CiNii Books - Organizational behavior

People, processes, and technology. These are the three major drivers of business achievement. The best leaders inherently understand that great companies start with great people. This is as true now as it was during the beginning of the industrial revolution, and understanding and staying current on the latest organizational behavior research and best practices paves the way for managerial success. In this updated edition of Organizational Behavior, theory, new research and real-world case studies are combined in an engaging manner to blend together the critical concepts and skills needed to successfully manage others and build a strong organization across all levels of a company. Featuring an in-depth view of the process and practice of managing individuals, teams, and entire organizations, the text provides a solid foundation for students and future managers.

Table of Contents

About the authors iii Preface vii Acknowledgments xv Opening Case Study: "The Right Thing to Do Is Start with the Crew" The Case of Trader Joe's xxv Part 1 The Strategic Lens 1 A Strategic Approach to Organizational Behavior 1 Exploring Behavior in Action: Strategic Use of Human Capital: A Key Element of Success at P&G and The Container Store 1 The Strategic Importance of: Organizational Behavior 3 Basic Elements of Organizational Behavior 3 Importance of Using a Strategic Lens 4 Experiencing Organizational Behavior: Nick Johnson, Susan Williams, and Other Not-Ready-for- Primetime Managers 6 Foundations of a Strategic Approach to Organizational Behavior 7 Definition of an Organization 7 The Role of Human Capital in Creating Competitive Advantage 8 The Nature of Human Capital 8 The Concept of Competitive Advantage 9 Human Capital as a Source of Competitive Advantage 9 Overall Potential for Competitive Advantage 11 Managerial Advice: Leveraging Human Capital with Twitter, Workplace, and Other Social Networking Tools 12 Positive Organizational Behavior 13 High-Involvement Management 14 Key Characteristics of High-Involvement Management 14 Evidence for the Effectiveness of High-Involvement Management 17 Demands on Managers 17 Experiencing Organizational Behavior: Pixar: An Organization of Happy, Innovative People 19 Organization of the Book 20 What This Chapter Adds to Your Knowledge Portfolio 21 Back to the Knowledge Objectives 22 Key Terms 22 Human Resource Management Applications 22 Building Your Human Capital: Career Style Inventory 23 An Organizational Behavior Moment: All in a Day's Work 26 Team Exercise: McDonald's: A High-Involvement Organization? 27 Endnotes 28 2 Organizational Diversity 33 Exploring Behavior in Action: Diversity in Silicon Valley: An Example from Twitter 33 The Strategic Importance of: Organizational Diversity 34 Diversity Defined 36 Forces of Change 38 Changing Population Demographics 38 Increase in the Service Economy 40 The Global Economy 40 Requirements for Teamwork 40 Diversity Management and High-Involvement Organizations 41 Individual Outcomes 41 Group Outcomes 42 Organizational Outcomes 42 Societal and Moral Outcomes 43 Experiencing Organizational Behavior: Diversity at the Top 45 Roadblocks to Diversity 46 Prejudice and Discrimination 46 Stereotyping 47 Differences in Social Identity 50 Experiencing Organizational Behavior: Women, Work, and Stereotypes 52 Power Differentials 53 Poor Structural Integration 53 Communication Problems 55 Effectively Creating and Managing Diversity 55 Managerial Advice: Promoting a Positive Diversity Environment 57 The Strategic Lens 58 What This Chapter Adds to Your Knowledge Portfolio 59 Back to the Knowledge Objectives 59 Thinking about Ethics 60 Key Terms 60 Human Resource Management Applications 60 Building Your Human Capital: What's Your DQ (Diversity Quotient)? 61 An Organizational Behavior Moment: Project 'Blow Up' 62 Team Exercise: What Is It Like to Be Different? 63 Endnotes 64 3 Organizational Behavior in a Global Context 69 Exploring Behavior in Action: McDonald's Thinks Globally and Acts Locally 69 The Strategic Importance of: Organizational Behavior in a Global Context 71 Globalization and Institutions 71 Globalization 71 Managerial Advice: Multinational Corporations Achieving Globalization 73 Institutions 74 The Globalization Experience for Associates and Managers 75 Internationally Focused Jobs 76 Foreign Job Assignments 78 Experiencing Organizational Behavior: I Am a Triangle: The Difficulties of Repatriation Story 80 Foreign Nationals as Colleagues 82 Opportunities for International Participation 83 Multidomestic Firms 84 Global Firms 84 High-Involvement Management in the International Dimensions of National Culture 86 Experiencing Organizational Behavior: Managing Diverse Cultures 88 National Culture and High-Involvement Management 89 Information Sharing 89 Decision Power and Individual Autonomy 90 Decision Power and Self-Managing Teams 90 Ethics in the International Context 91 The Strategic Lens 94 What This Chapter Adds to Your Knowledge Portfolio 94 Back to the Knowledge Objectives 95 Thinking about Ethics 96 Key Terms 96 Human Resource Management Applications 96 Building Your Human Capital: Assessment of Openness for International Work 96 An Organizational Behavior Moment: Managing in a Foreign Land 98 Team Exercise: International Etiquette 98 Endnotes 99 Part 2 Individual Processes 4 Learning and Perception 105 Exploring Behavior in Action: The Strategic Importance of Learning and Perception 105 Fundamental Learning Principles 107 Operant Conditioning and Social Cognitive Theory 108 Contingencies of Reinforcement 108 Managerial Advice: Punishment: Creating a Climate of Fear 110 Schedules of Reinforcement 111 Social Learning and Cognition 113 Other Conditions for Learning 114 Training and Enhancing the Performance of Associates 115 OB Mod 116 Simulations 116 Learning from Failure 118 Experiencing Organizational Behavior: Why Training Doesn't Always Work! 120 Perception 121 Perceptions of People 122 Self-Perception 126 Attributions of Causality 126 Experiencing Organizational Behavior: Great Bear Wilderness Crash 126 Internal-External Attribution 127 Attributions of Success and Failure 128 Task Perception 129 The Strategic Lens 129 What This Chapter Adds to Your Knowledge Portfolio 130 Back to the Knowledge Objectives 131 Thinking about Ethics 131 Key Terms 131 Human Resource Management Applications 131 Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations 132 An Organizational Behavior Moment: It's Just a Matter of Timing 132 Team Exercise: Best Bet for Training 133 Endnotes 134 5 Personality, Intelligence, Attitudes, and Emotions 138 Exploring Behavior in Action: Personality Testing in the Hiring Process: I Know She's Smart and Accomplished But Does She Have "Personality"? 138 The Strategic Importance of: Personality, Intelligence, Attitudes, and Emotions 140 Fundamentals of Personality 140 Determinants of Personality Development 141 The Big Five Personality Traits 142 The Big Five and High-Involvement Management 145 The Dark Triad 145 Experiencing Organizational Behavior: Narcissism in the CEO Suite and Oval Office 147 General Cognitive and Motivational Aspects of Personality 148 Some Cautionary and Concluding Remarks 151 Intelligence 151 Experiencing Organizational Behavior: Intelligence and Intelligence Testing in the National Football League 153 Attitudes 153 Attitude Formation 155 Two Important Attitudes in the Workplace 157 Managerial Advice: Job Satisfaction Remains Too Low! 158 Attitude Change 161 Emotions 163 Direct Effects of Emotions on Behavior 164 Emotional Labor 164 Emotional Intelligence 165 The Strategic Lens 167 What This Chapter Adds to Your Knowledge Portfolio 167 Back to the Knowledge Objectives 168 Thinking about Ethics 169 Key Terms 169 Human Resource Management Applications 169 Building Your Human Capital: Big Five Personality Assessment 169 An Organizational Behavior Moment: Whatever Is Necessary! 171 Team Exercise: Experiencing Emotional Labor 171 Endnotes 172 6 Work Motivation 179 Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates 179 The Strategic Importance of: Work Motivation 181 What Is Motivation? 181 Content Theories of Motivation 182 Hierarchy of Needs Theory 182 Theory of Achievement, Affiliation, and Power 184 Two-Factor Theory 186 Managerial Advice: Managers over the Edge 187 Conclusions Regarding Content Theories 188 Process Theories of Motivation 189 Expectancy Theory 189 Equity Theory 191 Goal-Setting Theory 193 Experiencing Organizational Behavior: Making Visible Changes 196 Conclusions Regarding Process Theories 197 Motivating Associates: An Integration of Motivation Theories 198 Find Meaningful Individual Rewards 198 Tie Rewards to Performance 199 Experiencing Organizational Behavior: Tying Rewards to Performance at Microsoft 201 Redesign Jobs 202 Provide Feedback 203 Clarify Expectations and Goals 204 Putting Employee Motivation into Practice through Employee Engagement 204 What Organizations Are Doing to Promote Employee Engagement 205 The Strategic Lens 207 What This Chapter Adds to Your Knowledge Portfolio 208 Back to the Knowledge Objectives 209 Thinking about Ethics 209 Key Terms 209 Human Resource Management Applications 210 Building Your Human Capital: Assessing Your Needs 210 An Organizational Behavior Moment: The Motivation of a Rhodes scholar 211 Team Exercise: Workplace Needs and Gender 212 Endnotes 212 7 Stress and Well-Being 218 Exploring Behavior in Action: Stress Can Be Deadly 218 The Strategic Importance of: Workplace Stress 219 Workplace Stress Defined 220 Two Models of Workplace Stress 222 Demand-Control Model 222 Effort-Reward Imbalance Model 224 Organizational and Work-Related Stressors 225 Role Conflict 225 Managerial Advice: Restoring and Maintaining Work-Life Balance 226 Role Ambiguity 227 Work Overload 227 Occupation 228 Resource Inadequacy 228 Working Conditions 228 Management Style 228 Monitoring 229 Job Insecurity 229 Bullying and Incivility in the Workplace 229 Experiencing Organizational Behavior: Incivility on the Job: The Cost of Being Nasty 230 Individual Influences on Experiencing Stress 231 Type A versus Type B Personality 231 Self-Esteem 232 Hardiness 232 Gender 232 Individual and Organizational Consequences of Stress 233 Individual Consequences 233 Organizational Consequences 235 Managing Workplace Stress 235 Individual Stress Management 236 Organizational Stress Management 237 Experiencing Organizational Behavior: Incentives for Participating in Wellness Programs 238 The Strategic Lens 239 What This Chapter Adds to Your Knowledge Portfolio 240 Back to the Knowledge Objectives 240 Thinking about Ethics 241 Key Terms 241 Human Resource Management Applications 241 Building Your Human Capital: How Well Do You Handle Stress? 241 An Organizational Behavior Moment: Friend or Associate? 242 Team Exercise: Dealing with Stress 243 Endnotes 243 Part 3 Groups, Teams, and Social Processes 8 Leadership 250 Exploring Behavior in Action: Maria Yee and the Green Furniture Revolution 250 The Strategic Importance of: Leadership 252 The Nature of Leadership 252 Trait Theory of Leadership 253 Experiencing Organizational Behavior: The Merchant Prince 255 Behavioral Theories of Leadership 257 University of Michigan Studies 257 The Ohio State University Studies 258 Contingency Theories of Leadership 259 Fiedler's Contingency Theory of Leadership Effectiveness 259 The Path-Goal Leadership Theory 262 Conclusions Regarding Contingency Theories 263 Transactional and Transformational Leadership 264 Managerial Advice: Ursula Burns, Chairwoman and CEO of Xerox 265 Experiencing Organizational Behavior: Effective Leadership. Authentic Leadership! 269 Additional Topics of Current Relevance 270 Leader-Member Exchange 270 Servant Leadership 271 Gender and Leadership 271 Global Differences in Leadership 273 The Strategic Lens 275 What This Chapter Adds to Your Knowledge Portfolio 275 Back to the Knowledge Objectives 276 Thinking about Ethics 277 Key Terms 277 Human Resource Management Applications 277 Building Your Human Capital: Are You a Transformational Leader? 277 An Organizational Behavior Moment: The Two Presidents 279 Team Exercise: Coping with People Problems 280 Endnotes 281 9 Communication 286 Exploring Behavior in Action: Misunderstandings and Dangerous Runway Incidents 286 The Strategic Importance of: Communication 288 The Communication Process 288 Interpersonal Communication 290 Formal versus Informal Communication 290 Communication Styles 291 Communication Media 292 Communication Technology 293 Nonverbal Communication 294 Managerial Advice: Surfing for Applicants 295 Organizational Communication 297 Communication Networks 297 Direction of Organizational Communication 299 Experiencing Organizational Behavior: Communication at J. Crew: Mickey Drexler 300 Barriers to Effective Communication 302 Individual Barriers 302 Experiencing Organizational Behavior: Adverse Events in the Hospital Operating Room 304 Organizational Barriers 305 Overcoming Communication Barriers 309 Encourage Proactive Individual Actions 309 Conduct Communication Audits 310 Improve Communication Climates 311 The Strategic Lens 311 What This Chapter Adds to Your Knowledge Portfolio 312 Back to the Knowledge Objectives 312 Thinking about Ethics 313 Key Terms 313 Human Resource Management Applications 313 Building Your Human Capital: Presentation Dos and Don'ts 314 An Organizational Behavior Moment: Going North 315 Team Exercise: Communication Barriers 316 Endnotes 316 10 Decision Making by Individuals and Groups 321 Exploring Behavior in Action: Decision Outcomes: Billy Beane and the Oakland Athletics Baseball Club 321 The Strategic Importance of: Decision Making 322 Fundamentals of Decision Making 323 Basic Steps in Decision Making 323 Optimal versus Satisfactory Decisions 325 Individual Decision Making 326 Experiencing Organizational Behavior: Complex Decisions at Unilever: Large, Diverse and Socially Responsible 326 Decision-Making Styles 327 Managerial Advice: Nurturing Alternative Decision Styles 330 Degree of Acceptable Risk 331 Cognitive Biases 332 Moods and Emotions 333 Group Decision Making 335 Group Decision-Making Pitfalls 335 Group Decision-Making Techniques 338 Who Should Decide? Individual versus Group Decision Making 341 Associate Involvement in Managerial Decisions 341 Experiencing Organizational Behavior: The Vroom- Yetton Model and Military Decisions during the U.S. Civil War 343 Value of Individual versus Group Decision Making 344 The Strategic Lens 347 What This Chapter Adds to Your Knowledge Portfolio 347 Back to the Knowledge Objectives 348 Thinking about Ethics 349 Key Terms 349 Human Resource Management Applications 349 Building Your Human Capital: Decision Style Assessment 349 An Organizational Behavior Moment: Decision Making at a Nuclear Power Facility 350 Team Exercise: Group Decision Making in Practice 352 Endnotes 352 11 Groups and Teams 358 Exploring Behavior in Action: Teamwork at Starbucks 358 The Strategic Importance of: Groups and Teams 359 The Nature of Groups and Teams 360 Groups and Teams Defined 360 Informal and Formal Groups 361 Identity Groups 361 Virtual Teams 362 Functional Teams 363 Self-Managing Teams 363 Team Effectiveness 364 Knowledge Criteria 364 Experiencing Organizational Behavior: Teams at McKinsey & Company 365 Affective Criteria 366 Outcome-Acceptability of Team Outputs 366 Outcome-Team Viability for the Future 366 Is the Team Needed? 366 Factors Affecting Team Effectiveness 367 Team Composition 367 Team Structure 369 Team Processes 372 Experiencing Organizational Behavior: Backup at Cirque Du Soleil 373 Team Development 377 Managing for Effective Teams 378 Top Management Support 378 Support Systems 379 Managerial Advice: The Pros and Cons of Experiential Teambuilding 381 The Strategic Lens 382 What This Chapter Adds to Your Knowledge Portfolio 383 Back to the Knowledge Objectives 383 Thinking about Ethics 384 Key Terms 384 Human Resource Management Applications 384 Building Your Human Capital: Do You Have a Team? 384 An Organizational Behavior Moment: The New Quota 385 Team Exercise: Virtual Versus Real Teams 386 Endnotes 386 12 Conflict, Negotiation, Power, and Politics 392 Exploring Behavior in Action: The Green Revolution 392 The Strategic Importance of: Conflict, Negotiation, Power, and Politics 394 The Nature of Conflict 394 Dysfunctional and Functional Conflict 395 Types of Conflict 396 Causes of Dysfunctional Conflict within Organizations 397 Structural Factors 397 Experiencing Organizational Behavior: Avoiding Dysfunctional Conflict at Chemonics and the Vancouver Aquarium 399 Communication 400 Leadership 400 Cognitive Factors 401 Individual Characteristics 401 History 403 Conflict Escalation and Outcomes 403 Conflict Escalation 403 Conflict Outcomes 404 Experiencing Organizational Behavior: Workplace Aggression 405 Responses to Conflict 406 Negotiation 407 Negotiation Strategies 408 The Formal Negotiation Process 408 Managerial Advice: A Costly Conflict Resolution: The Importance of Negotiation 410 Power 412 Bases of Individual Power 412 An Example of Power 413 Strategic Contingencies Model of Power 415 Organizational Politics 416 The Strategic Lens 418 What This Chapter Adds to Your Knowledge Portfolio 418 Back to the Knowledge Objectives 419 Thinking about Ethics 419 Key Terms 419 Human Resource Management Applications 420 Building Your Human Capital: Are You Ready to Manage with Power? 420 An Organizational Behavior Moment: The Making of The Brooklyn Bluebirds 420 Team Exercise: Managing Conflict 421 Endnotes 422 Part 4 The Organizational Context 13 Organizational Structure and Culture 427 Exploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx 427 The Strategic Importance of: Organizational Structure and Culture 429 Fundamental Elements of Organizational Structure 430 Structural Characteristics 430 Structuring Characteristics 433 The Modern Organization 433 Factors Affecting Organizational Structure 434 The Role of Strategy 435 Experiencing Organizational Behavior: The IDEO Way: Adapting through Innovative Design 437 The Role of Environment 438 The Role of Technology 441 The Role of Organizational Size 443 Summary Comments on Structure 444 Experiencing Organizational Behavior: Google Culture and High-Quality Associates Produce Innovation 444 Organizational Culture 445 Competing Values Model of Culture 447 Cultural Socialization 448 Cultural Audits 450 Subcultures 450 Managerial Advice: A Costly Culture 451 Person-Organization Fit 452 The Strategic Lens 454 What This Chapter Adds to Your Knowledge Portfolio 455 Back to the Knowledge Objectives 456 Thinking about Ethics 456 Key Terms 457 Human Resource Management Applications 457 Building Your Human Capital: An Assessment of Creativity 457 An Organizational Behavior Moment: How Effective Is Hillwood Medical Center? 459 Team Exercise: Words-in-Sentences Company 460 Endnotes 461 14 Organizational Change and Development 467 Exploring Behavior in Action: Onward and Upward at Starbucks 467 The Strategic Importance of: Organizational Change and Development 468 Pressures for Organizational Change 469 Internal Pressures for Change 470 External Pressures for Change 472 Managerial Advice: Social Pressures for "Green" Policies and Practices: The War against Carbon Emissions 475 Planned Change 477 Process of Planned Change 477 Experiencing Organizational Behavior: The Rapid Growth and Development of Chobani 479 Managerial Change Capabilities 480 Important Tactical Choices 481 Experiencing Organizational Behavior: Making Changes When Things Are Going Well: Instagram Versus Snapchat 484 Organization Development 485 The Basic OD Model 486 Organization Development Interventions 487 Organizational Learning 491 Organization Development across Cultures 491 The Strategic Lens 491 What This Chapter Adds to Your Knowledge Portfolio 492 Back to the Knowledge Objectives 493 Thinking about Ethics 493 Key Terms 494 Human Resource Management Applications 494 Building Your Human Capital: An Assessment of Low Tolerance for Change 494 An Organizational Behavior Moment: Organization Development at KBTZ 495 Team Exercise: Identifying Change Pressures and Their Effects 497 Endnotes 497 Concluding Case Study: Transforming The Texas Plant 503 Part Ending Case Study I - Cooperating and Communicating across Cultures (online at www.wiley.com/college/hitt) Part Ending Case Study II - Brussels and Bradshaw (Online at www.wiley.com/college/hitt) Part Ending Case Study III - Bright and Dedicated: What More Do You Want? (online at www.wiley.com /college/hitt) Part Ending Case Study IV - Anna Frisch At Aesch AG: Initiating Lateral Change (online at www.wiley.com /college/hitt) Glossary 509 Organization index 517 Name index 519 Subject index 533

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