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Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien
O RGANIZAT IONAL B EHAV IOR TWELFTH EDITION E X P ERI E NCE | GR OW | CONTR IB UT E SC H E R M ERHORN O SB O R N H UN T UH L-BI E N This page is intentionally left blank WileyPLUS is a research-based online environment for effective teaching and learning WileyPLUS builds students’ confidence because it takes the guesswork out of studying by providing students with a clear roadmap: • • • what to how to it if they did it right It offers interactive resources along with a complete digital textbook that help students learn more With WileyPLUS, students take more initiative so you’ll have greater impact on their achievement in the classroom and beyond For more information, visit www.wileyplus.com ALL THE HELP, RESOURCES, AND PERSONAL SUPPORT YOU AND YOUR STUDENTS NEED! www.wileyplus.com/resources 2-Minute Tutorials and all of the resources you and your students need to get started Student support from an experienced student user Collaborate with your colleagues, find a mentor, attend 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Lisé Johnson Susan McLaughlin Sarah Vernon Brian Baker Amy Scholz Kelly Simmons Ashley Tomeck Harry Nolan Dorothy Sinclair Erin Bascom Allison Morris Elena Santa Maria and Thomas Caruso Hilary Newman Lisa Passmore Melissa Solarz Anna Melhorn Ingrao Associates Madelyn Lesure Wendy Lai ©ULTRA.F/Getty Images, Inc ©Monti26/Shutterstock This book was typeset in 10/12 ITC Garamond at Aptara®, Inc and printed and bound by Quad Graphics/Versailles The cover was printed by Quad Graphics/Versailles This book is printed on acid free paper ∞ Founded in 1807, John Wiley & Sons, Inc has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support For more information, please visit our website: www.wiley.com/go/citizenship Copyright ©2012, 2010, 2008, 2005, John Wiley & Sons, Inc All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate percopy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during the next academic year These copies are licensed and may not be sold or transferred to a third party Upon completion of the review period, please return the evaluation copy to Wiley Return instructions and a free of charge return shipping label are available at www.wiley.com/go/returnlabel If you have chosen to adopt this textbook for use in your course, please accept this book as your complimentary desk copy Outside of the United States, please contact your local representative ISBN 13 978-0-470-87820-0 978-1-118-12931-9 Printed in the United States of America 10 about the authors Dr John R Schermerhorn, Jr is the Charles G O’Bleness Professor Emeritus of Management in the College of Business at Ohio University where he teaches undergraduate and MBA courses in management, organizational behavior, and Asian business He earned a Ph.D in organizational behavior from Northwestern University, after receiving an M.B.A (with distinction) in management and international business from New York University, and a B.S in business administration from the State University of New York at Buffalo Dedicated to instructional excellence and serving the needs of practicing managers, Dr Schermerhorn focuses on bridging the gap between the theory and practice of management in both the classroom and in his textbooks He has won awards for teaching excellence at Tulane University, The University of Vermont, and Ohio University, where he was named a University Professor, the university’s leading campus-wide award for undergraduate teaching He also received the excellence in leadership award for his service as Chair of the Management Education and Development Division of the Academy of Management Dr Schermerhorn’s international experience adds a unique global dimension to his teaching and textbooks He holds an honorary doctorate from the University of Pécs in Hungary, awarded for his international scholarly contributions to management research and education He has also served as a Visiting Professor of Management at the Chinese University of Hong Kong, as on-site Coordinator of the Ohio University MBA and Executive MBA programs in Malaysia, and as Kohei Miura visiting professor at the Chubu University of Japan Presently he is Adjunct Professor at the National University of Ireland at Galway, a member of the graduate faculty at Bangkok University in Thailand, and Permanent Lecturer in the PhD program at the University of Pécs in Hungary An enthusiastic scholar, Dr Schermerhorn is a member of the Academy of Management, where he served as chairperson of the Management Education and Development Division Educators and students alike know him as author of Management 11e (Wiley, 2011) and Exploring Management 3e (2012), and senior co-author of Organizational Behavior 12/e (Wiley, 2012) His many books are available in Chinese, Dutch, French, Indonesian, Portuguese, Russian, and Spanish language editions Dr Schermerhorn’s published articles are found in the Academy of Management Journal, Academy of Management Review Academy of Management Executive, Organizational Dynamics, Journal of Management Education, and the Journal of Management Development Dr Schermerhorn is a popular guest speaker at colleges and universities His recent student and faculty workshop topics include innovations in business education, teaching the millennial generation, global perspectives in management education, and textbook writing and scholarly manuscript development Dr John R Schermerhorn, Jr v vi About the Authors Dr James G (Jerry) Hunt The late Dr James G ( Jerry) Hunt was the Paul Whitfield Horn Professor of Management, Professor of Health Organization Management, Former Director, Institute for Leadership Research, and former department Chair of Management, Texas Tech University He received his Ph.D and master’s degrees from the University of Illinois after completing a B.S (with honors) at Michigan Technological University Dr Hunt co-authored an organization theory text and Core Concepts of Organizational Behavior (Wiley, 2004) and authored or co-authored three leadership monographs He founded the Leadership Symposia Series and co-edited the eight volumes based on the series He was the former editor of the Journal of Management and The Leadership Quarterly He presented or published some 200 articles, papers, and book chapters, and among his better-known books are Leadership: A New Synthesis, published by Sage, and Out-of-the-Box Leadership, published by JAI The former was a finalist for the Academy of Management’s 1993 Terry Distinguished Book Award Dr Hunt received the Distinguished Service Award from the Academy of Management, the Sustained Outstanding Service Award from the Southern Management Association, and the Barnie E Rushing, Jr Distinguished Researcher Award from Texas Tech University for his long-term contributions to management research and scholarship He also lived and taught in England, Finland, and Thailand, and taught in China Dr Richard N Osborn Dr Richard N Osborn is a Wayne State University Distinguished Professor, Professor of Management Emeritus, and former Board of Governors Faculty Fellow He has received teaching awards at Southern Illinois University at Carbondale and Wayne State University, and he has also taught at Arizona State University, Monash University (Australia), Tulane University, University of Munich, and the University of Washington He received a DBA from Kent State University after earning an MBA at Washington State University and a B.S from Indiana University With over 200 presentations and publications, he is a charter member of the Academy of Management Journals Hall of Fame Dr Osborn is a leading authority on international alliances in technology-intensive industries and is co-author of an organization theory text as well as Basic Organizational Behavior ( John Wiley & Sons, 1995, 1998) He has served as editor of international strategy for the Journal of World Business and Special Issue Editor for The Academy of Management Journal He serves or has served as a member of the editorial boards for The Academy of Management Journal, The Academy of Management Review, Journal of High Technology Management, The Journal of Management, Leadership Quarterly, and Technology Studies, among others He is very active in the Academy of Management, having served as divisional program chair and president, as well as the Academy representative for the International Federation of Scholarly Associations of Management Dr Osborn’s research has been sponsored by the Department of Defense, Ford Motor Company, National Science Foundation, Nissan, and the Nuclear Regulatory Commission, among others In addition to teaching, Dr Osborn spent a number of years in private industry, including a position as a senior research scientist with the Battelle Memorial Institute in Seattle, where he worked on improving the safety of commercial nuclear power About the Authors vii Dr Mary Uhl-Bien is the Howard Hawks Chair in Business Ethics and Leadership at the University of Nebraska She earned her Ph.D and M.B.A in organizational behavior at the University of Cincinnati after completing an undergraduate degree in International Business and Spanish She teaches organizational behavior, leadership, and ethics courses at the undergraduate and graduate (MBA and doctoral) levels, and has been heavily involved in executive education, teaching to business executives and physicians in the United States, China, Europe, and Saudi Arabia and to the senior executive service of the U.S government for The Brookings Institute in Washington, D.C She has been a visiting professor/scholar at Pablo de Olavide University in Seville, Spain, the Universidade Nova de Lisboa/Catolica Portuguesa in Lisbon, Portugal, and University Lund in Sweden Dr Uhl-Bien’s research interests are in leadership, followership, and ethics In addition to her conceptual work on complexity and relational leadership, some of the empirical projects she is currently involved in include investigations of “Leadership and Adaptability in the Healthcare Industry” (a $300,000 grant from Booz Allen Hamilton), “Adaptive Leadership and Innovation: A Focus on Idea Generation and Flow” (at a major financial institution in the U.S.), and “Social Constructions of Followership and Leading Up.” She has published in such journals as The Academy of Management Journal, the Journal of Applied Psychology, The Leadership Quarterly, the Journal of Management, and Human Relations She won the Best Paper Award in The Leadership Quarterly in 2001 for her co-authored article on Complex Leadership She has been on the editorial boards of The Academy of Management Journal, The Academy of Management Review, The Leadership Quarterly, Leadership, and The International Journal of Complexity in Leadership and Management, and is senior editor of the Leadership Horizons series (Information Age Publishers) Dr Uhl-Bien has consulted with Disney, the U.S Fish and Wildlife Service, British Petroleum, and the General Accounting Office, and served as the executive consultant for State Farm Insurance Co from 1998–2004 She has been a Visiting Scholar in Spain, Portugal, and Sweden Dr Uhl-Bien has trained Russian businesspeople for the American Russian Center at the University of Alaska Anchorage from 1993–1996, worked on a USAID grant at the Magadan Pedagogical Institute in Magadan, Russia from 1995–1996, and participated in a Fulbright-Hays grant to Mexico during the summer of 2003 Dr Mary Uhl-Bien preface Global warming, economic uncertainty, poverty, discrimination, unemployment, illiteracy these are among the many issues and problems we face as citizens today But how often we stop and recognize our responsibilities for problem solving and positive action in this social context? What we today will have a lasting impact on future generations And whether we are talking about families, communities, nations, or the organizations in which we work and volunteer, the core question remains: How can we join together to best serve society? Look again at the cover Think about people working together and collaborating in organizations around the world Think about how organizations and their members grow, and how individuals can expand the positive impact of society’s institutions as their ideas and talents come together in supportive and nurturing work settings And, think about the delicate balances between work and family, between individuals and teams, and between organizations and society that must be mastered in the quest for future prosperity Yes, our students have a lot to consider in the complex and ever-shifting world of today But, we believe they are up to the challenge And, we believe that courses in organizational behavior have strong roles to play in building their capabilities to make good judgments and move organizational performance forward in positive and responsible ways That message is a fitting place to begin Organizational Behavior, 12th Edition Everyone wants to have a useful and satisfying job and career; everyone wants all the organizations of society—small and large businesses, hospitals, schools, governments, nonprofits, and more—to perform well; everyone seeks a healthy and sustainable environment In this context the lessons of our discipline are strong and applicable Armed with an understanding of organizational behavior, great things are possible as people work, pursue careers, and contribute to society through positive personal and organizational accomplishments Organizational behavior is a discipline rich with insights for career and life skills As educators, our job is to bring to the classroom and to students the great power of knowledge, understanding, and inquiry that characterizes our discipline and its commitment to understanding human behavior in organizations What our students with their talents will not only shape how organizations all contribute to society, but also fundamentally alter lives around the globe We must our parts as educators to help them gain the understanding and confidence to become leaders of tomorrow’s organizations JOHN R SCHERMERHORN, JR Ohio University RICHARD N OSBORN Wayne State University MARY UHL-BIEN University of Nebraska viii OI-2 Organization Index Skype, 168, 184 Sony, 386 Square Trade, 236 St Mary’s Food Bank Alliance, 100 Stroller Strides, 52, 54 Sun Microsystems, 184 SYSCO, 384 T TBS (cable network), Trader Joe’s, W-99–W-100 Tsuki Communications, 372 Twitter, 56, 184, 222, 262, 348 Tyco, 283 Tysvar, LLC, W-103–W-104 U Union Carbide, 384 United Airlines, W-114–W-115 United States Marine Corps, 359 UPS (United Parcel Service), 132 U.S Airways flight 1549, 207–208 U.S Department of Defense, 283 V Virgin Group, 80, 91, 123 W Walmart, 59, 407, W-116 Washington Mutual, 283 Whole Foods Market, 144, W-99 Williams-Sonoma, 334 WorldCom, 283 X Xerox, 24, 256, W-101–W-102 Xooglers, 204 Z Zappos, 290 name index A Abbatacola, Marc, W-115 Abe, Naoki, 405 Abess, Leonard, 15 Acevedo, Alma, 159 Adamany, Jim, W-126, W-127 Adams, J Stacy, 107 Alderfer, Clayton, 104 Anderson, Cameron, 236 Anderson, N., 363 Anderson, Richard, 185 Angley, Kevin, 255 Armandi, Barry R., W-105–W-109 Arvey, Rich, 28 Avolio, B., 28 B Barnard, Chester, 266 Bass, Bernard, 310, 311 Bavelas, Alex, W-110 Bechky, Beth, 398 Bermúdez, Carmen, W-127–W-128 Berns, Mark, 318 Berson, Yair, 331, 418 Bezos, Jeff, 182, 204, 412 Biden, Joe, 270 Bissell, William, 414 Blair, Eden S., 114 Blake, Robert, 294 Blanchard, Kenneth, 301–304 Bloom, Jane, 407–408 Boal, Kimberly B., 420 Bond, Michael, 41 Bowen, Donald D., W-121 Bowen, John, W-119–W-121 Brancatelli, Joe, 398 Branson, Richard, 80, 91, 123 Brett, Jeanne, 236 Bryant, Karen, 381 Buckley, M Ronald, 130 Buffett, Warren, 159 Bullock, Sandra, 65 Burns, James MacGregor, 310 Burns, Ursula, 24, W-102 Burris, Ethan, 254 C Carey, Gregg, 154 Carney, Jay, 270 Carroll, Archie B., 16–17 Carsten, Melissa, 308 Cathy, Truett, W-125 Cedillo, Marie, 322 Chambers, John, 278 Chappell, David S., W-113–W-115 Cheng, Larry, 218 Clinton, Hillary, W-104 Coleman, Arnold, 38 Collins, Jim, 358 Conger, Jay, 310 Conner, Christopher, 349 Cook, John, 74 Coulombe, Joe, W-99 Cowden, Anne C., W-125–W-126 Cruise, Tom, 359 D Davidson, Sherry, 274 Deming, W Edwards, 382–383 DePree, Max, 325 Detert, James, 254 Dorfman, Peter W., 328, 330 Druse, Helen, 407–408 Druxman, Lisa, 52, 54 Dunn, Patricia C., 57 Dvir, Taly, 331, 418 E Eagley, Alice, Earnhardt, Dale, W-114 Eden, Dov, 305 Emerson, Ralph Waldo, 245 Esty, Katharine, 47 Evernham, Ray, W-114 F Ferguson, Merideth, 81 Ferris, Gerald, 274 Fiedler, Fred, 296–299 Fineman, Stephen, 198 Franco, Lynn, 66 Friedman, Ray, 81, 236 Fry, Lewis W., 322 G Gallo, Judy, 172 Garg, Avichal, 204 Gavin, Joanne H., 155 George, Richard, W-99 Gibson, Mel, 321 Goates, Nathan, 236 Goethals, Angela, 279 Goleman, Daniel, 13–14, 54–55, 58 Gordon, Jeff, W-114 Gorovsky, Brett, 125 Gould, Jay, 283 Greenleaf, Robert K., 323 Gregory, Kip, 346 Grossman, Lev, 262 Gupta, Vipin, 328 Gustafson, Alan, W-114 H Hackman, Richard, 134, 170, 171 Hagedorn, Jim, W-115 Haggerty, Stephen, 218 Hall, Edward T., 249 Hamel, Gary, Hangee, Paul J., 328 Harrison, David A., 155 Haudan, Jim, 83 Hawking, Stephen, 46 Henley, William Ernest, 272 Hersey, Paul, 301–304 Herzberg, Frederick, 106–107, 133–134 Hitler, Adolf, 309, 313 Hofstede, Geert, 40–41 Hooijberg, Robert, 420 House, Robert, 300–301, 328, 330 Hsieh, Tony, 290 Hulsher, U., 363 Hurd, Mark V., 57–58 I Ilies, Remus, 69 J Jacobs, Bert, 59 Jacobs, John, 59 Jago, Arthur, 208 Janis, Irving, 188 Javidan, Mansour, 328, 330 Jeffrey, Kim, 77 Jobs, Steve, 170, 311 Johannesen-Smith, Mary C., Jung, Andrea, 292 Jung, Carl, 30 K Kanungo, Rabindra, 310 Karter, Patricia, 334 Kelley, Tom, 247 NI-1 NI-2 Name Index Kennedy, John F., 189 King, Martin Luther, Jr., 310 Kinney, Terry, 359 Konkel, Joe, W-115 Koresh, David, 310 Kouzes, James M., 311–312 Kreuger, R., 28 L Lafley, A G., 158 Latham, Gary, 113 Lau, Dora, 181 Lawler, Edward E., 68 Leff, Gary, 398 Leno, Jay, Letarte, Steve, W-114 Leviatan, Uri, 305 Levy, Steven, 170 Lisco, Cara Cherry, 236 Locke, Edwin A., 113, 114 Lombardi, Suzanne, 334 Lowe, Challis M., 60 M Mackey, John, 144 Madoff, Bernie, 16 Maeda, Shinzo, 391 Mandela, Nelson, 272 Maslow, Abraham, 103–104 Matthews, J., 100 McCabe, Donald, 159 McCain, Barbara, W-118–W-119 McClelland, David I., 104–106 McCullough, C Peter, W-102 McGarry, Mary, W-105–W-107 McInness, Rob, 42 Meglino, Bruce, 39 Mikalsen, Terje, W-104 Milgram, Stanley, 265–266 Mintzberg, Henry, 12–13, 392 Monroe, Lorraine, 105 Moore, John, 144 Mouton, Jane, 294 Moye, Neta, 81 Mulcahy, Anne, 24, W-101, W-102 Mullet, Paul, 375, 376 Murnighan, Keith, 181 N Nooyi, Indra, 376 O Obama, Barack, 270, W-103, W-104 O’Brien, Conan, Offerman, Lynn, 306 Oldham, Greg, 134 Olekans, Marla, 238 Omidyar, Pam, 375 Oreg, Shaul, 331, 418 Osborn, Marcus, W-126–W-127 P Palmisano, Samuel J., 190, 401 Pavlov, Ivan, 89 Pellegrini, Joe, W-115 Pena, Edison, 120 Perrewé, Pamela, 274 Peters, Tom, Pfeffer, Jeffrey, 36, 277 Porter, Lyman, 68 Posner, Barry Z., 311–312 Price, Kenneth H., 155 Q Quam, Lois, W-103–W-104 R Ramsoomair, Franklin, W-112–W-113 Rand, Barry, W-102 Ringlemann, Max, 153 Robb, Walter, 144 Robinson, Dea, 14 Rodrigues, Scott, W-115 Rosenthal, Phil, 279 Ryan, Nicole, 352 S Salgado, J., 363 Sandberg, Sheryl, 83 Sanderson, Catherine, 223 Sandler, Adam, 279 Sashkin, Marshall, 312 Sashkin, Molly G., 312 Sasso, Angela, 168 Saverin, Eduardo, 218 Schank, Roger, 74 Schauer, David, 352 Schein, Edgar, 174 Schmidt, Eric, 251 Schultz, William, 162 Schwartz, Barry, W-99 Scott, George C., 311 Seinfeld, Jerry, Shapira, Adrianne, 240 Sinegal, Jim, 407 Skinner, B.F., 90 Smith, Fred, 337 Smith, Willard, 154 Snyder, Stacy, 250 Specht, Christine, 356 Spreitzer, Gretchen, 295 Stadler, Rupert, 58 Stajkovic, Alexander D., 114 Stalin, Josef, 309 Stauffer, Joseph M., 130 Steger, Will, W-103 Stoll, Sharon, 324 Strauss, George, W-110 Sullengerger, Chesley, 207 Sullivan, Andrew, 262 Sully de Luque, Mary, 330 Suplee, Ethan, 302 Sy, Thomas, 307 T Thomas, Terry, 17 Thompson, Don, 64 Thompson, James D., 408 Thorndike, E.L., 90 Travagline, John N., 346 Trudeau, Charlie, 136 U Urzúa, Luis, 120 V Van Engen, Marloes I., Van Hengel, John, 100 VanDebroek, Sophie, 256 Vitucci, Steve, 322 Vroom, Victor, 111–112, 208 W Wagner, David T., 69 Wallace, William, 321 Washington, Denzel, 19, 302 Weber, Max, 392 Welch, Jack, 372 Weldon, William, 389 Wenkart, Edweana, 372 West, Tim, 159 Wilson, Joseph C., W-102 Wilson, Kelly Schwind, 69 Winfrey, Oprah, Wood, John, 403 Woodward, Joan, 409 Y Yetton, Philip, 208 Z Zhang, Z., 28 Zucker, Jeff, Zuckerberg, Mark, 83, 218 subject index A Absenteeism, 66 Absorptive capacity, 421 Accommodation, 229 Achievement-oriented leadership, 300, 301 Acquired needs theory, 104–106 Active listening, 246–248 Activity measures, 128 Adaptive capacity, 421 Adhocracy, 409–411 Adjourning stage, team development, 157 Affective Events Theory, 60 Affect, 54 Age diversity, 45 Agency theory, 283–284 Agreeableness, as Big Five personality trait, 29 The Amazing Race (TV show), 249 Americans with Disabilities Act, 45–46 Amoral managers, 17 Anchoring and adjustment heuristic, 205 Arbitration, 236 Athletics, 324 At-home affect, 67 Attitudes affective component, 61 behavioral component, 61 cognitive component, 61 and cognitive consistency, 62 defined, 61 linking to behavior, 62 work-related, 62–63 Attribution, 86–88 Authentic leadership, 320, 321, 323 Authoritarianism, 33 Authoritative command, 229 Authority, acceptance of, 266–267 Availability heuristic, 205 Avoidance, 228–229, 282 Awareness of others, 26 B Baby Boomers, 45 Bargaining zone, 233–234 Behavioral complexity, 417 Behavioral decision model, 203–204 Behavioral perspectives, 294–295 Behaviorally anchored rating scales, 129 The Big Bang Theory (TV show), 92 Blogging, 223 Boards of directors, women on, 385 Bonuses, 126 Brainstorming, 189–190 Braveheart (movie), 321 Bullying, 227 Bureaucracies defined, 392 hybrid structures, 393–394 machine-type, 392–393 professional, 393 Business to business (B2B), 412 Business to consumers (B2C), 412 C Cartels, 415 Centralization, 383–384 Centralized communication networks, 184 Certain environments, 201 Chain of command, 378–379 Change leaders as agents, 335–338 organizational, leading, 332–342 resistance to, 339–342 transformational vs incremental, 335–336 Channel richness, 252 Charisma, 311 Charismatic leaders, 309–310, 311 Chief executive officers (CEOs) and agency theory, 284 impact of values on organizational performance, 331, 418 moods, 57 pay issues, 312 Chilean mine collapse, 120 Chimneys See Functional silos (chimneys) problem Chinese Values Survey, 41 Civil Rights Act of 1964, 43 Classical conditioning, 89 Classical decision model, 203 Coalition power, 271, 274 Codes of conduct managerial, 16 Twitter rules of thumb, 222 Coercive power, 269 Cognitive complexity, 417 Cognitive dissonance, 62 Cohesiveness, 179 Collaboration and problem solving, 229–230 Collaborative communication, 255–258 Collective intelligence, 163, 171 Communication barriers to, 245–246 collaborative, 255–258 cross-cultural, 248–251 defined, 242 downward, 252–253 and feedback, 243–244 formal vs informal channels, 251–252 interpersonal, 245–251 lateral, 253–254 nonverbal, 244–245 organizational, 251–255 upward, 253 Communication channels, 243 Communication networks, 183–185 Commutative justice, 110 Competition, 229 Compressed workweeks, 137 Compromise, 229 Conceptual skills, 14 Confirmation error, 206 Conflict common causes, 225–226 cultural aspects, 223–224 defined, 220 functional vs dysfunctional, 222–223 levels, 220–222 strategies for managing, 226–230 types, 220 Conflict resolution, 224 Conformity See Rule of conformity Conglomerates, 394 Conscientiousness, as Big Five personality trait, 29 Consensus, 185–186 Consideration, 294 Constructive conflict, 222 Consultative decisions, 208–209 Content theories, 102 Context, 333 SI-1 SI-2 Subject Index Contingency leadership, 296–305 Contingency thinking, 5–6 Contingent reinforcement, 92 Continuous improvement, 173 Continuous reinforcement, 93 Contrast effects, 84–85 Controlling, 12, 383 See also Leading; Organizing; Planning Controls defined, 380 output, 380–381 process, 381–382 Coordination, 384, 389, 390, 391–392 Coping, 37 Corporate culture See Organizational culture Countercultures, 350–351 Counterproductive work behavior, 67 Crash (movie), 65 Creativity, in decision making, 211, 212–214 Crisis decisions, 200 Crisis management, 200 Criteria questions, 199 Critical incident diaries, 129–130 Cross-cultural communication, 248–251 Cross-functional teams, 149 Cuban Missile Crisis, 189 Cultural lag, 367 Cultural symbols, 355 Culturally endorsed leadership dimension, 330 Cultures See also Organizational culture; Workforce diversity and business leadership practices, 295, 296 communication across, 248–251 and conflict, 223–224 defined, 40 dimensions of national culture, 40–41, 350, 351–352 leadership across, 327–332 low-context vs high-context, 249–250 D Decentralization, 383–384 Decentralized communication networks, 183–184 Decision making background, 202–203 behavioral model, 203–204 biases in, 206 challenges, 205–211 classical model, 203 consultative, 208–209 creativity in, 211–213 defined, 185, 196 environments for, 201–202 and ethical reasoning, 197–200 individual, 208–209 intuitive model, 204 steps in process, 196 by teams, 185–187, 208–209 traps, 205–211 types of decisions, 200–201 Decision premises, 274 Defensiveness, 257 Delphi technique, 190 Dependent variables, Directive leadership, 300, 301 Disability rights movement, 45–46 Disconfirmation, 257 Display rules, 59 Dispute resolution See Conflict resolution Disruptive behavior, 175 Distress, 36 Distributed leadership, 174 Distributive justice, 110 Distributive negotiation, 232, 233–234 Diversity, workforce See also Cultures defined, 11, 42 managing, 47–48 and team performance, 162–163 types, 42–46 Xerox case study, W-101, W-102 Diversity-consensus dilemma, 163 Divisional departmentation, 386, 387 Dogmatism, 33 Downward communication, 252–253 Dysfunctional conflict, 222–223 E Effective managers, 11 Effective negotiation, 231 Effective teams criteria for, 152 defined, 152 social facilitation, 154–155 synergy benefit, 153 Elsewhere Class, 84 E-mail, 254 Emotion and mood contagion, 58 Emotional adjustment traits, 34–35 Emotional conflict, 220 Emotional dissonance, 58–59 Emotional intelligence, 13–14, 54–55 Emotional labor, 58 Emotional stability, as Big Five personality trait, 29 Emotion-focused coping, 37 Emotions as affective events, 60 contagion, 58 cultural aspects, 59 defined, 54 self-conscious, 56 social, 56 types, 56 Empathy, as element of emotional intelligence, 14 Employee engagement, 63 Employee involvement teams, 149–150 Employee stock ownership plans, 126 Empowerment defined, 275–276 psychological, 134 university faculty case study, W-119–W-121 Encoding, 243 Environmental complexity, 414–415 Equity theory defined, 107 and organizational justice, 109–110 predictions and findings, 108–109 and social comparison, 107–108 ERG theory, 104 Escalating commitment, 210–211 Esteem need, 103 Ethical leadership, 323–324 Ethics criteria questions, 199 and decision making, 197–200 defined, 198 double-checks, 198–199 and incentives, 269 Madoff scandal, 16 and morality, 16–17 in negotiation, 232 Ethics mindfulness, 17 Subject Index SI-3 Ethnicity as element of workforce diversity, 42–43 stereotyping, 82 Ethnocentrism, 248–249 Eustress, 36 Evidence-based management, The Ex (movie), 410 Existence needs, 104 Expectancy, 111, 112 Expectancy theory, 111–112 Expert power, 271 Exploitation, 364 Exploration, 364 External adaptation, 348–349 Extinction, 94 Extraversion, as Big Five personality trait, 29 Extrinsic rewards contrived vs natural, 90 defined, 90, 123–124 pay as, 124–127 F Feedback, 243–244 Filtering, 245 The Firm (movie), 359 FIRO-B theory, 162 Flaming, 254 Flexible working hours, 137 Flextime, 137 Followership, 307 Followership categorization theory, 307–308 Food banks, 100 Force-coercion strategy, 338–339 Forced distribution, 128 Formal channels, 251 Formal teams, 148 Formalization, 382 Forming stage, team development, 156 Framing errors, 206 Franchises Chick-fil-A, W-125 Perfect Pizzeria case study, W-109–W-110 Stroller Strides, 52, 54 Functional conflict, 222 Functional departmentation, 385, 386 Functional silos (chimneys) problem, 149 Fundamental attribution error, 87 Fundamental interpersonal orientation See FIRO-B theory G Gain sharing, 126 Gender See also Women as element of workforce diversity, 43–44 stereotyping, 82 General environment, 413–414 Generation Xers, 45 Generational diversity, 45 Giving circles, 335 Global Health Initiative, W-103, W-104 GLOBE See Project GLOBE Goal setting conscious vs subconscious goals, 114 defined, 113 and MBO, 115 research summary, 113–114 tips for, 113 Goals organizational, 374–376 output, 375 societal, 374–375 systems, 375–376 Grafting, 402 Grapevine, 251–252 Graphic rating scales, 128–129 Group dynamics, 164 Groupthink, 188–189 Growth needs, 104 H Halo effect, 83 Heredity, 27, 28 Heterogeneous teams, 162–163 Heuristics, 205 Hierarchy of needs theory, 103–104 High-context cultures, 250 Higher-order needs, 103–104 High-performance teams, 170–173 Hindsight trap, 206 Homogeneous teams, 162 Hope, 320 Horizontal specialization, 384 Human skills, 13–14 Hygiene factors, 106 I Immediate reinforcement, 92 Immoral managers, 16–17 Implicit followership theory (IFT), 307–308 Implicit leadership theory (ILT), 305–306 Impression management, 80, 82 Incentives, 269 Inclusion, 11, 47 Incremental change, 336 Independent variables, Indifference See Zone of indifference Individual decisions, 208–209 Individual differences, 26 Individualism-collectivism, 40, 41 Individualized consideration, 311 Inequity, perceived, 108–109 Inertia, 406 Influence, 264, 274–275 Influence capacity, 274 Informal channels, 251–252 Informal groups, 148 Information power, 270 Information technology, 408, 411–413 In-groups, 47 Initiating structure, 294 Innovation defined, 368 exploration vs exploitation, 364–365 managing organizational culture, 365–368 process-type, 363–364 product-type, 362–363 steps in process, 361–362 team factors, 363 Innovation Jam, 190, 256 Inspiration, 311 Instrumental values, 39 Instrumentality, 111, 112 Integrative negotiation, 232, 234–235 Intellectual stimulation, 311 Interactional justice, 81, 110 Interactional transparency, 256 Interdependence, 264 Interfirm alliances, 416 Intergroup conflict, 221 Intermittent reinforcement, 93 Internal integration, 349–350 Internet, 250, 255–256, 262 Interorganizational conflict, 221–222 Interpersonal barriers, 245 Interpersonal conflict, 221 Inter-team dynamics, 180–181 SI-4 Subject Index Intrapersonal conflict, 221, 228 Intrinsic rewards, 123, 124 Intuition, 207 Intuitive decision model, 204 Intuitive thinking, 204 Invictus (movie), 272 Iranian election, 262 J Job burnout, 36 Job characteristics model, 134–136 Job Descriptive Index (JDI), 64 Job design alternative approaches, 133–136 defined, 131–132 job characteristics model, 134–136 and scientific management, 132–133 Job enlargement, 133 Job enrichment, 107, 133–134 Job involvement, 62 Job performance impact of rewards, 68–70 relationship to job satisfaction, 67–68 Job rotation, 133 Job satisfaction components, 64 defined, 11, 62 importance, 63 influence on job performance, 67–70 influence on worker behavior, 66–67 spillover effect, 69 trends, 65–66 Job sharing, 138 Job simplification, 132–133 John Q (movie), 19 K Keiretsu, 415 L Lack-of-participation error, 197 Lateral communication, 253–254 Law of contingent reinforcement, 92 Law of effect, 90 Law of immediate reinforcement, 92 Layoffs, 352 Leader match training, 298–299 Leader-member exchange (LMX) theory, 313 Leaders behavioral perspective, 294–295 as change agents, 335–338 compared with managers, 292–293 defined, 15 trait perspective, 293–294 women as, Leadership across cultures, 327–332 charismatic, 309–310, 311 contexts for action, 332–335 defined, 292 and employee voice, 254 ethical, 323–324 follower-centered approaches, 305–309 Hersey-Blanchard model, 301–304 inspirational and relational perspectives, 309–313 and management, 11–17 moral, 320–324 and organizational change, 332–342 in organizations, 14–16 path-goal view, 300–301 and Project GLOBE, 327–332 prototypes, 306 romance of, 305 shared, 324–327 and situational contingencies, 296–305 spiritual, 320–322 substitutes for, 304–305 women’s strengths, Leadership categorization theory, 306–307 Leadership grid, 294–296 Leading, 12 See also Controlling; Organizing; Planning Leaking pipeline, 44 Learning See also Social learning theory defined, 18 lifelong, 18 organizational, 401–404 vicarious, 402 Least-preferred co-worker (LPC) scale, 297 Legitimacy, 265 Legitimate power, 268 Lifelong learning, 18 Line units, 379–380 LMX theory, 313 Locus of control, 31–32 Long-term/short-term orientation, 40–41 Lose-lose conflicts, 228 Low-context cultures, 249–250 Lower-order needs, 103–104 M Machiavellianism, 33, 278 Machine bureaucracy, 392–393 Madagascar (movie), 188 Maintenance activities, 175 Management, as profession, 16 See also Leadership; Managers Management by objectives (MBO), 115 Management philosophy, 365–366 Managerial scripts, 406 Managerial wisdom, 421 Managers decisional roles, 12, 13 defined, 11 four functions of management process, 12 informational roles, 12, 13 interpersonal roles, 12, 13 and leadership, 11–17 and morality, 16–17 skills needed, 13–14 Masculinity-femininity, 40 Matrix departmentation, 387–388 Mechanistic type of bureaucracy, 392–393 Mediation, 236 Meetings, 177 Merit pay, 124–125 Millennials, 45, 67 Mimicry, 401 Minnesota Satisfaction Questionnaire (MSQ), 64 Mission statements, 374–375 Models, Mommy drain, 137 Moods as affective events, 60 all-consuming, 65 contagion, 58 cultural aspects, 59 defined, 56–57 Moral dilemmas, 198 Moral leadership, 320–324 Moral managers, 17, 19 Moral problems, 198 Subject Index SI-5 Morality, and ethics, 16–17 Motivation and alternative work schedules, 136–139 defined, 102, 122 as element of emotional intelligence, 14 equity theory, 107–110 expectancy theory, 111–112 goal-setting theory, 112–115 integrated model, 122 and job design, 131–136 needs theories, 103–107 and performance management, 127–131 role of rewards, 122–127 types of theories, 102–103 Motivator factors, 106–107 Movies See also TV shows Braveheart, 321 Crash, 65 The Ex, 410 The Firm, 359 Invictus, 272 John Q, 19 Madagascar, 188 Patton, 311 Ratatouille, 385 Remember the Titans, 302 Shrek, 30 Spanglish, 279 Multicultural organizations, 352–353 Multiculturalism, 11 Multiskilling, 151 Mum effect, 255 Myers-Briggs Type Indicator (MBTI), 31 N National cultures, 40–41, 351, 352–353 Nature vs nurture, 27–28 Need for achievement (nAch), 104–105, 106 Need for affiliation (nAff), 105 Need for power (nPower), 105–106 Needs acquired, 104–106 ERG theory, 104 Maslow’s hierarchy, 103–104 two-factor theory, 106–107 Negative reinforcement, 93 Negotiation common pitfalls, 235 defined, 230 distributive vs integrative, 232–234 effective, 231 ethical aspects, 232 goals and outcomes, 230–231 organizational settings, 232 strategies for, 232–236 third-party roles, 235–236 tips for asking for more pay, 234 Networks [human], 14 New Green Economy, W-103, W-104 Noise, 242–243 Nominal group technique, 190 Nonprogrammed decisions, 200 Nonverbal communication, 244–245 Norming stage, team development, 157 Norms defined, 176–177 influencing, 178 types, 177 O Obedience, 265–266 Observable culture, 353, 354–355 Off-site retreats, 173 Open systems, 9–10 Openness to experience, as Big Five personality trait, 29 Operant conditioning, 90, 92 Operations technologies, 408–409 Optimism, 320 Optimizing decisions, 203 Organic type of bureaucracy, 393 Organization charts, 377–378 Organizational behavior, defined, 4–6 Organizational behavior modification, 90 Organizational citizenship behavior, 67 Organizational climate, Organizational commitment, 63 Organizational cultural lag, 367 Organizational culture countercultures, 350–351 defined, 9, 348 functions, 348–350 incorporating innovation, 365–368 layers of analysis, 353–354 managing, 365–368 observable, 353, 354–355 rules and roles, 355–356 shared common assumptions, 354, 356–360 shared values, 353–354, 355 stories, rites, rituals, and symbols, 354–355 subcultures, 350 Organizational design defined, 404–406 and environment, 413–416 and information technology, 411–413 and strategic decisions, 404–405 and technology, 408–413 Organizational governance, 286 Organizational justice, 109–110 Organizational learning, 401–404 Organizational myths, 358–360 Organizational politics defined, 278–279 role in forecasting, 280–281 and self-protection, 281–283 Organizations conflict dynamics in, 220–224 defined, 8–9 as hierarchies, 377–380 leadership in, 14–16 as networks of teams, 147–149 as open systems, 9–10 trends in human behavior, 7–8 as work settings, 8–11 Organizing, 12 See also Controlling; Leading; Planning Outdoor camps, 172–173 Out-groups, 47 Output controls, 380–381 Output goals, 375 Output measures, 128 Outsourcing, 199 P Paired comparisons, 128 Parochialism, 249 Participative leadership, 295, 300, 301 Part-time work, 138–139 Passive followership beliefs, 308 Path-goal view of managerial leadership, 300–301, 302 Patterning of attention, 335 Patton (movie), 311 Pay for performance, 124–127 SI-6 Subject Index Peaceful societies, and business leadership practices, 295 Pentagon See Defense Department Perceived inequity, 108–109 Perception common distortions, 82–86 defined, 76 factors influencing, 76–78 stages of process, 78–79 Performance See Job performance Performance appraisals, 76 See also Performance measurement Performance gaps, 336 Performance management, 127–131 Performance measurement activity measures, 128 errors in, 131 methods, 128–131 output measures, 128 Performance norm, 177 Performance-contingent pay defined, 124 merit pay as, 124–125 methods of linking, 126–127 Performing stage, team development, 157 Personal conception traits, 31–34 Personal power, 271–273, 276 Personal wellness, 38 Personality, 29, 35–38 Personality testing, 34 Personality traits Big Five, 29 defined, 29 emotional adjustment traits, 34–35 personal conception traits, 31–34 social traits, 29–31 Physical distractions, 246 Pit Instruction and Training, W-114–W-115 Pittsburgh Pirates mascot, 56 Planned change, 336, 337–339 Planning, 12 See also Controlling; Leading; Organizing Political savvy, 273, 274 See also Organizational politics Position power building, 272–273 changing, 276 types, 268–270 vs personal power, 268 Positive reinforcement, 90–93, 94 Power defined, 264 as need, 105–106 organizational basis for, 264–268 organizational sources, 268–275 position vs personal, 268–273 Power distance, 40, 41 Power-oriented behavior, 272 Presence, 244 Presence-aware tools, 255 Presenteeism, 125 Proactive followership beliefs, 308 Proactive personality, 32–33 Problem-focused coping, 37 Problem-solving styles, 29–31 Problem-solving teams, 149 Procedural justice, 109–110 Process benchmarking, 402 Process controls, 381–382 Process innovations, 363–364 Process power, 269–270 Process theories, 102 Product innovations, 362–363 Professional bureaucracy, 393 Profit sharing, 126 Programmed decisions, 200 Projection, 84 Prosocial power motivation, 296 Prototypes, 306 Proxemics, 184 Psychological contract, 267 Psychological empowerment, 134 Punishment, 94 Q Quality circles, 150 R Race as element in worker performance measurement, 130 as element of workforce diversity, 42–43 stereotyping, 82 Ranking, as method of performance measurement, 128 Ratatouille (movie), 385 Rating scales, 128–129 Rational persuasion, 271, 339 Receivers, 243 Referent power, 271 Reinforcement contingent, 92 continuous, 93 defined, 89 immediate, 92 intermittent, 93 negative, 93 positive, 90–93, 94 pros and cons, 95 Relatedness needs, 104 Relationship management, 55 Reliability, as performance measurement criterion, 131 Remember the Titans (movie), 302 Representative power, 270 Representativeness heuristic, 205 Resilience, 320 Resistance to change, 339–342 Resource dependencies, 284–285 Restricted communication networks, 184 Retreats, off-site, 173 Reward power, 268 Rewards extrinsic, 123–124 impact on job performance, 68–70 intrinsic, 123, 124 pay as, 124–127 Risk environments, 201 Risk management, 202 Rites, 355 Rituals, 355 Role ambiguity, 176 Role conflict, 176 Role negotiation, 176 Role overload, 176 Role underload, 176 Roles, 175 Romance of leadership, 305 Rule of conformity, 179–180 S Sagas, 354 Satisficing decisions, 204 Scanning, 402 Schemas, 78–79 Scientific management, 132 Scientific methods, 5, Selective listening, 245 Selective perception, 83–84 Selective screening, 78 Self-actualization need, 103 Subject Index SI-7 Self-awareness defined, 26, 55 as element of emotional intelligence, 14 and intrapersonal conflict, 221, 228 Self-concept, 26 Self-conscious emotions, 56 Self-efficacy, 27, 88, 320 Self-esteem, 26 Self-fulfilling prophecies, 85–86 Self-leadership, 326–327 Self-management, 55 Self-managing teams, 150–151 Self-monitoring, 33–34 Self-protection, 281–283 Self-regulation displaying emotions in workplace, 59 as element of emotional intelligence, 14 Self-serving bias, 87 Semantic barriers, 246 Senders, 243 September 11 attacks, 357 Servant leadership, 322–333 Sexual orientation, as element of workforce diversity, 44–45 Shaping, 92–93 Shared leadership defined, 324 and self-leadership, 326–327 in work teams, 324–326 Shared power strategy, 339 Short-term orientation, 40–41 Shrek (movie), 30 Sick, working when, 125 Silos See Functional silos (chimneys) problem Simple design, 407–408 Situational contingencies, 296–305 Situational control, 297 Situational leadership model, 301–304 Skill-based pay, 126–127 Skills conceptual, 14 defined, 13 human, 13–14 technical, 13 Smoothing, 229 Social capital, 14 Social construction, 308 Social emotions, 56 Social facilitation, 154–155 Social identity theory, 47 Social learning theory, 87–88 Social loafing, 153, 155, 178 Social media, 80, 82, 250 See also Facebook; Twitter Social network analysis, 148–149 Social networking See Social media Social skill, as element of emotional intelligence, 14 Social traits, 29–30 Societal goals, 374 Span of control, 379 Spanglish (movie), 279 Specific environment, 414 Spillover effect, 35, 36, 69 Spiritual leadership, 320–322, 323 Spotlight questions, 199 Staff units, 379–380 Stakeholders, 10 Standardization, 382 Status congruence, 162 Status differences, 255 Stereotypes, 82 Stereotyping, 44 Stigma, 46 Stock options, 126 Storming stage, team development, 156–157 Strategic leadership, 416–421 Strategy and co-evolution, 400 defined, 400 and organizational learning, 403–404 as pattern of decisions, 401 process, 400 Stress defined, 35 managing, 37–38 outcomes, 36–37 sources, 35–36, 378 Subcultures, 350, 351 Substantive conflict, 220 Substitutes for leadership, 304–305 Subunit power, 281 Supportive communication principles, 257–258 Supportive leadership, 300, 301 Survivor (TV show), 154 Synergy, 153 Systematic thinking, 204 Systems goals, 375–376 T Task activities, 175 Task performance, 11 Team composition, 161–162 Team decisions, 208–209 Team-building, 171–173 Teams background, 146–147 building, 171–173 cohesiveness, 179–180 common problems, 153–154 communication, 182–185 conflict between, 221 creativity drivers for decision making, 212–214 cross-functional, 149 decision making by, 185–190, 208–209 defined, 147 effectiveness, 152–155 employee involvement, 149–150 formal, 148 group dynamics, 164 heterogeneous, 162–163 high-performance, 170–173 homogeneous, 162 improving processes, 173–182 inter-team dynamics, 180–181 leadership, 173–182 member contributions, 146 membership composition, 161–162 NASCAR example, 161 nature of task, 160 new members, 174 norms, 176–178 open system model, 158–159 problem-solving, 149 quality circles as, 150 resources and settings, 159–160 Ringlemann effect, 153 role dynamics, 175–176 role in organizations, 147–149 self-managing, 150–151 shared leadership, 324–326 size considerations, 160 social facilitation, 154–155 stages of development, 156–158 subgroups in, 181 synergy benefit, 153 task and maintenance leadership, 174–175 virtual, 151–152 what they do, 147 SI-8 Subject Index Teamwork, 146–147 Technical skills, 13 Telecommuting, 138 Terminal values, 39 Thematic Apperception Test (TAT), 104 360-degree evaluation, 131 Title VII of the Civil Rights Act of 1964, 43 The Tonight Show (TV show), Top-management teams (TMTs), 417–419 Total quality management (TQM), 382–383 Trait perspectives, 293 Transactional leadership, 310 Transformational change, 335–336 Transformational leadership, 310–311, 323 Transparency, 256 Turf, defending, 283 Turnover, 66 TV shows See also Movies The Amazing Race, 249 The Big Bang Theory, 92 Survivor, 154 The Tonight Show, Two-factor theory, 106–107 Type A orientation, 35, 38 Type B orientation, 35 U Uncertain environments, 202 Uncertainty avoidance, 40 Unethical behavior, rationalizing, 277 Unintended consequences, 359–360 Universal design, 46 Unplanned change, 336 Upward communication, 253 V Valence, 111, 112 Validity, as performance measurement criterion, 131 Value chains, 10 Value congruence, 39–40 Values defined, 38 instrumental, 39 sources, 38 terminal, 39 Variables, dependent vs independent, Vertical specialization, 377, 385 Vicarious learning, 402 Virtual communication networks, 185 Virtual organizations, 412–413 Virtual teams, 151–152, 168 VoIP, 168 Vroom-Jago model, 208, 209 W Webcams, 168 Wikileaks, 256 Wikis, 256 Win-lose strategies, 229 Win-win strategies, 229–230, 234 Withdrawal behavior, 66–67 Women on corporate boards of directors, 385 and diversity issues, 43–44 as leaders, stereotyping, 82 Work sharing, 138 Work stressors, 36 Workforce diversity See also Cultures defined, 11, 42 managing, 47–48 and team performance, 162–163 types, 42–46 Xerox case study, W-101, W-102 Working Mother magazine, 102 Work-life balance, 36, 67, 69, 136–139 Workplace alternative work schedules, 136–139 employee voice, 254 interactional justice perceptions, 81 nature of organizations, 8–11 World Trade Center, 357 Z Zone of indifference, 267–268 special features ETHICS IN OB • IS MANAGEMENT A PROFESSION? • LIFE AND DEATH AT AN OUTSOURCING FACTORY • PERSONALITY TESTING • BLOGGING IS FUN BUT BLOGGERS BEWARE • WATCH OUT FOR FACEBOOK FOLLIES • PRIVACY IN THE AGE OF SOCIAL NETWORKING • WORKERS REPORT ON ETHICAL WORKPLACE CONDUCT • ETHICS OF INCENTIVES • INFORMATION GOLDMINE CREATES A DILEMMA • COLLEGE ATHLETICS AND ETHICAL CHOICES • MOTIVATION AND PERFORMANCE • AGE BECOMES AN ISSUE IN JOB LAYOFFS • CHEAT NOW CHEAT LATER • FLATTENED INTO EXHAUSTION • SOCIAL LOAFING MAY BE CLOSER THAN YOU THINK • SOCIAL ENTREPRENEUR TACKLES ILLITERACY • CEO PAY—IS IT EXCESSIVE? FINDING THE LEADER IN YOU • LEONARD ABESS, JR., CITY NATIONAL BANK • IDEO • STEPHEN HAWKING • NELSON MANDELA • DON THOMPSON, MCDONALD’S • GOOGLE LEADER MATCH • RICHARD BRANSON, VIRGIN GROUP • LORRAINE MONROE, LEADERSHIP ACADEMY • PATRICIA KARTER, DANCING DEER BAKING COMPANY • NASCAR • CHRISTINE SPECHT, COUSINS SUBS • JEFF BEZOS, AMAZON • KAREN BRYANT, SEATTLE STORM • TOM SZAKY, TERRACYCLE • JIM SINEGAL, COSTCO • ALAN MULLALY, FORD OB IN POPULAR CULTURE • PERSONALITY AND SHREK • CROSS CULTURAL COMMUNICATION AND THE AMAZING RACE • MOODS AND CRASH • POLITICAL BEHAVIOR AND SPANGLISH • POSITIVE REINFORCEMENT AND BIG EXTRINSIC REWARDS AND NEW BALANCE • PATH-GOAL AND REMEMBER THE TITANS • SOCIAL LOAFING AND SURVIVOR • CORPORATE CULTURE AND THE FIRM • GROUP THINK AND MADAGASCAR • HIERARCHY AND RATATOUILLE • INTUITION AND U.S AIR FLIGHT 1549 • ADHOCRACY AND THE EX • MORAL MANAGEMENT AND JOHN Q • AUTHENTIC LEADERSHIP AND BRAVEHEART • INTRAPERSONAL CONFLICTS AND BECK’S RESEARCH INSIGHT • TWIN STUDIES—NATURE OR NURTURE? • WORDS AFFECT OUTCOMES IN ONLINE DISPUTE RESOLUTION • JOBS SATISFACTION SPILLOVER ONTO FAMILY LIVES • LEADERSHIP BEHAVIOR AND THE EMPLOYEE VOICE • INTERACTIONAL JUSTICE PERCEPTIONS AFFECT INTENT TO LEAVE • FEMALE MEMBERS ON CORPORATE BOARDS OF DIRECTORS • CONSCIOUS AND SUBCONSCIOUS GOALS • PARTICIPATORY LEADERSHIP AND PEACE • RACIAL BIAS MAY EXIST IN SUPERVISOR RATINGS • CEO VALUES MAKE A DIFFERENCE • MEMBERSHIP, INTERACTIONS, AND EVALUATION INFLUENCE SOCIAL LOAFING • TEAM FACTORS AND INNOVATION • DEMOGRAPHIC FAULTINES POSE IMPLICATIONS FOR LEADING TEAMS • CEO VALUES MAKE A DIFFERENCE • WOMEN MIGHT MAKE BETTER LEADERS • ESCALATION OF COMMITMENT HITS BANK LOAN OFFICERS AND COLLEGE STUDENTS • COORDINATION IN TEMPORARY ORGANIZATIONS chapter openers brief contents The Tonight Show: Things Don’t Always Go As Planned part Organizational Behavior Today Xerox: A Dynamic Duo part Individual Behavior and Performance part Teams and Teamwork part Influence Processes and Leadership part Organizational Context Stroller Strides: Balance Through Fitness Head First Labs: Just-In-Time Saves the Day Feeding America: Hungry to Succeed Los 33: Surviving on Faith Alone Whole Foods: Teaming Up for Success Virtual Teams: Here, There, Everywhere Animoto: Making a Big Deal Out of Nothing Edward Saverin: “You’re Out” Nordstrom: 115 Stores, Inventory Twitter: Tweets Heard ’Round the World Zappos Insights: Revealing Corporate Secrets Ready About: Don’t Lose Your Bearings Social Media and Corporations: Don’t Cross the Line Employee Autonomy: A Little Freedom Goes a Long Way American Airlines & Citibank: Leading the Charge 10 11 12 13 14 15 16 17 Introducing Organizational Behavior Individual Differences, Values, and Diversity Emotions, Attitudes, and Job Satisfaction Perception, Attribution, and Learning Motivation Theories Motivation and Performance Teams in Organizations Teamwork and Team Performance Decision Making and Creativity Conflict and Negotiation Communication and Collaboration Power and Politics Leadership Essentials Leadership Challenges and Organizational Change Organizational Culture and Innovation Organizational Goals and Structures Strategy, Technology, and Organizational Design OB Skills Workbook Learning Style Inventory Student Leadership Practices Inventory Self-Assessment Portfolio Team and Experiential Exercises Cases for Critical Thinking OB skills workbook Self-Assessments Managerial Assumptions A Twenty-First Century Manager Turbulence Tolerance Test Global Readiness Index Personal Values Intolerance for Ambiguity Two-Factor Profile Are You Cosmopolitan? Group Effectiveness 10 Least Preferred Co-Worker Scale 11 Leadership Style 12 “TT” Leadership Style 13 Empowering Others 14 Machiavellianism 15 Personal Power Profile 16 Your Intuitive Ability 17 Decision-Making Biases 18 Conflict Management Strategies 19 Your Personality Type 20 Time Management Profile 21 Organizational Design Preference 22 Which Culture Fits You? Team and Experiential Exercises A Sweet Tooth B Interrogatories C Decode D Choices E Internal/External Motivators F Quick Hitter My Best Manager Graffiti Needs Assessment My Best Job What Do You Value in Work? My Asset Base Expatriate Assignments Cultural Cues Prejudice in Our Lives How We View Differences 10 Alligator River Story 11 Teamwork & Motivation 12 The Downside of Punishment 13 Tinkertoys 14 Job Design Preferences 15 My Fantasy Job 16 Motivation by Job Enrichment 17 Annual Pay Raises 18 Serving on the Boundary 19 Eggsperiential Exercise 20 Scavenger Hunt—Team Building 21 Work Team Dynamics 22 Identifying Team Norms 23 Workgroup Culture 24 The Hot Seat 25 Interview a Leader 26 Leadership Skills Inventories 27 Leadership and Participation in Decision Making 28 My Best Manager—Revisited 29 Active Listening 30 Upward Appraisal 31 360° Feedback 32 Role Analysis Negotiation 33 Lost at Sea 34 Entering the Unknown 35 Vacation Puzzle 36 The Ugli Orange 37 Conflict Dialogues 38 Force-Field Analysis 39 Organizations Alive! 40 Fast-Food Technology 41 Alien Invasion 42 Power Circle Exercise Cases for Critical Thinking Trader Joe’s Management Training Xerox Tysvar, LLC MagRec, Inc It Isn’t Fair Hovey & Beard Perfect Pizzeria The Forgotten Group Member NASCAR Decisions, Decisions The Missing Raise The Poorly Informed Walrus Faculty Empowerment The New Vice President Southwest Airlines Novo Nordisk Never on a Sunday First Community Financial Mission Management and Trust OB Modules Online Human Resource Management Stress Management Uploaded by [StormRG] ... Manager, providing personal training and support 12th edition ORGANIZATIONAL BEHAVIOR John R Schermerhorn, Jr | Richard N Osborn | Mary Uhl- Bien | James G Hunt Ohio University Wayne State University... organizations JOHN R SCHERMERHORN, JR Ohio University RICHARD N OSBORN Wayne State University MARY UHL- BIEN University of Nebraska viii about this book Organizational Behavior, 12th Edition, brings... Challenges and Organizational Change 319 part Organizational Context 15 16 17 Organizational Culture and Innovation 347 Organizational Goals and Structures 373 Strategy, Technology, and Organizational