Table Of Contents:

PART 1: Learning about Organizational Behavior 1(38)

Organizational Behavior and Foundation Competencies 2(37)

Preview Case: Jack Gherty of Land O'Lakes 3(2)

Self Competency 5(2)

Foundation Abilities 5(1)

Career Development 6(1)

Self Competency: Shelly Lazarus of Ogilvy & Mather 7(1)

Communication Competency 7(2)

Foundation Abilities 8(1)

Communication Competency: Lee Korens on Communicating 9(1)

Diversity Competency 9(5)

Foundation Abilities 9(1)

Categories of Diversity 10(2)

Changing Workforce 12(1)

Gender 13(1)

Race and Ethnicity 13(1)

Age 14(1)

Diversity Competency: Ted Childs of IBM 14(1)

Ethics Competency 15(2)

Foundation Abilities 15(1)

Ethical Dilemmas 16(1)

Ethics Competency: Raytheon Company 17(1)

Across Cultures Competency 18(4)

Foundation Abilities 19(1)

Work-Related Cultural Values 19(3)

Across Cultures Competency: Charles Zhang on China's Culture 22(1)

Teams Competency 23(1)

Foundation Abilities 23(1)

Teams and Individualism 23(1)

Teams Competency: West Suburban Hospital's Teams 24(1)

Change Competency 25(1)

Foundation Abilities 25(1)

Technological Forces 26(1)

Change Competency: Alaska Indoor Sports Distributing Ltd. 26(1)

Learning Framework for Individual, Team, and Organizational Effectiveness 27(2)

Individuals in Organizations 27(1)

Leadership and Team Behaviors 28(1)

The Organization Itself 29(1)

Foundation Competencies 29(1)

Chapter Summary 29(1)

Key Terms and Concepts 30(1)

Discussion Questions 31(1)

Experiential Exercise and Case 31(8)

Experiential Exercise: Self Competency---Foundation Competencies Self-Assessment Inventory 31(5)

Case: Change Competency---Anne Mulcaby of Xerox 36(3)

PART 2: Individuals in Organizations 39(168)

Understanding Individual Differences 40(28)

Preview Case: Ann Fudge, CEO of Young & Rubicam, Inc. 41(1)

Personality Determinants 42(3)

Heredity 43(1)

Environment 43(2)

Self Competency: David Neeleman of JetBlue 45(1)

Personality and Behavior 46(5)

Big Five Personality Factors 46(2)

Self-Esteem 48(1)

Locus of Control 48(1)

Introversion and Extraversion 49(1)

Emotional Intelligence 50(1)

Organizational Uses 51(1)

Teams Competency: Thrive Networks 51(1)

The Person and the Situation 52(1)

Work Attitudes and Behavior 52(5)

Components of Attitudes 53(1)

Key Work-Related Attitudes: Hope, Job Satisfaction, and Organizational Commitment 53(4)

Communication Competency: The Container Store 57(2)

Emotions and Performance 59(2)

A Model of Emotions 60(1)

Change Competency: Kenneth Chenault of American Express 61(1)

Chapter Summary 62(1)

Key Terms and Concepts 63(1)

Discussion Questions 63(1)

Experiential Exercises 64(4)

Experiential Exercise: Self Competency---Assessing the Big Five 64(2)

Experiential Exercise: Self Competency---What's Your Emotional IQ? 66(2)

Perceptions and Attributions 68(26)

Preview Case: Chet Cadieux, CEO of QuikTrip 69(1)

The Perceptual Process 70(1)

Across Cultures Competency: Selling Frito-Lay Chips in China 71(1)

Perceptual Selection 72(1)

External Factors 72(1)

Communication Competency: Just My Type 73(3)

Internal Factors 74(2)

Person Perception 76(2)

The Perceived 76(1)

The Perceiver 76(1)

The Situation 77(1)

Impression Management 77(1)

Perceptual Errors 78(2)

Accuracy of Judgment 78(1)

Perceptual Defense 79(1)

Stereotyping 79(1)

Diversity Competency: Home Depot 80(2)

Halo Effect 80(1)

Projection 81(1)

The Role of Culture 81(1)

Self Competency: Doing Business in Arab Countries 82(1)

Attributions: Why People Behave as They Do 83(5)

The Attribution Process 84(1)

Internal versus External Causes of Behavior 85(1)

Attributions of Success and Failure 86(2)

Chapter Summary 88(1)

Key Terms and Concepts 89(1)

Discussion Questions 89(1)

Experiential Exercise and Case 89(1)

Experiential Exercise: Self Competency---The Perception Process 89(2)

Case: Self Competency---Brady Lowry 91(3)

Learning and Reinforcement 94(24)

Preview Case: Mini Maids 95(1)

Learning through Rewards and Punishments 96(2)

Classical Conditioning 96(1)

Operant Conditioning 97(1)

Contingencies of Reinforcement 98(3)

Positive Reinforcement 100(1)

Communication Competency: Gary Logan at Kodak 101(6)

Organizational Rewards 102(1)

Negative Reinforcement 102(1)

Omission 103(1)

Punishment 104(3)

Change Competency: Discipline without Punishment 107(1)

Guidelines for Using Contingencies of Reinforcement 107(1)

Schedules of Reinforcement 108(2)

Continuous and Intermittent Reinforcement 108(1)

Fixed Interval Schedule 108(1)

Variable Interval Schedule 109(1)

Fixed Ratio Schedule 109(1)

Across Cultures Competency: Northern Shipbuilding of China 110(1)

Variable Ratio Schedule 110(1)

Social Learning Theory 110(3)

Symbolizing 111(1)

Forethought 112(1)

Vicarious Learning 112(1)

Self-Control 112(1)

Teams Competency: Rowe Furniture's Focused Factory 113(2)

Self-Efficacy 113(1)

Organizational Guidelines 114(1)

Chapter Summary 115(1)

Key Terms and Concepts 116(1)

Discussion Questions 116(1)

Experiential Exercise and Case 116(2)

Experiential Exercise: Self Competency---What Is Your Self-Efficacy? 116(1)

Case: Communication Competency---The Nordstrom Way 117(1)

Fundamentals of Motivation 118(32)

Preview Case: Starbucks 119(1)

The Basic Motivational Process 120(3)

Core Phases 121(1)

Motivational Challenges 122(1)

Motivating Employees through Satisfying Human Needs 123(5)

Needs Hierarchy Model 123(2)

Achievement Motivation Model 125(3)

Self Competency: John Schnatter of Papa John's Pizza 128(1)

Motivating Employees through Job Design 129(4)

Motivator--Hygiene Model 129(1)

Job Characteristics Model 130(3)

Teams Competency: SEI Investments 133(1)

Cultural Influences 133(1)

Motivating Employees through Performance Expectations 134(5)

Expectancy Model 134(5)

Across Cultures Competency: McProgrammers 139(1)

Motivating Employees through Equity 139(3)

Equity Model: Balancing Inputs and Outcomes 140(2)

Ethics Competency: Employee Theft 142(2)

Procedural Justice: Making Decisions Fairly 142(2)

Chapter Summary 144(1)

Key Terms and Concepts 145(1)

Discussion Questions 145(1)

Experiential Exercise and Case 146(4)

Experiential Exercise: Self Competency---Designing a Challenging Job 146(1)

Case: Teams Competency---SAS Institute 147(3)

Motivation through Goal Setting and Reward Systems 150(24)

Preview Case: UPS 151(1)

Model of Goal Setting and Performance 152(3)

Importance of Goal Setting 152(1)

Challenge 153(2)

Teams Competency: NASCAR Racing 155(3)

Moderators 155(2)

Mediators 157(1)

Performance 158(1)

Ethics Competency: The Gap 158(2)

Rewards 159(1)

Satisfaction 159(1)

Effects of Goal Setting 160(1)

Impact on Performance 160(1)

Communication Competency: The Ritz-Carlton Hotel 161(1)

Limitations to Goal Setting 161(1)

Organizational Guidelines 162(1)

Reward Systems for High Performance 162(7)

Gain-Sharing Programs 163(2)

Profit-Sharing Programs 165(1)

Skill-Based Pay 166(1)

Flexible Benefit Plans 166(1)

Organizational Guidelines 167(2)

Across Cultures Competency: Reward Practices in Different Cultures 169(1)

Chapter Summary 169(1)

Key Terms and Concepts 170(1)

Discussion Questions 170(1)

Experiential Exercise and Case 171(3)

Experiential Exercise: Self Competency---Goal Setting 171(1)

Case: Diversity Competency---Allstate Insurance Company 172(2)

Workplace Stress and Aggression 174(33)

Preview Case: Erica Benson 175(1)

Concept of Stress 176(2)

Fight-or-Flight Response 176(1)

The Stress Experience 177(1)

Role of Personality in Stress 178(3)

The Type A Personality 178(2)

The Hardy Personality 180(1)

Primary Sources of Stress 181(1)

Organizational Sources 181(1)

Teams Competency: Bruce Goode of Works Corporation 182(4)

Life Stressors 184(2)

Impacts of Stress 186(3)

Impacts on Health 186(1)

Impacts on Performance 187(1)

Impacts on Job Burnout 188(1)

Self Competency: John Houghom's Burnout Experience 189(4)

Managing Stress 190(1)

Individual Practices 190(1)

Organizational Practices 191(2)

Change Competency: Dofasco's Wellness Program 193(1)

Workplace Aggression 193(4)

Workplace Bullying 194(3)

Sexual Harassment 197(1)

Diversity Competency: OfficeWorks' Sexual Harassment Policy 197(5)

Workplace Violence 199(3)

Aggression toward the Organization 202(1)

Chapter Summary 202(1)

Key Terms and Concepts 203(1)

Discussion Questions 203(1)

Experiential Exercise and Case 204(3)

Experiential Exercise: Self Competency---Determining Your Stress Level 204(1)

Case: Ethics Competency---Ethical Dilemma at Northlake 205(2)

PART 3: Leadership and Team Behaviors 207(148)

Leading Effectively: Foundations 208(26)

Preview Case: Amy Brinkley of Bank of America 209(2)

Power and Political Behavior 211(4)

Leaders' Use of Power 211(2)

Use of Political Behavior 213(2)

Self Competency: Arlivia Gamble of State Farm 215(1)

Traditional Leadership Models 216(1)

Traits Model of Leadership 216(1)

Ethics Competency: Norman Augustine of Lockheed Martin 217(4)

Behavioral Model of Leadership 218(3)

Situational Leadership® Model 221(3)

Leadership Styles 221(2)

Situational Contingency 223(1)

Choosing a Leadership Style 223(1)

Implications for Leaders 223(1)

Communication Competency: Michelle Miller of Walgreens 224(1)

Vroom-Jago Leadership Model 225(3)

Leadership Styles 225(1)

Situational Variables 226(1)

Solution Matrix 226(2)

Change Competency: Your Leadership as Director of Research 228(1)

Implications for Leaders 229(1)

Chapter Summary 229(1)

Key Terms and Concepts 230(1)

Discussion Questions 230(1)

Experiential Exercise and Case 231(3)

Experiential Exercise: Self Competency---Personal Power Inventory 231(1)

Case: Change Competency---Ashley Automotive---Changing Times 232(2)

Leading Effectively: Contemporary Developments 234(22)

Preview Case: Ed Breen of Tyco International 235(1)

Transactional Leadership 236(1)

Key Components 236(1)

Self Competency: Guangchang Guo of Shanghai Fortune High Technology Group 237(1)

Implications for Leaders 238(1)

Charismatic Leadership 238(2)

Key Components 238(2)

Communication Competency: Richard Branson of the Virgin Group 240(2)

Implications for Leaders 241(1)

Authentic Leadership 242(2)

Key Components 242(2)

Ethics Competency: Richard Johnson of BET 244(1)

Implications for Leaders 245(1)

Transformational Leadership 245(3)

Key Components 245(3)

Change Competency: Mike McGavick of Safeco 248(2)

Implications for Leaders 249(1)

Similarities and Differences in Models 249(1)

Chapter Summary 250(1)

Key Terms and Concepts 251(1)

Discussion Questions 251(1)

Experiential Exercise and Case 251(5)

Experiential Exercise: Self Competency---Transformational Leadership Inventory 251(1)

Case: Change Competency---Meg Whitman of eBay 252(4)

Developing and Leading Teams 256(36)

Preview Case: Mayo Clinic and Teams 257(1)

Characteristics of Groups 258(1)

Classifications of Groups 258(1)

Informal Groups 258(1)

Effective Groups 259(1)

Communication Competency: Mayo Clinic's Surgical Suite Design Team 259(1)

Types of Work-Related Teams 260(5)

Functional Team 260(1)

Problem-Solving Team 261(1)

Cross-Functional Team 262(1)

Self-Managed Team 263(2)

Teams Competency: Bayer's High Speed Line Team 265(3)

Virtual Team 266(1)

Global Team 267(1)

Across Cultures Competency: Unilever Latin America's Global Virtual Team 268(1)

Stages of Team Development 269(5)

Forming Stage 269(1)

Storming Stage 270(1)

Norming Stage 271(1)

Performing Stage 271(1)

Adjourning Stage 272(1)

Potential Team Dysfunctions 272(2)

Key Influences on Team Effectiveness 274(8)

Context 274(1)

Goals 275(1)

Team Size 276(1)

Team Member Roles and Diversity 277(2)

Norms 279(2)

Cohesiveness 281(1)

Leadership 282(1)

Self Competency: Linda Dillman's Team Leadership 282(1)

Stimulating Team Creativity 283(3)

Nominal Group Technique 283(2)

Traditional Brainstorming 285(1)

Change Competency: Creative Process at Play 286(1)

Electronic Brainstorming 286(1)

Chapter Summary 287(1)

Key Terms and Concepts 288(1)

Discussion Questions 288(1)

Experiential Exercise and Case 289(3)

Experiential Exercise: Team Competency---Team Assessment Inventory 289(1)

Case: Teams Competency---Who Is Minding the Store: Absence of Teamwork? 290(2)

Managing Conflict and Negotiating Effectively 292(30)

Preview Case: KLA-Tencor 293(2)

Levels of Conflict 295(4)

Intrapersonal Conflict 295(1)

Interpersonal Conflict 296(1)

Intragroup Conflict 297(1)

Intergroup Conflict 298(1)

Diversity Competency: Georgia Power's Affinity Groups 299(1)

Interpersonal Conflict-Handling Styles 300(4)

Avoiding Style 301(1)

Forcing Style 301(1)

Accommodating Style 302(1)

Collaborating Style 302(1)

Compromising Style 303(1)

Effectiveness of Styles 304(1)

Communication Competency: ATM Express 304(1)

Negotiation in Conflict Management 305(4)

Stages of Negotiation 305(2)

Distributive Negotiations Strategy 307(1)

Integrative Negotiations Strategy 308(1)

Teams Competency: Cinergy's Residential Collections Negotiations 309(3)

Four Influences on Negotiation Strategies 310(2)

Negotiating Across Cultures 312(4)

Differences in Negotiators 313(1)

Cross-Cultural Emotional Intelligence 314(1)

Negotiation Process 315(1)

Across Cultures Competency: Chinese Negotiating Style 316(1)

Chapter Summary 317(1)

Key Terms and Concepts 318(1)

Discussion Questions 318(1)

Experiential Exercise and Case 318(4)

Experiential Exercise: Self Competency---Conflict-Handling Styles 318(3)

Case: Across Cultures Competency---The Arrogant Engineers 321(1)

Interpersonal Communication in Organizations 322(33)

Preview Case: David Radcliffe of Hogg Robinson 323(1)

Elements of Interpersonal Communication 324(7)

Sender and Receiver 324(1)

Transmitters and Receptors 325(1)

Messages and Channels 325(1)

Meaning and Feedback 326(2)

Interpersonal Barriers 328(2)

Cultural Barriers 330(1)

Across Cultures Competency: Caterpillar's Piazza 331(1)

Fostering Ethical Interpersonal Communications 332(6)

Communication Openness 334(1)

Constructive Feedback 335(2)

Appropriate Self-Disclosure 337(1)

Active Listening 338(1)

Communication Competency: FPA's Culture of Conversation 338(1)

Nonverbal Communication 339(5)

Types of Nonverbal Cues 339(2)

Cultural Differences 341(2)

Status Differences 343(1)

Organizational Use 344(1)

Interpersonal Communication Networks 344(3)

Individual Network 344(2)

Informal Group Network 346(1)

Formal Employee Network 347(1)

Communication Competency: Sensis Employee Communication Strategy 347(1)

Organizational Use 348(1)

Chapter Summary 348(2)

Key Terms and Concepts 350(1)

Discussion Questions 350(1)

Experiential Exercises 350(5)

Experiential Exercise: Self Competency---Interpersonal Communication Practices 350(3)

Experiential Exercise: Communication Competency---Political Skill Inventory 353(2)

PART 4: The Organization 355(122)

Managerial and Ethical Decision Making 356(28)

Preview Case: JC Penney's Golden Rules of Conduct 357(1)

Making Ethical Decisions 358(9)

Ethical Intensity 359(3)

Decision-Making Principles and Decision Rules 362(3)

Concern for Affected Individuals 365(1)

Benefits and Costs 365(1)

Determination of Rights 366(1)

Ethics Competency: Norm Brodsky's Drug Testing Dilemma 367(1)

Managerial Decision-Making Models 368(2)

Rational Model 368(2)

Change Competency: St. Vincent's Rational Initiatives 370(4)

Bounded Rationality Model 371(3)

Communication Competency: Julie Rodriguez of Epic Divers and Marine 374(2)

Political Model 375(1)

Stimulating Organizational Creativity 376(3)

Lateral Thinking Method 377(2)

Self Competency: Donna Kacmar of Architect Works, Inc. 379(1)

Devil's Advocate Method 379(1)

Chapter Summary 380(1)

Key Terms and Concepts 380(1)

Discussion Questions 381(1)

Experiential Exercise and Case 381(3)

Experiential Exercise: Ethics Competency---You Make the Decision 381(1)

Case: Self Competency--Can They Do That? The Case of the Uncomfortable Intern 382(2)

Designing Organizations 384(32)

Preview Case: Kellogg Company 385(2)

Key Factors in Organization Design 387(4)

Environmental Factors 388(1)

Strategic Factors 389(2)

Change Competency: 7-Eleven 391(3)

Technological Factors 393(1)

Mechanistic and Organic Organizations 394(5)

Hierarchy of Authority 396(1)

Division of Labor 396(1)

Rules and Procedures 397(1)

Impersonality 397(1)

Chain of Command 398(1)

Span of Control 398(1)

Across Cultures Competency: Latin American versus U.S. Management Practices 399(1)

Traditional Organization Designs 400(5)

Organizational Design Options 400(1)

Functional Design 401(1)

Place Design 402(1)

Product Design 403(1)

Multidivisional Design (M-Form) 404(1)

Contemporary Organization Designs 405(1)

Multinational Design 405(1)

Communication Competency: Electrolux 406(3)

Network Design 407(2)

Communication Competency: Dream Works SKG 409(2)

Chapter Summary 411(1)

Key Terms and Concepts 411(1)

Discussion Questions 412(1)

Experiential Exercise and Case 412(4)

Experiential Exercise: Communication Competency---Is Your Organization Designed for High Performance? 412(1)

Case: Change Competency---Amazon.com 413(3)

Cultivating Organizational Culture 416(30)

Preview Case: Google 417(1)

Dynamics of Organizational Culture 418(4)

Forming a Culture 421(1)

Across Cultures Competency: Grupo Carso 422(5)

Sustaining a Culture 423(3)

Changing a Culture 426(1)

Change Competency: Harley-Davidson 427(1)

Types of Organizational Culture 428(4)

Bureaucratic Culture 429(1)

Clan Culture 430(1)

Entrepreneurial Culture 430(1)

Market Culture 431(1)

Culture-Performance Relationships 431(1)

Ethical Behavior and Organizational Culture 432(2)

Impact of Culture 433(1)

Whistle-Blowing 433(1)

Communication Competency: What Would You Do? 434(1)

Fostering Cultural Diversity 435(1)

Challenges 435(1)

Self Competency: Linda Glick at Levi Strauss 436(1)

Effective Diversity Programs 436(1)

Socialization of New Employees 437(3)

Organizational Socialization Process 438(1)

Dilemmas in Socialization 439(1)

Chapter Summary 440(1)

Key Terms and Concepts 441(1)

Discussion Questions 441(1)

Experiential Exercise and Case 441(5)

Experiential Exercise: Self Competency---Assessing the Culture of Your Organization 441(2)

Case: Teams Competency---Southwest Airlines' Culture 443(3)

Guiding Organizational Change 446(31)

Preview Case: Hewlett-Packard 447(1)

Challenges of Change 448(3)

Pressures for Change 449(2)

Across Cultures Competency: Western Union 451(7)

Types of Change Approaches 452(2)

Organizational Use 454(2)

Organizational Diagnosis 456(2)

Resistance to Change 458(3)

Individual Resistance 458(3)

Self Competency: Are You Ready to Change? 461(5)

Organizational Resistance 462(2)

Overcoming Resistance 464(2)

Teams Competency: Shell's Change Process 466(1)

Promoting Change 467(4)

Interpersonal Methods 467(1)

Team Methods 467(3)

Organizational Methods 470(1)

Communication Competency: Just in Time at Toyota 471(1)

Ethical Issues in Organizational Change 472(1)

Chapter Summary 473(1)

Key Terms and Concepts 474(1)

Discussion Questions 474(1)

Experiential Exercise and Case 474(3)

Experiential Exercise: Self Competency---Is Your Organization Ready for Change? 474(1)

Case: Communication Competency---3M 475(2)

PART 5: Integrating Cases 477

Case 1 Whole Foods Market 478(4)

Case 2 The Road to Hell 482(3)

Case 3 A Novice Manager's Tale of Woe 485(4)

Case 4 Bob Knowlton 489(4)

Case 5 Zelte USA 493(3)

Case 6 Telereach: Dissatisfaction and Declining Morale in Self-Directed Work Teams 496(6)

Case 7 Tick, Tock: A Time Clock Rules the Workplace 502(3)

Case 8 EM, Inc. 505(5)

Case 9 It Isn't so Simple: Infrastructure Change at Royce Consulting 510
BizFlix 1(1)
References 1(1)
Author Index 1(8)
Subject and Organizational Index 9