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Organizational Behavior (with CD-ROM and InfoTrac 1-Semester Printed Access Card)

ISBN: 9780324323634 | 0324323638
Edition: 11th
Format: Hardcover
Publisher: Cengage Learning
Pub. Date: 1/31/2006

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SummaryTable of Contents
ORGANIZATIONAL BEHAVIOR, 11th edition presents classic and emerging organizational behavior trends and research, making the subject both accessible and meaningful for students. To make the connection between theory and practice, the authors include timely examples, exercises, and high-interest cases. To help students focus and understand the importance of organizational behavior, the authors introduce seven managerial competencies that are essential to being an effective leader or member of an organization. These competencies are introduced early and woven throughout in special features, exercises, and an interactive self-assessment tool.
PART 1: Learning about Organizational Behavior
1(38)
Organizational Behavior and Foundation Competencies
2(37)
Preview C... MORE
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
BizFlix1(1)
References1(1)
Author Index1(8)
Subject and Organizational Index9

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