McShane Von Glinow
»
Readability, presentation of current knowledge
»
Strong International/Global orientation
»
Contemporary Theory Foundation (without the jargon)
»
Active Learning and Critical Thinking Support
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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
