategy and, 550 Telecommuting, 291–294, 305 Telephone, communication and, 391–392 Tenure group diversity and, 332 innovation and, 656 workplace diversity and, 92–95 Terminal values, 190 Termination, 67 Terminations, HR management and, 626–628 Text messaging, 393, 399 Thematic Apperception Test (TAT), 486 Theory, 683–684 Theory of Mind, 375 Third-party negotiators, 519–520 Three-stage model of creativity, 229–230 Time, trust and, 442 Time allocation, work, managers/ professionals, 393 Time-management techniques, stress and, 669 Time of day, emotions, moods and, 147, 148, 149 Tipping Point, The (Gladwell), 222 Tolerance of Ambiguity of Scale, 672 TopCoder program, 532 Top management method, of sustaining organizational culture, 576 Traditional management, 47 Training and development programs, HR and, 609–613 basic skills training, 609–610 civility, 610–611 computer-based, 612–613 ethics, 611 interpersonal skills, 610 on-the-job training, 612 for performance evaluators, 619 problem-solving skills, 610 program effectiveness, evaluate, 613 technical skills, 610 Trait activation theory (TAT), 188–189 Trait Emotional Intelligence Questionnaire, 155 Traits, performance evaluations and, 615 Trait theories of leadership, 421–425 Transactional leadership, 432–433 Transformational leadership, 432–433 charismatic v., 437 evaluation of, 435–436 how it works, 435 transactional v., 436–437 Trust, leadership and, 440–443 culture and, 442 development/nature of, 441, 442 outcomes of trust, 441 propensity, 442 regaining lost, 442–443 time and, 442 Trust, teams and, 358 Trust propensity, 442 Turnover rates, 67–68, 296 age and, 87 job dissatisfaction and, 128–129 Two-factor theory, of motivation, 249–250 U Uncertainty avoidance, 194 Underwater meeting, 413–414 United Nations Intergovernmental Panel on Climate Change, 414 Unity of command, 534 Unretirement (Farrell), 105 Unstructured interview, 607 Upward communication, 385–386 U.S Human Rights Campaign, 94 Utilitarianism, as ethical yard stick, 226 V Vacation time, 307 Validity, of research, 684 Values cultural, 194–197 See also Cultural vales dominant in workforce, 190 generational, 190–191 importance/organization of, 189–190 terminal v instrumental, 190 workplace, link to personality, 191–193 Value system, 189 Variable, 682 Variable-pay program, 297–302 bonus, 299–300 employee-stock ownership, 301–302 evaluation of, 302 merit-based, 299 piece-rate pay plan, 298–299 profit-sharing plan, 300–301 Venture capital, 208 Verbal persuasion, 259 Veterans, unemployed, 83 Vicarious modeling, 259 Videoconferencing, communication and, 390–391 Virtual management, 530 Virtual structure, organizational, 542–543 Virtual teams, 355 Vision, 431 Vision statement, 431 Vocalizations, emotions and, 142 Voice, in communication, 389–390 Voice response, 126 Volatility, environment and, 550 Volunteering, employee, 246 W Weak culture, 567 Weather, emotions, moods and, 147–149 Wellness programs, stress management and, 671–672 Wheel, small-group network, 386–387 Whistle-blowers, 226, 471, 472 www.downloadslide.com Subject Index Women at Accor Generation (WAAG) network, 525 Wonderlic Cognitive Ability Test, 97 Work, stress and, 659–661 See also Stress at work Workaholism, 625, 665 Work arrangements, alternative, 288–294 flextime, 288–290, 292 job sharing, 290–291 telecommuting, 291–294 Workforce, changing nature of, 643, 644 Workforce demographics, 57–58 percentage of men and women working (OB Poll), 58 values dominate in, 190 Workforce diversity, 59 Workgroup, 351–352 Work-life conflicts, managing, 625–626 Work-life initiatives, 628 Work Motivation Indicator, 268 Workplace diversity, 86 See also Biographical characteristics, of employees; Differentiating characteristics, of employees; Diversity Workplace environment discrimination, 83–86 positive, 61–62 Workplace incivility, 326 Workplace,personal values and ethics in, 200 Workplace spirituality, 585–586 Workplace values, personality, link to, 191–193 Work sample tests, 606 Work specialization, 531–532, 552 Work team, 352 Work-to-live arrangements, 79–80 World War II, innovation and, 563–564 Writing skills v speaking skills, 395 739 Written communication, 392–396 apps and, 395 blogs, 395, 400 choosing, 398 e-mail, 392–393 instant messaging, 393, 399 letters, 392, 398–399 PowerPoint, 392 social media, 394, 396 text messaging, 393, 399 Written essays, performance evaluations and, 616–617 Written tests, employment, HR and, 604–606 integrity, 606 intelligence or cognitive ability tests, 605 personality tests, 605–606 Z Zero email program, 676 Zero-sum approach, 476 www.downloadslide.com This page intentionally left blank www.downloadslide.com This page intentionally left blank www.downloadslide.com This page intentionally left blank www.downloadslide.com This page intentionally left blank www.downloadslide.com This page intentionally left blank ... Marketing Assistant: Jessica Quazza Team Lead, Program Management: Ashley Santora Program Manager: Sarah Holle Team Lead, Project Management: Jeff Holcomb Project Manager: Kelly Warsak Project Manager,... Contents Preface 1 27 Introduction What Is Organizational Behavior? 40 The Importance of Interpersonal Skills 43 Management and Organizational Behavior 44 Management Roles 45 • Management Skills... organizational behavior His books have sold more than million copies and have been translated into 20 languages; editions have been adapted for Canada, Australia, South Africa, and India, such as these: