Organizational Behavior - eBooks | Universitas Narotama

McShane
Von Glinow
»
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»
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»
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Textbook’s philosophy-OB knowledge is for everyone, not just traditional managers.
Delivering what we’ve come to expect from this exceptional author team, McShane/Von
Glinow 5e helps everyone make sense of OB, and provides the conceptual tools to work more
effectively in the workplace.
fifth edition
To learn more, visit www.mhhe.com/mcshane5e
ISBN 978-0-07-338123-7
MHID 0-07-338123-3
EAN
www.mhhe.com
fifth edition
Organizational Behavior
emerging knowledge and practice for the real world
McShane | Von Glinow
MD DALIM 1011736 3/25/09 CYAN MAG YELO BLACK
The reality is that everyone needs OB knowledge to successfully thrive in and around
organizations, from sales representatives to production employees to physicians. The
authors’ ability to engage students by introducing cutting-edge OB topics while providing
relevancy to OB concepts through the ‘linking theory with reality’ approach, is the reason OB
5e remains unparalleled in its ability to engage students.
Organizational Behavior
McShane and Von Glinow 5e is acclaimed for:
emerging knowledge and practice for the real world
In their new Fifth Edition, McShane and Von Glinow continue the trailblazing
innovations that made previous editions of Organizational Behavior recognized and
adopted by the new generation of organizational behavior (OB) instructors.
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Organizational Behavior
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Emerging Knowledge and
Practice for the Real World
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Organizational Behavior
Steven L. McShane
The University of Western Australia
Mary Ann Von Glinow
Florida International University
5th Edition
Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. Louis
Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City
Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
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ORGANIZATIONAL BEHAVIOR:
EMERGING KNOWLEDGE AND PRACTICE FOR THE REAL WORLD
Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221
Avenue of the Americas, New York, NY, 10020. Copyright © 2010, 2008, 2005, 2003, 2000 by
The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be
reproduced or distributed in any form or by any means, or stored in a database or retrieval
system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but
not limited to, in any network or other electronic storage or transmission, or broadcast for
distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 DOW/DOW 0 9
ISBN 978-0-07-338123-7
MHID 0-07-338123-3
Vice president and editor-in-chief: Brent Gordon
Publisher: Paul Ducham
Executive editor: John Weimeister
Senior development editor: Christine Scheid
Marketing manager: Natalie Zook
Lead project manager: Christine A. Vaughan
Production supervisor: Gina Hangos
Senior photo research coordinator: Lori Kramer
Photo researcher: Jennifer Blankenship
Lead media project manager: Brian Nacik
Cover and interior design: Pam Verros/pvdesign
Cover image: ©Veer
Typeface: 10/12 Berthold Baskerville
Compositor: Aptara®, Inc.
Printer: R. R. Donnelley
Library of Congress Cataloging-in-Publication Data
McShane, Steven Lattimore.
Organizational behavior : emerging knowledge and practice for the real world / Steven
L. McShane, Mary Ann Von Glinow. — 5th ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-07-338123-7 (alk. paper)
ISBN-10: 0-07-338123-3 (alk. paper)
1. Organizational behavior. I. Von Glinow, Mary Ann Young, 1949- II. Title.
HD58.7.M42 2010
658—dc22
2009005753
www.mhhe.com
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about the authors
Steven L. McShane
Steven L. McShane is Professor of Management in
the Business School at the
University of Western
Australia (UWA), where
he receives high teaching
ratings from students in
Perth, Singapore, Manila,
and other cities where
UWA offers its programs.
He is also an Honorary
Professor at Universiti
Tunku Abdul Rahman
(UTAR) in Malaysia and
previously taught in the business faculties at Simon Fraser
University and Queen’s University in Canada. Steve has
conducted executive programs with Nokia, TÜV-SÜD,
Wesfarmers Group, Main Roads WA, McGraw-Hill,
ALCOA World Alumina Australia, and many other organizations. He is also a popular visiting speaker, having given
presentations to faculty and students in almost a dozen
countries over the past four years.
Steve earned his Ph.D. from Michigan State University
in organizational behavior, human resource management,
and labor relations. He also holds a Master of Industrial
Relations from the University of Toronto, and an undergraduate degree from Queen’s University in Canada. Steve
has served as President of the Administrative Sciences
Association of Canada (the Canadian equivalent of the
Academy of Management) and Director of Graduate Programs in the business faculty at Simon Fraser University.
Along with coauthoring Organizational Behavior, Fifth
Edition, Steve coauthors with Mary Ann Von Glinow on
Organizational Behavior: Essentials, Second Edition (2009).
He is also the coauthor with Sandra Steen (University of
Regina) of Canadian Organizational Behaviour, Seventh
Edition (2009), with Tony Travaglione (Curtin University)
of Organisational Behaviour on the Pacific Rim, Second Edition (2007), and with Charles Hill (University of Washington)
of Principles of Management, First Edition (2008). Steve is
also coauthor of Indian, Chinese, and Taiwanese editions or
translations of his OB book. Steve has published several
dozen articles and conference papers on workplace values,
training transfer, organizational learning, exit-voice-loyalty,
employee socialization, wrongful dismissal, media bias in
business magazines, and other diverse topics.
Steve enjoys spending his leisure time swimming, body
board surfing, canoeing, skiing, and traveling with his wife
and two daughters.
Mary Ann Von Glinow
Dr. Von Glinow is Director
of the Center for International Business Education
and Research (CIBER)
and is Research Professor
of Management and International Business at Florida
International University.
She also is the 2006 Vice
President of the Academy
of International Business
(AIB) and an editor of
JIBS. Previously on the
Marshall School faculty of
the University of Southern California, she has an MBA and
Ph.D. in Management Science from The Ohio State University. Dr. Von Glinow was the 1994–95 President of the Academy of Management, the world’s largest association of
academicians in management, and is a Fellow of the Academy
and the Pan-Pacific Business Association. She sits on eleven
editorial review boards and numerous international panels.
She teaches in executive programs in Latin America, Central
America, the Caribbean region, Asia, and the U.S.
Dr. Von Glinow has authored over 100 journal articles
and 11 books. Her most recent books include Managing Multinational Teams (Elsevier, 2005) and Organizational Learning
Capability (Oxford University Press, 1999; in Chinese and
Spanish translation), which won a Gold Book Award from
the Ministry of Economic Affairs in Taiwan in 2002. She has
also coauthored the popular Organizational Behavior, Fifth
Edition textbook and Organizational Behavior: Essentials,
Second Edition (McGraw-Hill/Irwin, 2009). She heads an
international consortium of researchers delving into “Best
International Human Resource Management Practices,” and
her research in this arena won an award from the American
Society for Competitiveness’ Board of Trustees. She also
received an NSF grant to study globally distributed work.
Dr. Von Glinow is the 2005 Academy of Management
recipient of the Distinguished Service Award, one of the
Academy’s three highest honors bestowed.
Mary Ann consults to a number of domestic and multinational enterprises, and serves as a mayoral appointee to
the Shanghai Institute of Human Resources in China. Since
1989, she has been a consultant in General Electric’s “Workout” and “Change Acceleration Program” including “Coaching to Management.” Her clients have included Asia
Development Bank, American Express, Diageo, KnightRidder, Burger King, Pillsbury, Westinghouse, Southern
California Edison, The Aetna, State of Florida, Kaiser Permanente, TRW, Rockwell Int’l, Motorola, N.Y. Life, Amoco,
Lucent, and Joe’s Stone Crabs, to name a few. She is on the
Board of Friends of WLRN, Fielding University, Friends of
Bay Oaks, Pan-Pacific Business Association, and Animal Alliance in Los Angeles. She is actively involved in several
animal welfare organizations and received the 1996 Humanitarian Award of the Year from Miami’s Adopt-a-Pet.
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Dedicated with love and devotion to Donna, and to our wonderful
daughters, Bryton and Madison
—S.L.M.
Dedicated to Zack, Emma, and Googun!
—M.A.V.G.
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Preface xvi
PART 1 Introduction 1
Chapter 1
Introduction to the Field of Organizational
Behavior
2
PART 2 Individual Behavior and Processes 31
Chapter 2
Individual Behavior, Personality, and Values
32
Chapter 3 Perception and Learning in Organizations
Chapter 4
66
Workplace Emotions, Attitudes, and Stress
Chapter 5 Foundations of Employee Motivation
Chapter 6
96
130
Applied Performance Practices 164
Chapter 7 Decision Making and Creativity 196
PART 3 Team Processes 231
Chapter 8 Team Dynamics
Chapter 9
232
Communicating in Teams and Organizations 268
Chapter 10
Chapter 11
Power and Influence in the Workplace 298
Conflict and Negotiation in the Workplace 326
Chapter 12
Leadership in Organizational Settings
358
PART 4 Organizational Processes 383
Chapter 13 Organizational Structure 384
brief
contents
Chapter 14 Organizational Culture
Chapter 15
414
Organizational Change 442
Additional Cases
469
Case 1: A Mir Kiss? 469
Case 2: Arctic Mining Consultants 471
Case 3: Big Screen’s Big Failure 473
Case 4: Bridging the Two Worlds—The Organizational Dilemma 478
Case 5: Fran Hayden Joins Dairy Engineering 479
Case 6: From Lippert-Johanson Incorporated to Fenway Waste Management 482
Case 7: Glengarry Regional Medical Center 484
Case 8: High Noon at Alpha Mills 488
Case 9: Keeping Suzanne Chalmers 490
Case 10: Northwest Canadian Forest Products Limited 492
Case 11: Perfect Pizzeria 494
Case 12: Simmons Laboratories 495
Case 13: Treetop Forest Products 500
Video Cases
502
Appendix A
Theory Building and Systematic Research Methods 507
Appendix B
Scoring Keys for Self-Assessment Activities 514
Glossary
References
Photo Credits
Organization Index
Name Index
Subject Index
URL Index
525
531
589
591
595
616
633
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contents
Preface xvi
The Contingency Anchor
24
The Multiple Levels of Analysis Anchor
Part 1 Introduction 1
Chapter Summary
Key Terms
24
25
25
Critical Thinking Questions 26
Case Study 1.1: Jersey Dairies, Inc.
26
Case Study 1.2: Working from Home—It’s in
the Details 28
Team Exercise 1.3: Human Checkers
28
Class Exercise 1.4: Diagnosing Organizational
Stakeholders 29
Self-Assessment 1.5: It All Makes Sense? 30
Chapter 1 Introduction to the Field of
Organizational Behavior 2
Self-Assessment 1.6: Is Telecommuting for You?
The Field of Organizational Behavior 4
Organizational Behavior’s Foundations
Why Study Organizational Behavior?
30
Part 2 Individual Behavior and
5
Processes
5
31
Perspectives of Organizational
Effectiveness 7
Open-Systems Perspective
7
Global Connections 1.1: Hospitals Take the
Lean Journey to Efficiency 10
Organizational Learning Perspective
10
High-Performance Work Practices Perspective
Stakeholder Perspective
13
Types of Individual Behavior
Task Performance
12
16
Chapter 2 Individual Behavior, Personality,
and Values 32
17
Organizational Citizenship
17
Counterproductive Work Behaviors
Joining and Staying with the Organization
Maintaining Work Attendance
MARS Model of Individual Behavior and
Performance 34
18
18
18
Ability
Contemporary Challenges for Organizations 19
Globalization
20
20
Emerging Employment Relationships
Role Perceptions
The Systematic Research Anchor
24
36
37
Personality in Organizations
22
Anchors of Organizational Behavior
Knowledge 23
23
34
35
Situational Factors
Increasing Workforce Diversity
The Multidisciplinary Anchor
Employee Motivation
38
Personality Determinants: Nature versus Nurture
Five-Factor Model of Personality
39
39
Jungian Personality Theory and the Myers-Briggs
Type Indicator 41
Caveats about Personality Testing in Organizations 42
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Contents
ix
Self-Concept: The “I” in Organizational
Behavior 43
Self-Enhancement
Self-Verification
44
Self-Evaluation
44
Chapter 3 Perception and Learning in
Organizations 66
44
The Perceptual Process
Perceptual Organization and Interpretation
Social Identity and Stereotyping
Global Connections 2.1: Feeling Valued Adds
Value at Johnson & Johnson 45
The Social Self
Stereotyping in Organizations
Values in the Workplace
47
Attribution Theory
47
Attribution Errors
48
Value Congruence
Improving Perceptions
50
78
Improving Self-Awareness
Uncertainty Avoidance
Meaningful Interaction
51
Achievement-Nurturing Orientation
Ethical Values and Behavior
Three Ethical Principles
79
79
81
Learning in Organizations 82
52
Behavior Modification: Learning through
Reinforcement 82
52
53
Social Learning Theory: Learning by Observing
Moral Intensity, Ethical Sensitivity, and Situational
Influences 53
Supporting Ethical Behavior
77
79
Awareness of Perceptual Biases
50
Power Distance 51
Key Terms
76
Other Perceptual Errors
Individualism and Collectivism
Chapter Summary
76
Contingencies of Self-Fulfilling Prophecy
49
49
Values across Cultures
71
72
75
Self-Fulfilling Prophecy
Values and Individual Behavior
70
Global Connections 3.1: “Your Name Says
Everything in France” 74
46
Self-Concept and Organizational Behavior
Types of Values
68
Learning through Experience
Chapter Summary
56
Key Terms
56
88
89
Case Study 3.1: Hy Dairies, Inc. 90
Case Study 2.1: SK Telecom Goes Egalitarian in a
Hierarchical Society 57
Case Study 3.2: How Failure Breeds
Success 91
58
Class Exercise 3.3: The Learning Exercise
Case Study 2.3: The Trouble with Business
Ethics 59
Team Exercise 2.5: Comparing Cultural Values
Team Exercise 2.6: Ethics Dilemma Vignettes
Self-Assessment 3.5: How Much Perceptual Structure
Do You Need? 92
61
Self-Assessment 3.6: Assessing Your Perspective Taking
(Cognitive Empathy) 94
62
Self-Assessment 2.7: Are You Introverted or
Extroverted? 63
Self-Assessment 2.8: What Are Your Dominant Values?
Self-Assessment 2.9: Individualism-Collectivism Scale
Self-Assessment 2.10: Estimating Your Locus of
Control 64
91
Web Exercise 3.4: Stereotyping in Corporate Annual
Reports 92
Class Exercise 2.4: Test Your Knowledge of
Personality 60
Self-Assessment 2.11: Identifying Your General
Self-Efficacy 64
87
Critical Thinking Questions 89
Critical Thinking Questions 57
Case Study 2.2: Pushing Paper Can Be Fun
86
From Individual to Organizational Learning
54
85
Self-Asssessment 3.7: Assessing Your Emotional Empathy 94
64
64
Chapter 4 Workplace Emotions, Attitudes,
and Stress 96
Emotions in the Workplace
Types of Emotions
98
99
Emotions, Attitudes, and Behavior
100
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Contents
Managing Emotions at Work
103
Emotional Display Norms across Cultures
Emotional Dissonance
Global Connections 5.1: Shining the Spotlight
on Employee Recognition 137
103
What’s Wrong with Needs Hierarchy
Models? 138
104
Emotional Intelligence 105
Global Connections 4.1: GM Holden Revs Up
Emotional Intelligence 107
Improving Emotional Intelligence
Job Satisfaction
107
The Ethics of Job Satisfaction
Goal Setting and Feedback 145
Balanced Scorecard
112
Sources of Feedback
Consequences of Organizational
Commitment 112
114
115
Critical Thinking Questions 123
Case Study 4.1: Riding the Emotional Roller Coaster
123
Case Study 4.2: Dispatches from the War
on Stress 124
Class Exercise 4.3: Strength-Based Coaching
125
Chapter Summary
156
157
157
158
127
Self-Assessment 4.7: Dispositional Mood Scale
129
Self-Assessment 4.8: Work Addiction Risk Test
129
Self-Assessment 4.9: Perceived Stress Scale
Chapter 5 Foundations of Employee
Motivation 130
Employee Engagement 132
159
Team Exercise 5.4: A Question of Feedback
160
Self-Assessment 5.5: Need-Strength Questionnaire
161
Self-Assessment 5.6: Measuring Your Growth-Need
Strength 163
163
The Meaning of Money in the Workplace
Financial Reward Practices
129
Self-Assessment 4.10: Stress Coping Preference Scale
Class Exercise 5.3: Needs Priority Exercise
Chapter 6 Applied Performance
Practices 164
126
Self-Assessment 4.6: School Commitment Scale
129
134
135
166
167
Membership- and Seniority-Based
Rewards 167
Job Status–Based Rewards
168
Competency-Based Rewards
169
Performance-Based Rewards
170
Connections 6.1: Nucor Rewards the Team
134
Maslow’s Needs Hierarchy Theory
155
Self-Assessment 5.7: Your Equity Sensitivity
Team Exercise 4.4: Ranking Jobs on Their Emotional
Labor 126
Individual Differences in Needs
Procedural Justice
Case Study 5.2: Motivating Staff When the
Money Is Tight 159
122
Employee Drives and Needs
151
Case Study 5.1: Vêtements Ltée
118
151
152
Critical-Thinking Questions
118
122
Team Exercise 4.5: Stage Fright!
Equity Theory
Key Terms
Stressors: The Causes of Stress 116
Managing Work-Related Stress
149
Organizational Justice
113
Work-Related Stress and Its Management 114
Individual Differences in Stress
148
Evaluating Goal Setting and Feedback
Building Organizational Commitment
General Adaptation Syndrome
147
Characteristics of Effective Feedback
Organizational Commitment 112
Key Terms
140
Expectancy Theory in Practice 144
Job Satisfaction and Work Behavior 109
Chapter Summary
Four-Drive Theory
138
Expectancy Theory of Motivation 143
108
Consequences of Distress
Learned Needs Theory
Improving Reward Effectiveness
172
Connections 6.2: When Rewards Go
Wrong 174
171
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Contents
Job Design Practices
xi
175
Evaluating Decision Outcomes
Job Design and Work Efficiency
175
Job Design and Work Motivation
Escalation of Commitment
177
Job Design Practices That Motivate
180
210
210
Evaluating Decision Outcomes More Effectively
212
Employee Involvement in Decision Making
213
Empowerment Practices
182
Benefits of Employee Involvement
Supporting Empowerment
182
Contingencies of Employee Involvement
Self-Leadership Practices 183
Self-Leadership Strategies
Creativity
184
Chapter Summary
Key Terms
186
214
215
Characteristics of Creative People
Effectiveness of Self-Leadership
Self-Leadership Contingencies
213
216
Connections 7.1: Going for Wow at NottinghamSpirk 217
186
Organizational Conditions Supporting Creativity
187
Activities That Encourage Creativity
188
Chapter Summary
Critical Thinking Questions 188
Case Study 6.1: The Regency Grand Hotel
Key Terms
188
Case Study 6.2: How to Make a Microserf
Smile 190
Team Exercise 6.3: Is Student Work Enriched?
219
221
222
Critical Thinking Questions 222
Case Study 7.1: Employee Involvement Cases
191
Self-Assessment 6.4: What Is Your Attitude toward
Money? 193
223
Case Study 7.2: P&G’s Designer
Thinking 224
Team Exercise 7.3: Where in the World Are We?
Self-Assessment 6.5: Assessing Your
Self-Leadership 194
Team Exercise 7.4: Winter Survival Exercise
Self-Assessment 6.6: Student Empowerment Scale
195
218
Class Exercise 7.5: The Hopping Orange
Class Exercise 7.6: Creativity Brainbusters
224
227
228
228
Self-Assessment 7.7: Measuring Your Creative Personality 229
Chapter 7 Decision Making and
Creativity 196
Self-Assessment 7.8: Testing Your Creative Bench Strength 230
Self-Assessment 7.9: Decision-Making Style Inventory 230
Rational Choice Paradigm of Decision
Making 198
Part 3 Team Processes 231
Problems with the Rational Choice
Paradigm 200
Identifying Problems and Opportunities
Problems with Problem Identification
200
201
Identifying Problems and Opportunities More
Effectively 202
Evaluating and Choosing Alternatives 203
Problems with Goals
203
Problems with Information Processing
Problems with Maximization
Evaluating Opportunities
206
Intuition and Making Choices
207
208
Making Choices More Effectively
Implementing Decisions
Chapter 8
206
Emotions and Making Choices
209
204
209
Team Dynamics
Teams and Informal Groups
Informal Groups
232
234
235
Advantages and Disadvantages of Teams
The Challenges of Teams
237
236
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Contents
A Model of Team Effectiveness
238
Organizational and Team Environment
Team Design Elements
Task Characteristics
Team Size
Choosing the Best Communication
Channel 277
239
Social Acceptance
240
Media Richness
240
Team Composition
Communication Barriers (Noise)
242
Global Connections 8.1: Royal Dutch Shell Finds
Team Players in Gourami 243
Team Processes 245
Team Development
Team Trust
245
249
Team Cohesion
250
Self-Directed Teams
Cross-Cultural and Cross-Gender
Communication 283
Nonverbal Differences across Cultures
284
Gender Differences in Communication
285
Active Listening
254
255
286
Workspace Design
Team Decision Making 256
Constraints on Team Decision Making
287
Web-Based Organizational Communication
256
Team Structures to Improve Decision Making
258
260
Chapter Summary
Case Study 8.1: The Shipping Industry
Accounting Team 262
Key Terms
289
264
265
Self-Assessment 8.5: What Team Roles Do You Prefer?
Self-Assessment 8.6: Are You a Team Player?
290
290
291
Critical Thinking Questions 291
Case Study 8.2: Philanthropic Team Building 263
Case Study 8.3: Seagate’s Morale-athon
265
267
Case Study 9.1: Communicating with the Millennials
Team Exercise 9.3: Analyzing the Blogosphere
294
294
Team Exercise 9.5: Cross-Cultural Communication Game 295
Self-Assessment 9.6: Active Listening Skills Inventory
Chapter 9 Communicating in Teams and
Organizations 268
The Importance of Communication 270
273
Connections 9.1: About-Face on Workplace
E-mail 274
Nonverbal Communication
276
271
300
A Model of Power in Organizations
Sources of Power in Organizations
272
Computer-Mediated Communication
Chapter 10 Power and Influence in the
Workplace 298
The Meaning of Power
A Model of Communication 271
Communication Channels
292
Case Study 9.2: It’s All about the
Face-to-Face 293
Team Exercise 9.4: Active Listening Exercise
Self-Assessment 8.7: How Trusting Are You? 267
Influences on Effective Encoding and Decoding
288
Communicating through the Grapevine 289
Grapevine Benefits and Limitations
Critical Thinking Questions 261
288
Direct Communication with Top Management
Grapevine Characteristics
261
Team Exercise 8.4: Team Tower Power
285
Improving Communication throughout the
Hierarchy 287
255
Success Factors for Virtual Teams
Key Terms
281
282
Getting Your Message Across
253
Success Factors for Self-Directed Teams
Chapter Summary
Information Overload
Improving Interpersonal
Communication 285
251
Virtual Teams
278
Communication Channels and Persuasion 281
242
Team Norms
278
Legitimate Power
Reward Power
Coercive Power
Expert Power
302
302
303
303
301
301
296
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Contents
Referent Power
303
Information and Power
Centrality
306
Discretion
306
Visibility
Global Connections 11.2: Conflict Overdrive at
VW and Porsche 334
304
Contingencies of Power
Substitutability
xiii
305
305
334
Scarce Resources
335
Ambiguous Rules
335
Communication Problems
335
Interpersonal Conflict-Handling Styles
307
Social Networking and Power
Choosing the Best Conflict-Handling Style
307
Global Connections 10.1: Powered by the Social
Network 308
Consequences of Power
Types of Influence Tactics
Reducing Differentiation
340
340
Improving Communication and Understanding
Influence Tactics and Organizational Politics 315
Conditions Supporting Organizational Politics
Chapter Summary
337
Cultural and Gender Differences in Conflict-Handling
Styles 339
Emphasizing Superordinate Goals
310
Consequences and Contingencies of Influence
Tactics 314
Personal Characteristics
336
Structural Approaches to Conflict
Management 340
309
Influencing Others 309
Key Terms
Interdependence
316
Reducing Interdependence
Increasing Resources
341
Clarifying Rules and Procedures
316
341
Resolving Conflict through Negotiation
317
Bargaining-Zone Model of Negotiations
317
Situational Influences on Negotiations
Critical Thinking Questions 318
Case Study 10.1: The Rise and Fall of WorldCom
318
Case Study 10.2: Rhonda Clark: Taking Charge at the
Smith Foundation 319
Case Study 10.3: Shaking Up Oxford
Team Exercise 10.4: Budget Deliberations
322
322
Self-Assessment 10.5: Guanxi Orientation Scale
Self-Assessment 10.6: Machiavellianism Scale
Negotiator Skills
324
Self-Assessment 10.7: Perceptions of Politics Scale (POPS) 324
342
343
343
345
Third-Party Conflict Resolution
346
Choosing the Best Third-Party Intervention
Strategy 347
Chapter Summary
323
341
341
Key Terms
349
349
Critical Thinking Questions 349
Case Study 11.1: Tamarack Industries
350
Case Study 11.2: The New Heat at Ford 351
Chapter 11 Conflict and Negotiation in the
Workplace 326
Is Conflict Good or Bad?
328
The Emerging View: Constructive and
Relationship Conflict 329
Class Exercise 11.3: The Contingencies of Conflict
Handling 352
Team Exercise 11.4: Ugli Orange Role Play
356
Self-Assessment 11.5: The Dutch Test for Conflict
Handling 357
Connections 11.1: Constructive Confrontation
inside Intel 331
Chapter 12 Leadership in Organizational
Settings 358
Conflict Process Model 331
What Is Leadership?
Structural Sources of Conflict in
Organizations 332
Competency Perspective of Leadership
Incompatible Goals
Differentiation
333
333
Shared Leadership
360
360
361
Competency Perspective Limitations and Practical
Implications 363
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Contents
Behavioral Perspective of Leadership
364
Elements of Organizational Structure
Choosing Task- versus People-Oriented
Leadership 364
Span of Control
Centralization and Decentralization
Contingency Perspective of Leadership
Path-Goal Theory of Leadership
Other Contingency Theories
Leadership Substitutes
365
365
Formalization
393
Forms of Departmentalization
370
Simple Structure
Transformational Perspective of Leadership 371
Functional Structure
396
Divisional Structure 397
Transformational versus Charismatic Leadership 372
Team-Based Structure
Elements of Transformational Leadership
Matrix Structure
373
Evaluating the Transformational Leadership
Perspective 374
Key Terms
External Environment
375
Organizational Size
376
Technology
407
407
Chapter Summary
Key Terms
379
408
408
409
Critical Thinking Questions 409
Critical Thinking Questions 379
Case Study 13.1: Macy’s Gets Personal
379
Case Study 12.2: Mack Attack
406
Organizational Strategy
378
Case Study 12.1: Profitel Inc.
403
Contingencies of Organizational Design 405
Cross-Cultural and Gender Issues in
Leadership 376
Chapter Summary
400
401
Network Structure
Implicit Leadership Perspective 375
The Romance of Leadership
394
395
396
Transformational versus Transactional Leadership 371
Prototypes of Effective Leaders
393
Mechanistic versus Organic Structures
368
390
390
381
Team Exercise 12.3: Leadership Diagnostic Analysis
381
Self-Assessment 12.4: What Is Your Boss’s Preferred
Leadership Style? 382
Part 4 Organizational
Processes 383
410
Case Study 13.2: More Than Cosmetic Changes
at Avon 411
Team Exercise 13.3: The Club Ed Exercise
412
Self-Assessment 13.4: What Organizational Structure Do
You Prefer? 412
Chapter 14
Organizational Culture
Elements of Organizational Culture
Content of Organizational Culture
Organizational Subcultures
414
416
418
419
Deciphering Organizational Culture through
Artifacts 420
Organizational Stories and Legends
Rituals and Ceremonies
Organizational Language
Chapter 13 Organizational Structure 384
Division of Labor and Coordination
Division of Labor
386
Coordinating Work Activities
387
386
420
421
422
Physical Structures and Symbols
422
Is Organizational Culture Important?
423
Contingencies of Organizational Culture and
Effectiveness 424
Organizational Culture and Business Ethics
426
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Contents
xv
Large-Group Interventions
Merging Organizational Cultures 426
Bicultural Audit
Strategies for Merging Different Organizational
Cultures 427
Cross-Cultural and Ethical Issues in
Organizational Change 461
Changing and Strengthening Organizational
Culture 429
Actions of Founders and Leaders
Aligning Artifacts
Organizational Behavior: The Journey
Continues 462
429
Chapter Summary
430
Key Terms
Introducing Culturally Consistent Rewards
431
Case Study 15.2: Inside Intel
433
Additional Cases
437
Critical Thinking Questions 437
438
Case Study 14.2: Merck’s New Cultural
Cure 439
Class Exercise 14.3: Diagnosing Corporate Culture
Proclamations 440
Self-Assessment 14.4: What Are Your Corporate Culture
Preferences? 441
Chapter 15 Organizational Change 442
Restraining Forces
444
469
1: A Mir Kiss? 469
2: Arctic Mining Consultants 471
3: Big Screen’s Big Failure 473
4: Bridging the Two Worlds—The Organizational
Dilemma 478
Case 5: Fran Hayden Joins Dairy Engineering 479
Case 6: From Lippert-Johanson Incorporated to Fenway
Waste Management 482
Case 7: Glengarry Regional Medical Center 484
Case 8: High Noon at Alpha Mills 488
Case 9: Keeping Suzanne Chalmers 490
Case 10: Northwest Canadian Forest Products
Limited 492
Case 11: Perfect Pizzeria 494
Case 12: Simmons Laboratories 495
Case 13: Treetop Forest Products 500
445
Connections 15.1: The FBI Meets Its Own
Resistance 448
Unfreezing, Changing, and Refreezing
Creating an Urgency for Change
450
Reducing the Restraining Forces
451
Refreezing the Desired Conditions
449
454
Change Agents, Strategic Visions, and Diffusing
Change 455
Change Agents and Strategic Visions
Diffusion of Change
467
Case
Case
Case
Case
436
Lewin’s Force Field Analysis Model
466
Self-Assessment 15.4: Are You Tolerant of Change?
Improving the Socialization Process 435
Case Study 14.1: Hillton’s Transformation
464
465
Team Exercise 15.3: Strategic Change Incidents
Socialization as a Learning and Adjustment
Process 433
Key Terms
463
Case Study 15.1: TransAct Insurance Corporation
Organizational Socialization 432
Stages of Organizational Socialization
462
Critical Thinking Questions 463
431
Attracting, Selecting, and Socializing Employees
Chapter Summary
460
Parallel Learning Structure Approach 461
427
455
502
Appendix A
Theory Building and Systematic Research Methods
Appendix B
Scoring Keys for Self-Assessment Activities
Glossary 525
References 531
Photo Credits 589
455
Four Approaches to Organizational Change 456
Action Research Approach
Video Cases
456
Appreciative Inquiry Approach 458
Organization Index 591
Name Index
595
Subject Index
URL Index
616
633
514
507