Table Of Contents:
Preface xix

PART I THE STRATEGIC LENS

A Strategic Approach to Organizational Behavior 2(34)

Expoloring Behavior in Action: Strategic Use of Human Capital at The Men's Wearhouse 2(3)

Basic Elements of Strategic Organizational Behavior 5(1)

The Importance of Using a Strategic Lens 6(5)

Foundations of a Strategic Approach to Organizational Behavior 8(1)

Definition of an Organization 8(1)

Experiencing Strategic Organizational Behavior: Creating Innovation: Leading and Managing the Human Capital to Achieve Creativity 9(2)

The Role of Human Capital in Creating Competitive Advantage 11(5)

The Nature of Human Capital 11(1)

The Concept of Competitive Advantage 12(1)

Human Capital as a Source of Competitive Advantage 12(3)

Managerial Advice: Labor Markets for Human Capital Shortages of Skilled Labor Can Retard Growth in Emerging Economies 15(1)

Positive Organizational Behavior 16(1)

High-Involvement Management 17(6)

Key Characteristics of High-Involvement Management 17(3)

Evidence for the Effectiveness of High-Involvement Management 20(1)

Demands on Managers 20(2)

Experiencing Strategic Organizational Behavior: Building, Maintaining, and Exploiting Core Strengths: The Power of Human Capital 22(1)

Organization of the Book 23(3)

What this Chapter adds to Your Knowledge Portfolio 24(1)

Back to the Knowledge Objectives 25(1)

Key Terms 26(1)

Building Your Human Capital: Career Style Inventory 26(5)

A Strategic Organizational Behavior Moment: All in a Day's Work 31(2)

Team Exercise: McDonald's: A High-Involvement Organization? 33(1)

Endnotes 34(2)

Organizational Diversity 36(36)

Exploring Behavior in Action: Diversity in the los Angeles Fire Department 36(1)

The Strategic Importance of Organizational Diversity 37(2)

Diversity Defined 39(2)

Forces of Change 41(3)

Chaging Population Demographics 41(2)

Increase in the Service Economy 43(1)

The Global Economy 43(1)

Requirements for Teamwork 44(1)

Diversity Management and High-Involvement Organizations 44(6)

Individual Outcomes 44(1)

Group Outcomes 45(1)

Organizational Outcomes 46(1)

Societal and Moral Outcomes 47(2)

Experiencing Strategic Organizational Behavior: Inclusiveness: The Case of France 49(1)

Roadblocks to Diversity 50(9)

Prejudices and Discrimination 50(1)

Stereotyping 51(2)

Experiencing Strategic Organizational Behavior: Women, Work, and Stereotypes 53(1)

Differences in Social Identity 54(2)

Power Differentials 56(1)

Poor Structural Integration 56(2)

Communication Problems 58(1)

Effectively Creating and Managing Diversity 59(5)

Commitment of the Organization's Leaders 59(1)

Managerial Advice: Promoting a Positive Diversity Environment 60(1)

Integration with the Strategic plan 60(1)

Associate Involvement 61(1)

The Strategic Lens 62(1)

What This Chapter Adds to Your Knowledge Portfolio 63(1)

Back to the Knowledge Objectives 63(1)

Thinking about Ethics 64(1)

Key Terms 64(1)

Building Your Human Capital: What's Your DQ (Diversity Quotient)? 64(2)

A Strategic Organizational Behavior Moment: Project ``Blow Up'' 66(1)

Team Exercise: What is it Like to be Different? 67(1)

Endnotes 68(4)

Organizational Behavior in a Global Context 72(36)

Exploring Behavior in Action: McDonald's Thinks Globally and Acts Locally 72(1)

The Strategic Importance of Organizational Behavior in a Global Context 73(2)

Forces of Globalization 75(2)

The Globalization Experience for Associates and Managers 77(8)

Internationally Focused Jobs 77(3)

Foreign Job Assignments 80(2)

Experiencing Strategic Organizational Behavior: Are Asian Women Breaking the Glass Border? 82(1)

Foreign Nationals as Colleagues 83(2)

Opportunities for International Participation 85(3)

Multidomestic Firms 86(1)

Global Firms 86(1)

Transnational Firms 87(1)

High-Involvement Management in the International Context 88(6)

Dimensions of National Culture 89(2)

Experiencing Strategic Organizational Behavior: Managing Diverse Cultures 91(1)

National Culture and High-Involvement Management 92(2)

Ethics in the International Context 94(6)

Managerial Advice: Caux Round Table Principles for Business 96(1)

The Strategic Lens 97(1)

What This Chapter Adds to Your knowledge Portfolio 98(1)

Back to the Knowledge Objectives 99(1)

Thinking about Ethics 100(1)

Key Terms 100(1)

Building Your Human Capital: Assessment of Openness for International Work 100(2)

A Strategic Organizational Behavior Moment: Managing in a Foreign Land 102(1)

Team Exercise: International Etiquette 103(1)

Endnotes 104(4)

Part II Individual Processes

Learning and Perception 108(33)

Exploring Behavior in Action: Learning at New United Motor Manufacturing, Inc. 108(1)

The Strategic Importance of Learning and Perception 109(1)

Fundamental Learning Principles 110(8)

Operant conditioning and Social Learning Theory 111(1)

Contingencies of Reinforcement 112(2)

Managerial Advice: Punishment Taken Too Far 114(1)

Schedules of Reinforcement 115(2)

Social Learning Theory 117(1)

Other Conditions for Learning 118(1)

Traning and Enhancing the Performance of Associates 119(7)

OB Mod 120(2)

Simulations 122(2)

Learning from Failure 124(1)

Experiencing Strategic Organizational Behavior: ``We Are Ladies and Gentlemen Serving Ladies and Gentlemen'' 125(1)

Perception 126(11)

Perceptions of People 127(4)

Experiencing Strategic Organizational Behavior: ``Beauty is Only skin Deep''---Or is It? 131(1)

Self-Perception 132(1)

Attributions of Causality 132(2)

Task Perception 134(1)

The strategic Lens 134(1)

What This Chapter Adds to Your Knowledge Portfolio 135(1)

Back to the Knowledge Objectives 136(1)

Thinking about Ethics 136(1)

Key Terms 136(1)

Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations 137(1)

A Strategic Organizational Behavior Moment: It's Just a Matter of Timing 138(1)

Team Exercise: Best Bet for Training 139(1)

Endnotes 140(1)

Personality, Intelligence, Attitudes, and Emotions 141(43)

Exploring Behavior in Action: I Know She's Smart and Accomplished ...But Does she Have ``Personality''? 143(2)

The Strategic Importance of Personality, Intelligence, Attitudes, and Emotions 145(1)

Fundamentals of Personality 146(14)

Determinants of Personality Development 147(1)

The Big Five Personality Traits 148(3)

The Big Five as a Tool for Selecting New Associates and Managers 151(1)

The Big Five and High-Involvement Management 151(2)

Cognitive and Motivational Properties of Personality 153(2)

Some Cautionary and Concluding Remarks 155(1)

Experiencing Strategic Organizational Behavior: ``I Have Ketchup in my 156(1)

Intelligence 157(2)

Experiencing Strategic Organizational Behavior: Intelligence and Intelligence Testing in the National Football League 159(1)

Attitudes 160(9)

Attitude Formation 162(1)

Two Important Attitudes in the Workplace 163(3)

Attitude Change 166(3)

Emotions 169(7)

Direct Effects of Emotions on Behavior 169(1)

Emotional Labor 170(1)

Emotional Intelligence 171(1)

Managerial Advice: The Characteristics of High EI 172(1)

The Strategic Lens 173(1)

What this chapter adds to Your Knowledge Porfolio 173(2)

Back to the Knowledge Objectives 175(1)

Thinking about Ethics 175(1)

Key Terms 176(1)

Building Your Human Capital: Big Five Personality Assessment 176(2)

A Strategic Organizational Behavior Moment: Whatever Is Necessary! 178(1)

Team Exercise: Experiencing Emotional Labor 179(1)

Endnotes 179(5)

Work Motivation 184(38)

Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates 184(1)

The Strategic Importance of work Motivation 185(1)

What is Motivation? 186(1)

Content Theories of Motivation 187(9)

Hierarchy of Needs Theory 188(2)

ERG Theory 190(1)

Theory of Achievement, Affiliation, and power 191(2)

Managerial Advice: Managers Over the Edge 193(1)

Two-Factor Theory 194(2)

Conclusions Regarding Content Theories 196(1)

Process Theories of Motivation 196(9)

Expectancy theory 196(2)

Equity Theory 198(3)

Goal-Setting theory 201(2)

Conclusions Regarding Process Theories 203(1)

Experiencing Strategic Organizational Behavior: Making Visible Changes 203(2)

Motivating Associates: An Integration of Motivation Theories 205(11)

Find Meaningful Individual Rewards 205(1)

Tie rewards to Performance 206(3)

Redesign Jobs 209(2)

Experiencing Strategic Organizational Behavior: Connecting People in the Workplace 211(1)

Provide Feedback 212(1)

Clarify Expectations and Goals 212(1)

The Strategic lens 213(1)

What This Chapter Adds to Your Knowledge Portfolio 213(1)

Back to the Knowledge Objectives 214(1)

Thinking about Ethics 215(1)

Key terms 215(1)

Building Your Human Capital: Assessing Your Needs 216(1)

A Strategic Organizational Behavior Moment: The Motivation of a Rhodes Scholar 217(1)

Team Exercise: Workplace Needs and Gender 218(1)

Endnotes 218(4)

Stress and Well-Being 222(32)

Exploring Behavior in Action: Striking for Stress at Verizon 222(1)

The Strategic Importance of Workplace stress 223(2)

Workplace Stress Defined 225(2)

Two Models of Workplace Stress 227(2)

Demand-Control Model 227(1)

Effort-Reward Imbalance Model 228(1)

Organizational and work-Related Stressors 229(4)

Role Conflict 229(1)

Managerial Advice: Restoring and Maintaning work-life Balance 230(1)

Role Ambiguity 231(1)

Work Overload 231(1)

Occupation 232(1)

Resource Inadequacy 232(1)

Working Conditions 232(1)

Management Style 232(1)

Monitoring 233(1)

Job Insecurity 233(1)

Individual Influences on Experiencing Stress 233(3)

Type A versus Type B Personality 233(1)

Self-Esteem 234(1)

Hardiness 234(1)

Gender 235(1)

Experiencing Strategic Organizational Behavior: Extreme Jobs 235(1)

Individual and Organizational Consequences of Stress 236(4)

Individual Consequences 237(2)

Organizational Consequences 239(1)

Managing Workplace Stress 240(6)

Individual Stress Management 240(1)

Organizational Stress Management 241(2)

Experiencing Strategic Organizational Behaviro: Incentives for Participating in Wellness programs 243(1)

The Strategic Lens 244(1)

What This Chapter Adds to Your Knowledge Portfolio 245(1)

Back to the knowledge Objectives 246(1)

thinking about ethics 246(1)

Key Terms 246(1)

Building Your Human Capital: How well Do You Handle Stress? 246(2)

A Strategic Organizational Behavior Moment: Friend or Associate? 248(1)

Team Exercise: Dealing with Stress 249(1)

Endnotes 249(5)

Part III Groups, Teams, and Social Processes

Leadership 254(37)

Exploring Behavior in Action: Cathy Benko at Deloitte consulting 254(1)

The Strategic Importance of Leadership 255(1)

The Nature of Leadership 256(1)

Trait Theory of Leadership 257(4)

Experiencing Strategic Organizational Behavior: Reforming a ``Rotten apple'' 259(2)

Behavioral Theories of Leadership 261(2)

University of Michigan Studies 262(1)

Ohio State University Studies 262(1)

Contingency Theories of Leadership 263(7)

Fiedler's Contingency Theory of Leadership Effectiveness 264(3)

The path-Goal Leadership Theory 267(1)

Conclusions Regarding Contingency Theories 268(1)

Managerial Advice: Phil Jackson and Leadership Success 269(1)

Transformational Leadership 270(6)

Experiencing Strategic Organizational Behavior: Ethical Leadership? Authentic Leadership! 274(2)

Additional Topics of Current Relevance 276(7)

Leader-Member Exchange 276(1)

Servant Leadership 277(1)

Gender Effects on Leadership 277(1)

Global Differences in Leadership 278(2)

The Strategic Lens 280(1)

What this Chapter Adds to Your Knowledge Portfolio 281(1)

Back to the Knowledge Objectives 282(1)

Thinking about Ethics 282(1)

Key Terms 283(1)

Building Your Human Capital: Are You a Transformational Leader? 283(2)

A Strategic Organizational Behavior Moment: The Two Presidents 285(1)

Team Exercise: Coping with people Problems 286(2)

Endnotes 288(3)

Communication 291(37)

Exploring Behavior in Action: Communication Casualties 291(2)

The Strategic Importance of Communication 293(1)

The Communication Process 294(2)

Communication within Organizations 296(5)

Communication Networks 296(2)

Direction of Organizational Communication 298(2)

Experiencing Strategic Organizational Behavior: Communication at J. Crew: Mickey Drexler 300(1)

Interpersonal Communication 301(7)

Formal versus Informal Communication 301(1)

Communication Media 302(1)

Communication Technology 303(2)

Managerial Advice: Surfing for Applicants 305(2)

Nonverbal Communication 307(1)

Barriers to Effective Communication 308(13)

Organizational Barriers 308(4)

Experiencing Strategic Organizational Behavior: Cultural Communication Snafus 312(2)

Individual Barriers 314(2)

Communication Audits 316(1)

Communication Climates 316(1)

Individual Actions 316(2)

The Strategic Lens 318(1)

What This Chapter Adds to Your Knowledge Portfolio 319(1)

Back to the Knowledge Objectives 319(1)

Thinking about Ethics 320(1)

Key Terms 320(1)

Building Your Human Capital: Presentation Dos and Don'ts 321(2)

A Strategic Organizational behavior Moment: Going North 323(1)

Team Exercise: Communication Barriers 324(1)

Endnotes 324(4)

Decision Making by Individuals and Groups 328(38)

Exploring behavior in Action: Dawn Ostroff's Decision Making at the CW Television Network 328(1)

The Strategic Importance of Decision Making 329(2)

Fundamentals of Decision Making 331(2)

Basic Steps in Decision Making 331(1)

Optimal versus Satisfactory Decisions 332(1)

Individual Decision Making 333(10)

Decision-Making Styles 333(4)

Managerial Advice: Nurturing Alternative Decision styles 337(1)

Degree of Aceeptable Risk 338(1)

Cognitive Biases 339(2)

Experiencing Strategic Organizational Behavior: Mount Everest Expeditions and the Perils of sunk-Cost Bias 341(2)

Group Decision Making 343(6)

Group Decision Making Pitfalls 343(4)

Group Decision-Making Techiques 347(2)

Who Should Decide? Individual Versus Group Decision Making 349(10)

Associate Involvement Managerial Decisions 350(2)

Experiencing Strategic Organizational beavior: The Vroom-Yetton Model and Military Decisions during the U.S. Civil War 352(1)

Value of Individual versus Group Decision making 353(3)

The Strategic Lens 356(2)

What This Chapter Adds to your Knowledge Portfolio 358(1)

Back to the knowledge Objectives 358(1)

Thinking about Ethics 358(1)

Key Terms 359(1)

Building Your Human Capital: Decision Style Assessment 359(1)

Strategic Organizational Behavior Moment: Decision Making at a Nuclear Power Facility 360(2)

Team Exercise: Group Decision Making in practice 362(1)

Endnotes 362(4)

Groups and Teams 366(35)

Exploring Behavior in Action: Teamwork at Starbucks 366(1)

The Strategic Importance of Groups and Teams 367(2)

The Nature of Groups and Teams 369(4)

Groups and Teams Defined 369(1)

Formal and Informal Groups 370(1)

Identity Groups 370(1)

Virtual Teams 370(2)

Managerial Advice: Managing Virtual Teams 372(1)

Functional Teams 372(1)

Self-Managing Teams 373(1)

Team Effectiveness 373(2)

Knowledge Criteria 374(1)

Affective Criteria 374(1)

Outcome Criteria 374(1)

Is the Team Needed? 375(1)

Factors Affecting Team Effectiveness 375(12)

Team Composition 375(3)

Team Structure 378(1)

Experiencing Strategic Organizational Behavior: Herman Miller, Designing for Teamwork 378(4)

Team Processes 382(3)

Experiencing Strategic Organizational Behavior: Backup at Cirque Du Soleil 385(2)

Team Development 387(2)

Managing for Effective Teams 389(4)

Top Management Support 389(1)

Support Systems 389(3)

The Strategic Lens 392(1)

What This Chapter Adds to Your knowledge Portfolio 392(1)

Back to the Knowledge Objectives 393(1)

Thinking about Ethics 393(1)

Key Terms 394(10)

Building Your Human Capital: Do You have a Team? 393(2)

A Strategic Organizational Behavior Moment: The New Quota 395(1)

Team Exercise: Virtual versus Real Teams 396(1)

Endnotes 396(5)

Conflict, Negotiation, Power, and Politics 401(39)

Exploring Behavior in Action: Green Conflict 401(2)

The Strategic Importance of conflict, Negotiatio Power, and Politics 403(1)

The Nature of Conflict 404(2)

Dysfunctional and Functional Conflict 404(1)

Types of Conflict 405(1)

Causes of Conflict 406(7)

Structural Factors 406(2)

Communication 408(1)

Cognitive Factors 409(1)

Individual Characteristics 409(2)

Experiencing Strategic Organizational Behavior: Un-United 411(2)

History 413(1)

Conflict Escalation and Outcomes 413(5)

Experiencing Strategic Organizational Behavior: Rosie vs. Donald 414(1)

Conflict Escalation 415(1)

Conflict Outcomes 415(2)

Responses to Conflict 417(1)

Negotiation 418(5)

Negotiation Strategies 418(2)

The Negotiation Process 420(1)

Managerial Advice: A Costly Conflict Resolution: The Importance of Negotiation 421(2)

Power 423(4)

Bases of Individual Power 423(1)

An Example of Power 424(2)

Strategic Contingencies Model of Power 426(1)

Organizational Politics 427(5)

The Strategic Lens 430(1)

What This Chapter Adds to Your Knowledge Portfolio 430(1)

Back to the Knowledge Objectives 431(1)

Thinking about Ethics 432(1)

Key Terms 432(1)

Building Your Human Capital: Are You Ready to Manage with Power? 432(1)

A Strategic Organizational Behavior Moment: The Making of the Brooklyn Bluebirds 433(1)

Team Exercise: Managing Conflict 434(1)

Endnotes 435(5)

Part IV The Organizational Context

Organizational Structure And Culture 440(42)

Exploring Behavior in Action: Growth and Structure to Provide an Integrated Portfolio of Services at FedEx 440(2)

The Strategic Importance of Organizational Structure and Culture 442(1)

Fundamental Elements of Organizational Structure 443(5)

Structural Characteristics 443(3)

Structuring Characteristics 446(1)

The Modern Organization 447(1)

Factors Affecting Organizational Structure 448(10)

The Role of Strategy 448(2)

Experiencing Strategic Organizational Behavior: IDEO and the Differentiation Strategy 450(2)

The Role of The Environment 452(3)

The Role of Technology 455(3)

The Role of Organizational Size 458(1)

Summary of Effects on Structure 458(1)

Organizational Culture 458(8)

Experiencing Strategic Organizational Behavior: Google Culture Attracts High-Quality Associates 459(2)

Competing Values Model of Culture 461(2)

Culture Socialization 463(1)

Cultural Audits 464(1)

Subcultures 464(1)

Managerial Advice: Finding a Fit at Home Depot 465(1)

Person-Organization Fit 466(2)

The Strategic Lens 468(4)

What This Chapter Adds to Your Knowledge Portfolio 469(2)

Back to the Knowledge Objectives 471(1)

Thinking about Ethics 471(1)

Key Terms 471(1)

Building Your Human Capital: An Assessment of Creativity 472(2)

A Strategic Organizational Behavior Moment: How Effective is Hillwood Medical Center? 474(2)

Team Exercise: Words-In-Sentences Company 476(2)

Endnotes 478(4)

Organizational change and Development 482(38)

Exploring Behavior in Action: The Evolution of Starbucks 482(2)

The Strategic Importance of Organizational Change and Development 484(1)

Pressures for Organizational Change 485(7)

Internal Pressures for Change 486(2)

External Pressures for Change 488(2)

Managerial Advice: Companies' Responses to Pressures for ``Green'' Policies and Practices 490(2)

Planned Change 492(10)

Process of Planned Change 492(2)

Experiencing Strategic Organizational Behavior: Coca-Cola Is Finding a New Fizz 494(2)

Important Tactical Choices 496(2)

Resistance to Change 498(2)

Experiencing Strategic Organizational Behavior: British Airways: The Yin and Yang of Organizational Change 500(2)

The DADA Syndrome 502(1)

Organization Development 502(10)

The Basic OD Model 503(1)

Organization Development Interventions 504(4)

Organizational Learning 508(1)

Organizational Development across Cultures 509(1)

The Strategic Lens 509(1)

What This Chapter Adds to Your Knowledge Portfolio 510(1)

Back to the knowledge Objectives 511(1)

Thinking about Ethics 511(1)

Key Terms 512(1)

Building your Human Capital: An Assessment of Low Tolerance for Change 512(1)

A Strategic Organizational Behavior Moment: Organization Development at KBTZ 513(2)

Team Exercise: Identifying Change Pressures and Their Effects 515(1)

Endnotes 516(4)
Glossary 520(8)
Organization Index 528(3)
Name Index 531(14)
Subject Index 545