Organizational Behavior

What Is Organizational
Behavior? 2
The Importance of Interpersonal Skills 4
What Managers Do 6
Management Functions 6 • Management Roles 6 • Management
Skills 8 • Effective Versus Successful Managerial Acti\dties 8 • A Review of
the Manager's Job 10
Enter Organizational Behavior 10
Complementing Intuition with Systematic Study 11
Disciplines That Contribute to the OB Field 13
Psychology 13 • Social Psychology 13 • Sociology 14 • Anthropology 14
There Are Few Absolutes in OB 15
Challenges and Opportunities for OB 16
Responding to Globalization 16 • Managing Workforce
DivERSity 19 • Improving Quality and Productivity 24 • Improving Customer
Service 25 • Improving People Skills 26 • Stimulating InnovaUon and
Change 26 • Coping with'n Temporariness" 26 • Working in Networked
96 • Coninffwith'Temporariness" 26 • Working in Networked
Organizations 27 • Helping Employees Balance Work-Life
ConHicts 27 • Creating a Positive Work Environment 29 • Improving
Ethical Behavior 29
Coming Attractions: Developing an OB Model 30
-An Overview 30 • TheDependent Variables 30 • The Independent
Variables 35 • Toward a Contingency OB Model 36
Global Implications 37
Summary and Implications for Managers 38
Self-Assessment Library How/ Much Do I Know about Organizational Behavior? 4
Myth or Science? "Preconceived Notions Versus Substantive Evidence" 12
OBin the News Other Disciplines Make Use of OB Concepts 15
OBin
the News Bracing for Disaster and Terror 18
OBin
the News Working with People with Disabilities 21
OBin the News Asians inthe United States 22
International OB Transfer Pricing and International Corporate Deviance 34
Point/Counterpoint In Search ofthe Quick Fix 39
Questions for Review 40
Think and Do 40
Experiential Exercise 40
Ethical Dilemma 41
Case Incident 1 "Data Will Set You Free" 42
Case Incident 2 Workplace Violence 42
viii Contents
Ability 48
Chapter 2
Foundations of Individual
Behavior 46
Intellectual Abilities 49 • Physical Abilities 51
Biographical Characteristics 52
Age 52 • Gender 54 • Race 55 • Social Group 55 • Other Biographical
Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity 55
Learning 57
A Definition of 57• Theories of Learning 58 • Shaping: A
Managerial Tool
61
Global Implications 67
Intellectual Abilities 68 • Biographical Characteristics 68 • Learning 68
Summary
and Implications for Managers 68
Self-Assessment Library What's My Attitude Toward Older People? 48
International OB The Benefits of Cultural Intelligence 50
OB in the News Are You More Biased Than You Think? 56
Myth or Science? "You Can't Teach an Old Dog New Tricks!" 62
Self-Assessment Library How Good Am Iat Disciplining Others? 63
Point/Counterpoint All Human Behavior Is Learned 70
Questions for Review 71
Think and Do 71
Experiential Exercise 71
Ethical Dilemma 72
Case Incident 1 The Flynn Effect 72
Case Incident 2 Professional Sports: Rewarding and Punishing the Same Behavior? 73
Chapter 3
Attitudes and Job Satisfaction 76
Attitudes 79
What Are the Main Components of Attitudes? 79 • Does Behavior Always
Follow from Attitudes? 80 • What Are the Major Job Attitudes? 83
Job Satisfaction 88
Measuring Job Satisfaction 88 • How Satisfied Are People in Their
Jobs? 89 • What Causes Job Satisfaction? 89 • The Impact of Satisfied and
Dissatisfied Employees on the Workplace 90
Global Implications 95
Is Job Satisfaction a Global Concept? 95 • Are Employees in Western
Cultures More Sadsfied withT heir Jobs? 96 • How Do Asian Employees Fare
in Terms ofJob Satisfaction and Engagement? 96
Summary and Implications for Managers 97
Self-Assessment Library How Satisfied Am I with MyJob? 78
International OB Chinese Employees and Organizational Commitment 84
Self-Assessment Library Am I Engaged? 87
OBin
the News Why Is Job Satisfaction Falling? 88
Myth or Science? "Happy Workers Are Productive Workers" 91
Point/Counterpoint Managers Can Create Satisfied Employees 98
Questions for Review 99
Think and Do 99
Experiential Exercise 99
Ethical Dilemma 100
Case Incident 1 Albertsons Works on Employee Attitudes ^01
Case Incident 2 Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a
Satisfying Job? 101
Chapter 4
Personality and Values los
Personality 110
\^at Is Personality? Ill • The Myers-Briggs Type Indicator 115 • The Big
Five Personality Model 116 • Sixteen Personality Factor
Questionnaire 118 • Other Personality Traits Relevant to OB 119
Values 126
The Importance of Values 127 • Terminal Versus Instrumental
Values 127 • Generational Values 128
Values and Ethical Behavior in Asian Countries 130
India 130 • China 134 • Thailand 134
Linking an Individual's Personality and Values to the Workplace 135
Person-Job Fit 135 • Person-Organization Fit 137
Global Implications 137
Personality 137 • Values 138
Summary and Implications for Managers 141
Self-Assessment Library Am Ia Narcissist? 110
OB in the News Emerging Trends in Assessment 119
Myth or Science? "Entrepreneurs Are a Breed Apart" 124
International OB A Global Personality 125
OB in the News Are U.S.Values Different? 135
Point/Counterpoint Traits Are Powerful Predictors of Behavior 142
Questions for Review 143
Think and Do 143
Experiential Exercise 143
Ethical Dilemma 143
Case Incident 1 The Rise of the Nice CEO? 144
Case Incident 2 A Diamond Personality 145
Case Incident 3 Right Man, Wrong Job? 146
Contents ix
Contents
Chapter 5
Perception and Individual
Decision Making 154
What Is Perception? 157
Factors That Influence Perception 157
Person Perception: Making Judgments About Others 159
Attribution Theory 159 • Frequently Used Shortcuts inJ udging
Others 160 • Specific Applications of Shortcuts in Organizations 163
The Link Between Perception and individual Decision Making 164
Decision Making in Organizations 165
The Rational Model, Bounded Rationality, and Intuition 165 • Common
Biases and Errors in Decision Making 168
In fluenceson Decision Making: Individual Differences and Organizational
Constraints 171
Individual Differences 172 • Organizational Constraints 173
What About Ethics in Decision Making? 174
Three Ethical Decision Criteria 175 • Improving Creativity in Decision
Making 176
Global Implications 178
Summary and Implications For Managers 180
Self-Assessment Library What Are My Gender Role Perceptions? 157
international OB Can Negative Perceptions Dampen International Business
Relationships? 162
Myth or Science? "No One Thinks They're Biased" 170
Self-Assessment Library Am Ia Deliberate Decision Maker? 171
OBin the News Google and the Winner's Curse 172
Self-Assessment Library How Creative Am I? 178
OBin the News Perception Leading to Decision Making—McDonald's in Controversy 179
Point/Counterpoint When in Doubt, Do! 182
Questions for Review 183
Think and Do 183
Experiential Exercise 183
Ethical Dilemma 184
Case Incident 1 Natural Disasters and the Decisions That Follow 184
Case Incident 2 Whistle-Blowers; Saints or Sinners? 185
Chapter 6
Motivation Concepts 190
Defining Motf Vdtfon 193
EarlyTheories of Motivation 193
Hierarchy of Needs Theory 194 • Theory X and Theory Y 195 • Two-Factor
Theory 196 * McClelland's Theory of Needs 198
Contemporary Theories of Motivation 199
Cognitive Evaluation Theory 200 • Goal-Setting Theory 204 • Self-Efficacy
Theory 207 • Reinforcement Theory 210 • Equity Theory 210 • Expectancy
Theory 215
integrating Contemporary Theories of Motivation 217
Globallmplications 219
Summary and Implications for Managers 221
Self-Assessment Library How Confident Am I in My Abilities to Succeed? 192
Myth or Science? "Women Are More Motivated to Get Along, and Men Are More
Motivated to Get Ahead" 196
OB in the News Paying Employees Not to Work 200
OB in the News How Do Organizations Balance Extrinsic and Intrinsic Rewards? 202
International OB How Managers Evaluate Their Employees Depends on Culture 203
Self-Assessment Library What Are My Course Performance Goals? 206
Point/Counterpoint Failure Motivates! 222
Questions for Review 223
Think and Do 223
Experiential Exercise 223
Ethical Dilemma 224
Case Incident 1 Do Workers "Live to Work"? 224
Case Incident 2 Bullying Bosses 225
Chapter 7
Motivation: From Concepts
to Applications 230
Motivating by Job Design:The Job Characteristics Model 233
The
• Alternative Work Arrangements 239 • Ability and Opportunity 243
Employee Involvement 244
Examples of Employee Involvement Programs 244 • Linking Employee
Involvement Programs and Motivation Theories 246
Using Rewards to Motivate Employees 246
What to Pay: Establishing a Pay Structure 246 • How to Pay: Rewarding
Individual Employees Through Variable-Pay Programs 247 • Flexible Benefits-
Developing a Benefits Package 254 • Intrinsic Rewards: Employee Recognition
Programs 254
Globallmplications 258
Summary and Implications for Managers 260
Self-Assessment Library What's My Job's Motivating Potential? 232
Myth or Science? "Everyone Wants a Challenging Job" 237
OB in the News CEO Compensation 250
OBin the News Motivating with Performance Reviews 253
OB in the News Fun at the Workplace 257
International OB Cultural Differences In Job Characteristics and Job Satisfaction 259
Point/Counterpoint Praise Motivates 262
Contents xi
Contents
Questions for Review 263
Think and Do 263
Experiential Exercise 263
Ethical Dilemma 264
Case Incident 1 Reducing Travel Costs at Applebee's 265
Case Incident 2 Thanks for Nothing 265
Chapter 8
Emotions and Moods 272
What Are Emotions and Moods? 275
The Basic Emotions 276 • Tlc Basic Moods; Positive and Negative Affeci 277
• The Function of Emotions 278 • Sources of EmoTions and Moods 280
Emotional Labor 284
Affective Events Theory 287
Emotional Intelligence 289
The Case for El 290 • The Case Against El 291
OB Applications of Emotions and Moods 292
Selection 292 • Decision Making 292 • Creativit)' 293 • Motivadon 293
• Leadership 294 • Negotiation 294 • CUstomer Service 295 • Job
Attitudes 295 • Deviant Workplace Behaviors 296 • Forgiveness in
Organizations 296 • How Managers Can hi fluence Moods 296
Global Issues 297
Summary and Implications For Managers 298
Self-Assessment Library How Are You Feeling Right Now? 274
Self-Assessment Library What's My Affect Intensity? 280
Myth or Science? "People Can't Accurately Forecast Their Own Emotions" 282
International OB Emotional Recognition; Universal or Culture Specific? 284
OB in
the News Cathay Pacific SmileS strike 285
OB in the News Emotional Intelligence Beneficial for Organizations 290
Self-Assessment Library What's My Emotional Intelligence Score? 292
OB in the News Crying at Work Gains Acceptance 297
Point/Counterpoint The Costs and Benefits of Organizational Display Rules 299
Questions for Review 300
Think and Do 300
Experiential Exercise 300
Ethical Dilemma 300
Case Incident 1 The Upside of Anger? 301
Case Incident 2 Abusive Customers Cause Emotions to Run High 302
Chapter 9
Foundations of Group
Behavior 308
Defining and Classifying Groups 310
Stages of Group Development 312
'. he Five-Stage Model 312 o An Alternative Model for Temporary Groims
\ ith Deadlines 313
Group Properties: Roles, Norms, Status, Sizeand Cohesiveness 315
(>roup Property 1: Roles 313 <* Group Properdes 2 and 3: Norms and
Status 318 • Status 323 • Group Propert)'4: Size 325 • Group Propert}'5:
Gohesiveness 327
Group Decision Making 328
Groups Versus die Individual 328 • Groupthink and Groupshift 330 • Group
Decision-Making Techniques 332
Group Behavior:
An Asian Perspective 335
Global Implications 335
Summary and Implications for Managers 337
Self-Assessment Library Do IHave aNegative Attitude Toward Working
in Groups? 310
Self-Assessment Library Do ITrust Others? 318
International OB Group Cohesiveness Across Cultures 328
Myth or Science? "AreTwo Heads Better Than One?" 329
OB inthe News Groupthink for an Enron Jury? 331
Point/Counterpoint All Job Should Be Designed Around Groups 338
Questions for Review 339
Experiential Exercise 339
Ethical Dilemma 340
Case Incident 1 "If Two Heads Are Better Than One, Are Four Even Better?" 341
Case Incident 2 The Dangers ofGroupthink 341
Chapter 10
Understanding Work Teams 346
Why Have Teams Become So Popular? 348
Differences Between Groups and Teams 349
Types ofTeams 350
Problem-Solving Teams 350 • Self-Managed Work Teams 351
• Cross-Functional Teams 352 • Virtual Teams 353 • Creating Effecdve
Teams 354 • Context: What Factors Determine Whether Teams are
Successful 355 • Team Composition 357 • Work Design 362
• Team Processes 363
Turning Individuals into Team Players 365
Team Building and Team-Based Work 367
Beware!Teams Aren't Alwaysthe Answer 368
Global Implications 368
Summary and Implications forManagers 369
Self-Assessment Library How Good Am Iat Building and Leading
a Team? 348
OB in the News Teams Work to Save Lives in Tsunami-Striken Asia 349
Contents xiii
xiv Contents
OB in the News Hero Group: Teams in Action 353
International OB Global Virtual Teams 354
OB in the News SurgicalTeams Lack Teamwork 357
Myth or Science? "Old Teams Can't Learn New Tricks" 362
Self-Assessment Library What Is My Team Efficacy? 365
Point/Counterpoint Sports Teams Are Good Models for
WorkplaceTeams 370
Questions for Review 371
Think and Do 371
Experiential Exercise 371
Ethical Dilemma 372
Case Incident 1 AVirtualTeam at NanawatiAssociates 372
Case Incident 2 Team-Building Retreats 373
Chapter 11
Communication 378
Functions of Communication 382
The Communication Process 383
Direction of Communication 384
Downward Communication 384 • Upward Communication 385 • Lateral
Communication 385
Interpersonal Communication 386
Oral Communication 386 • Written Communication 387 • Nonverbal
Communication 388
Organizational Communication 389
Formal Small-Group Networks 389 • The Grapevine 390 • Electronic
Communications 391 • Knowledge Management 396
Choice of Communication Channel 398
Barriers
to Effective Communication 400
Filtering 400 • Selective Perception 401 • Information
Overload 401 • Emotions 401 • Language 402 • Communication
Apprehension 402 • Gender Differences 402 • "Politically Correct"
Communication 403
Global Implications 404
Summary and Implications for Managers 407
Self-Assessment Library Am Ia Gossip? 381
Mythor Science? "People Are Good at Catching Liars atWork" 386
OB in the News Communication in Organizations: Oral or Written? 387
OBin the News Factors Driving Adoption of InternetPolicy 393
OBin the News Internet Gripe Sites: AChallenge forManagement? 395
OB in the News Starbucks'Great Communicator 397
OB in the News Out-of-the-Box Thinking in the Choice of Communication Channels 400
International OB Lost in Translation? 406
Self-Assessment Library How Good Are My Listening Skills?. 407
Point/Counterpoint KeepIt a Secret 409
Questions for Review 410
Think and Do 410
Experiential Exercise 410
Ethical Dilemma 411
Case Incident 1 Dianna Abdaia 411
Case Incident 2 DoYou Need a Speech Coach? 412
Chapter 12
Basic Approaches to Leadership 4i6
What Is Leadership? 419
Trait Theories 420
Behavioral Theories 422
Ohio State Studies 423 • University of Michigan Studies 424 • Summary of
Trait Theories and Behavioral Theories 424
Contingency Theories: Fiedler Model and Situational Leadership Theory 425
Fiedler Model 426 • Hersey and Blanchard's Situational Theory 429 •
Path-Goal Theory 430 • Path-Goal Variables and Predictions 431 •
Summary of Contingency Theories 432
Leader-Member Exchange (LMX) Theory 432
Decision Theory: Vroom and Yetton's Leader-Participation Model 434
Global Implications 435
European Leadership Style 435 • Asian Perspective 436 • The GLOBE
Project 436
Summary and Implications for Managers 438
Self-Assessment Library What's My Leadership Style? 418
OB in the News Bad Bosses Abound 421
Myth or Science? "Narcissists Make Better Leaders" 422
Self-Assessment Library What's My LPC Score? 426