Table Of Contents:
Preface xvii
Part I PROLOGUE 1(13)

Introduction to Organizational Behavior 1(13)

The Field of Organizational Behavior 2(3)

Definition 2(1)

Contributing Disciplines 3(2)

Goals of Organizational Behavior 5(1)

Explanation 5(1)

Prediction 5(1)

Control 5(1)

Challenges and Opportunities for OB: A Managerial Perspective 6(6)

Improving Quality and Productivity 6(1)

Improving People Skills 7(1)

Managing Workforce Diversity 7(1)

Responding to Globalization 8(1)

Empowering People 9(1)

Stimulating Innovation and Change 9(1)

Coping with ``Temporariness'' 10(1)

Helping Employees Balance Work/Life Conflicts 10(1)

Declining Employee Loyalty 11(1)

Improving Ethical Behavior 11(1)

The Plan of This Book 12(2)
Part II THE INDIVIDUAL IN THE ORGANIZATION 14(70)

Foundations of Individual Behavior 14(16)

Values 14(5)

Types of Values 15(2)

Values, Loyalty, and Ethical Behavior 17(1)

Values Across Cultures 17(2)

Attitudes 19(4)

Job Satisfaction 19(2)

Reducing Dissonance 21(1)

The Attitude/Behavior Relationship 22(1)

Perception 23(3)

Factors Influencing Perception 23(1)

Attribution Theory 23(2)

Shortcuts to Judging Others 25(1)

Learning 26(1)

Implications for Managers 27(3)

Personality and Emotions 30(12)

Personality 30(6)

The Myers-Briggs Type Indicator 31(1)

The Big-Five Model 31(1)

Other Key Personality Attributes 32(1)

Personality and National Culture 33(1)

Matching Personalities and Jobs 34(2)

Emotions 36(5)

What Are Emotions? 36(1)

Felt Versus Displayed Emotions 37(1)

The Six Universal Emotions 38(1)

Gender and Emotions 38(1)

Emotions and National Culture 39(1)

OB Applications 39(2)

Implications for Managers 41(1)

Basic Motivation Concepts 42(13)

What Is Motivation? 43(1)

Early Theories of Motivation 43(4)

Hierarchy of Needs Theory 43(2)

Theory X and Theory Y 45(1)

Two-Factor Theory 45(2)

Contemporary Theories of Motivation 47(6)

McClelland's Theory of Needs 47(1)

Goal-Setting Theory 48(1)

Reinforcement Theory 49(1)

Equity Theory 50(2)

Expectancy Theory 52(1)

Don't Forget: Motivation Theories Are Culture-Bound! 53(1)

Implications for Managers 54(1)

Motivation: From Concepts to Applications 55(14)

Management by Objectives 55(3)

What is MBO? 56(1)

Linking MBO and Goal-Setting Theory 57(1)

MBO in Practice 57(1)

Behavior Modification 58(2)

What Is OB Mod? 58(2)

Linking OB Mod and Reinforcement Theory 60(1)

OB Mod in Practice 60(1)

Employee Recognition Programs 60(1)

What Are Employee Recognition Programs? 60(1)

Linking Recognition Programs and Reinforcement Theory 61(1)

Employee Recognition Programs in Practice 61(1)

Employee Involvement Programs 61(3)

What Is Employee Involvement? 61(1)

Examples of Employee Involvement Programs 62(1)

Linking Employee Involvement Programs and Motivation Theories 63(1)

Employee Involvement Programs in Practice 63(1)

Variable-Pay Programs 64(2)

What Are Variable-Pay Programs? 64(1)

Linking Variable-Pay Programs and Expectancy Theory 65(1)

Variable-Pay Programs in Practice 66(1)

Skill-Based Pay Plans 66(2)

What Are Skill-Based Pay Plans? 66(1)

Linking Skill-Based Pay Plans to Motivation Theories 67(1)

Skill-Based Pay in Practice 67(1)

Implications for Managers 68(1)

Individual Decision Making 69(15)

How Should Decisions Be Made? 70(3)

The Rational Decision-Making Process 70(1)

Improving Creativity in Decision Making 71(2)

How Decisions Are Actually Made in Organizations 73(9)

Bounded Rationality 73(1)

Intuition 74(1)

Identifying Problems 75(1)

Developing Alternatives 75(1)

Making Choices 76(1)

Individual Differences 77(3)

Organizational Constraints 80(1)

Cultural Differences 81(1)

Ethics in Decision Making 82(1)

Implications for Managers 83(1)
Part III GROUPS IN THE ORGANIZATION 84(94)

Foundations of Group Behavior 84(16)

Defining and Classifying Groups 84(1)

Basic Group Concepts 85(9)

Roles 85(2)

Norms 87(3)

Cohesiveness 90(1)

Size 90(2)

Composition 92(1)

Status 93(1)

Group Decision Making 94(4)

The Individual Versus the Group 94(1)

Groupthink and Groupshift 95(2)

Selecting the Best Group Decision-Making Technique 97(1)

Implications for Managers 98(2)

Understanding Work Teams 100(13)

Why Have Teams Become So Popular? 101(1)

Teams Versus Groups: What's the Difference? 101(1)

Types of Teams 102(3)

Problem-Solving Teams 102(1)

Self-Managed Work Teams 103(1)

Cross-Functional Teams 104(1)

Virtual Teams 104(1)

Creating Effective Teams 105(5)

Work Design 105(1)

Composition 106(2)

Context 108(1)

Process 109(1)

Turning Individuals into Team Players 110(2)

The Challenge 110(1)

Shaping Team Players 111(1)

Implications for Managers 112(1)

Communication 113(17)

Functions of Communication 114(1)

The Communication Process 114(1)

Direction of Communication 115(1)

Downward 115(1)

Upward 115(1)

Lateral 116(1)

Interpersonal Communication 116(3)

Oral Communication 116(1)

Written Communication 117(1)

Nonverbal Communication 117(2)

Organizational Communication 119(4)

Formal Small-Group Networks 119(1)

The Grapevine 119(2)

Computer-Aided Communication 121(2)

Barriers to Effective Communication 123(1)

Filtering 123(1)

Selective Perception 123(1)

Information Overload 123(1)

Gender Styles 123(1)

Emotions 124(1)

Language 124(1)

Cross-Cultural Communication 124(2)

Cultural Context 125(1)

A Cultural Guide 126(1)

Ethics in Communication: Is It Wrong to Tell a Lie? 126(1)

Implications for Managers 126(4)

Leadership and Creating Trust 130(20)

What Is Leadership? 130(1)

Trait Theories 131(1)

Behavioral Theories 131(3)

Ohio State Studies 132(1)

University of Michigan Studies 133(1)

The Managerial Grid 133(1)

Summary of Behavioral Theories 133(1)

Contingency Theories 134(7)

The Fiedler Model 135(2)

Leader-Member Exchange Theory 137(1)

Path-Goal Theory 137(2)

Leader-Participation Model 139(1)

Gender As a Contingency Variable: Do Males and Females Lead Differently? 139(2)

Trait Theories Updated: Charismatic Leadership 141(1)

Visionary Leadership 142(1)

Team Leadership 142(1)

Is Leadership Always Relevant? 143(1)

Trust and Leadership 144(4)

What Is Trust? 144(2)

Trust and Leadership 146(1)

Three Types of Trust 146(1)

How Do You Build Trust? 147(1)

Implications for Managers 148(2)

Power and Politics 150(13)

A Definition of Power 150(1)

Contrasting Leadership and Power 151(1)

Bases of Power 152(2)

Coercive Power 152(1)

Reward Power 153(1)

Legitimate Power 153(1)

Expert Power 153(1)

Referent Power 153(1)

Dependency: The Key to Power 154(1)

The General Dependency Postulate 154(1)

What Creates Dependency? 154(1)

Power in Groups: Coalitions 155(1)

Power and Sexual Harassment 156(1)

Politics: Power in Action 157(5)

A Definition of Political Behavior 157(1)

The Importance of a Political Perspective 158(1)

Factors Contributing to Political Behavior 158(2)

Impression Management 160(1)

The Ethics of Behaving Politically 161(1)

Implications for Managers 162(1)

Conflict and Negotiation 163(15)

A Definition of Conflict 163(1)

Transitions in Conflict Thought 164(1)

The Traditional View 164(1)

The Human Relations View 165(1)

The Interactionist View 165(1)

Differentiating Functional from Dysfunctional Conflicts 165(1)

The Conflict Process 166(5)

Stage I: Potential Opposition 166(2)

Stage II: Cognition and Personalization 168(1)

Stage III: Behavior 168(1)

Stage IV: Outcomes 169(2)

Negotiation 171(5)

Bargaining Strategies 171(2)

Issues in Negotiation 173(3)

Implications for Managers 176(2)
Part IV THE ORGANIZATION SYSTEM 178(88)

Foundations of Organization Structure 178(18)

What Is Organization Structure? 178(7)

Work Specialization 179(2)

Departmentalization 181(1)

Chain of Command 182(1)

Span of Control 183(1)

Centralization and Decentralization 184(1)

Formalization 184(1)

Common Organizational Designs 185(3)

The Simple Structure 185(1)

The Bureaucracy 186(1)

The Matrix Structure 187(1)

New Options 188(3)

The Team Structure 188(1)

The Virtual Organization 189(1)

The Boundaryless Organization 190(1)

Why Do Structures Differ? 191(2)

Strategy 191(1)

Organization Size 192(1)

Technology 192(1)

Environmental Uncertainty 193(1)

Organization Structure and Employee Behavior 193(2)

Implications for Managers 195(1)

Technology and Work Design 196(19)

Technology in the Workplace 196(4)

Continuous Improvement Processes 197(1)

Process Reengineering 198(1)

Mass Customization 199(1)

Organizational Behavior in an E-World 200(6)

What's an E-Organization? 200(1)

Selected Implications for Individual Behavior 201(2)

Selected Implications for Group Behavior 203(2)

Will E-Orgs Redefine Interpersonal Relationships? 205(1)

Work Design 206(7)

Task Characteristic Theories 206(3)

Work Redesign 209(2)

Popular Work Schedule Options 211(2)

Implications for Managers 213(2)

Human Resource Policies and Practices 215(15)

Employee Selection 216(2)

Interviews 216(1)

Written Tests 217(1)

Performance-Simulation Tests 217(1)

Training Programs 218(2)

Types of Training 218(2)

Training Methods 220(1)

Performance Appraisal 220(8)

Performance Appraisal and Motivation 221(1)

What Do We Evaluate? 221(1)

Who Should Do the Evaluating? 222(1)

Performance Appraisal Methods 223(2)

Suggestions for Improving Performance Appraisals 225(1)

Don't Forget Performance Feedback! 226(1)

What About Team Performance Appraisals? 227(1)

Performance Appraisal in a Global Context 228(1)

Implications for Managers 228(2)

Organizational Culture 230(18)

Defining Organizational Culture 231(2)

Culture Is a Descriptive Term 231(1)

Do Organizations Have Uniform Cultures? 231(2)

Strong Versus Weak Cultures 233(1)

What Does Culture Do? 233(1)

Culture's Functions 233(1)

Culture As a Liability 234(1)

Creating and Sustaining Culture 234(5)

How a Culture Begins 234(1)

Keeping a Culture Alive 235(3)

Summary: How Cultures Form 238(1)

How Employees Learn Culture 239(2)

Stories 239(1)

Rituals 240(1)

Material Symbols 240(1)

Language 241(1)

Managing Cultural Change 241(1)

Creating an Ethical Organizational Culture 242(1)

Spirituality and Organizational Culture 243(3)

What Is Spirituality? 243(1)

Why Spirituality Now? 243(1)

Characteristics of a Spiritual Organization 244(1)

Criticisms of Spirituality 245(1)

Organizational Culture versus National Culture 246(1)

Organizational Culture and the Paradox of Diversity 246(1)

Implications for Managers 247(1)

Organizational Change and Development 248(18)

Forces for Change 248(2)

Managing Planned Change 250(1)

Two Views of Change 251(2)

The ``Calm Waters'' Simile 251(1)

The ``White-Water Rapids'' Simile 252(1)

Putting the Two Views in Perspective 252(1)

Resistance to Change 253(4)

Individual Resistance 254(1)

Organizational Resistance 254(1)

Overcoming Resistance to Change 255(2)

Managing Change Through Organizational Development 257(3)

Sensitivity Training 257(1)

Survey Feedback 258(1)

Process Consultation 258(1)

Team Building 259(1)

Intergroup Development 260(1)

Contemporary Issues in Organizational Change 260(4)

Work Stress 261(1)

Stimulating Innovation 262(1)

Knowledge Management 263(1)

Implications for Managers 264(2)
Epilogue 266(1)
Endnotes 267(18)
Glindex (Index/Glossary) 285