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Organizational Behavior Paper

Covers completely the actual specific details of the assignment. If an example connects to an OB concept from the course, directly make the connection in your writing. Let me know that you know the connection.
Addresses the content or substantive issues with outstanding accuracy and insight, and demonstrates excellent understanding.
Organizational structure illustrates a strong grasp of the ideas, uses transitions effectively, and conclusions are logical and clearly stated.
Research, supporting ideas, and examples are thoughtfully chosen, relevant and accurate.
No (or very, very few) errors in spelling, grammar, and punctuation!
Language sets appropriate tone for the purpose and audience, characterized by persuasiveness and strong variety in word choice and sentence structure.
Easy to read, flows, and is a compelling and interesting read.
Follows guidelines outlined below in Submission Format for Written Work.

Parachute paper (9 pages)

Premise: You show up for work in a new organization or “parachute” into the organization (often knowing little about the organization). This analytical paper describes how you observe and orient in this new environment to more fully understand the organization’s behavior.

In addition to the grading guidelines above… You should address the deeper currents of culture as well as howprocesses and mission drive behavior. You should address your place in this organization (from which perspective are you writing), not merely from a “job description” perspective, but from at the individual and group levels of analysis. While not limited to these topics, your paper should also address leadership, motivation, communications, and ethics. In addition to incorporating a wide variety of specific OB distinctions from the course, the paper must analyze (not merely describe) the organization’s behavior from each zoom level:individual, group, organization, and inter-organizational.

Other than the format guidelines in this syllabus, how you clearly format this paper is up to you. You might be effective in first-person or third-person. The paper requires you to think deeply about OB in a specific organization. There is no required formula to accomplish this assignment.

This is a final paper and should draw upon and synthesize concepts, distinctions, and major themes from the entire course. You may use an organization you have experience with or research one where you would like to work. Ideally, from reading this paper, I should have the experience of being there with you and gain a valuable understanding of this organization. Another way to look at this paper is as the document which uncovers the currents of organizational behavior in a methodical way. The exercise of writing this paper provides you with a template for analyzing your next organization’s behavior, to avoid organizational pitfalls, and more quickly make a valuable contribution.

The papers must be typed (12 point font) in Times New Roman Font; double-spaced (unless otherwise noted), with one inch margins, and printed on 8.5 x 11 inch paper.

Use the OB concepts from the book as many as you can. The paper must analyze (not merely describe) the organization’s behavior from each zoom level: individual, group, organization, and inter-organizational. Textbook: Robbins, S.P. and Judge, T.A. 2012. Essentials of Organizational Behavior. 12th Ed. Pearson-Prentice Hall, NJ.

I have attached the text book pdf in the attachment. Please use the OB concepts in the text book and analyze the organization.

MyManagementLab is an online assessment and preparation solution that helps you actively study and prepare material for class. Chapter-by-chapter activities, including study plans, focus on what you need to learn and to review in order to succeed.

Visit www.mymanagementlab.com to learn more.

www.mymanagementlab.com
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Essentials of Organizational Behavior

T w e l f t h E d i t i o n

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Essentials of Organizational Behavior

Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto

Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

T w e l f t h E d i t i o n

Stephen P. Robbins San Diego State University

Timothy A. Judge University of Notre Dame

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Copyright © 2014, 2012, 2010 by Pearson Education, Inc. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or like- wise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290.

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Library of Congress Cataloging-in-Publication Data Robbins, Stephen P., Essentials of organizational behavior/Stephen P. Robbins, Timothy A. Judge.—12th ed. p. cm. ISBN-13: 978-0-13-296850-8 ISBN-10: 0-13-296850-9 1. Organizational behavior. I. Judge, Tim. II. Title. HD58.7.R6 2014 658.3—dc23 2012026699

10 9 8 7 6 5 4 3 2 1

ISBN 10: 0-13-296850-9 ISBN 13: 978-0-13-296850-8

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This book is dedicated to our friends and colleagues in The Organizational Behavior Teaching Society

who, through their teaching, research, and commitment to the leading process, have significantly

improved the ability of students to understand and apply OB concepts.

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BriEF COnTEnTS

Part 1 Prologue 1 Chapter 1 Introduction to Organizational Behavior 1

Part 2 the Individual in the Organization 14 Chapter 2 Diversity in Organizations 14

Chapter 3 Attitudes and Job Satisfaction 32

Chapter 4 Emotions and Moods 46

Chapter 5 Personality and Values 62

Chapter 6 Perception and Individual Decision Making 80

Chapter 7 Motivation Concepts 96

Chapter 8 Motivation: From Concepts to Applications 115

Part 3 Groups in the Organization 131 Chapter 9 Foundations of Group Behavior 131

Chapter 10 Understanding Work Teams 148

Chapter 11 Communication 162

Chapter 12 Leadership 178

Chapter 13 Power and Politics 198

Chapter 14 Conflict and Negotiation 214

Part 4 the Organization System 231 Chapter 15 Foundations of Organization Structure 231

Chapter 16 Organizational Culture 248

Chapter 17 Organizational Change and Stress Management 263

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COnTEnTS

Preface xvii

Acknowledgments xxiv

About the Authors xxv

Part 1 Prologue 1

Chapter 1 IntrOduCtIOn tO OrGanIzatIOnal BehavIOr 1 Enter Organizational Behavior 2

Complementing Intuition with Systematic Study 3

Disciplines That Contribute to the OB Field 3

Psychology 3

Social Psychology 4

Sociology 5

Anthropology 5

There Are Few Absolutes in OB 5

Challenges and Opportunities for OB 5

Responding to Economic Pressures 6

Responding to Globalization 6

Managing Workforce Diversity 7

Improving Customer Service 8

Improving People Skills 9

Stimulating Innovation and Change 9

Coping with “Temporariness” 9

Working in Networked Organizations 10

Helping Employees Balance Work–Life Conflicts 10

Improving Ethical Behavior 11

The Plan of This Book 11 Summary and Implications for Managers 12

Part 2 the Individual in the Organization 14

Chapter 2 dIverSIty In OrGanIzatIOnS 14 Diversity 14

Demographic Characteristics of the U.S. Workforce 14

Levels of Diversity 15

Discrimination 16

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viii Contents

Biographical Characteristics 16

Age 18

Gender 19

Race and Ethnicity 20

Disability 21

Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity 22

Ability 24

Intellectual Abilities 24

Physical Abilities 26

The Role of Disabilities 27

Implementing Diversity Management Strategies 27

Attracting, Selecting, Developing, and Retaining Diverse Employees 27

Diversity in Groups 28

Effective Diversity Programs 29 Summary and Implications for Managers 30

Chapter 3 attItudeS and JOB SatISfaCtIOn 32 ATTITUDES 32

What Are the Main Components of Atttudes? 33

Does Behavior Always Follow from Attitudes? 34

What Are the Major Job Attitudes? 35

JOB SATISFACTION 38

Measuring Job Satisfaction 38

How Satisfied Are People in Their Jobs? 38

What Causes Job Satisfaction? 39

The Impact of Satisfied and Dissatisfied Employees on the Workplace 41

Summary and Implications for Managers 44

Chapter 4 emOtIOnS and mOOdS 46 What Are Emotions and Moods? 47

The Basic Emotions 48

The Basic Moods: Positive and Negative Affect 48

The Function of Emotions 49

Sources of Emotions and Moods 50

Emotional Labor 53

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Contents ix

Emotional Intelligence 54

The Case for EI 54

The Case Against EI 55

Emotion Regulation 56

Ob Applications of Emotions and Moods 56

Selection 56

Decision Making 57

Creativity 57

Motivation 57

Leadership 58

Negotiation 58

Customer Service 58

Job Attitudes 59

Deviant Workplace Behaviors 59

Safety and Injury at Work 59

How Managers Can Influence Moods 60 Summary and Implications for Managers 60

Chapter 5 PerSOnalIty and valueS 62 Personality 62

What Is Personality? 63

The Myers-Briggs Type Indicator 64

The Big Five Personality Model 65

Other Personality Traits Relevant to OB 68

Values 71

The Importance of Values 71

Terminal Versus Instrumental Values 72

Linking an Individual’s Personality and Values to the Workplace 73

Person–Job Fit 73

Person–Organization Fit 74

International Values 75 Summary and Implications for Managers 78

Chapter 6 PerCePtIOn and IndIvIdual deCISIOn makInG 80 What Is Perception? 80

Factors That Influence Perception 81

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Person Perception: Making Judgments About Others 81

Attribution Theory 81

Common Shortcuts in Judging Others 83

The Link Between Perception and Individual Decision Making 85

Decision Making in Organizations 85

The Rational Model, Bounded Rationality, and Intuition 85

Common Biases and Errors in Decision Making 87

Organizational Constraints on Decision Making 91

What About Ethics and Creativity in Decision Making? 92

Three Ethical Decision Criteria 92

Improving Creativity in Decision Making 92

International Differences 94 Summary and Implications for Managers 94

Chapter 7 mOtIvatIOn COnCePtS 96 DEFINING MOTIVATION 96

EARLY THEORIES OF MOTIVATION 97

Hierarchy of Needs Theory 97

Theory X and Theory Y 98

Two-Factor Theory 99

McClelland’s Theory of Needs 100

CONTEMPORARY THEORIES OF MOTIVATION 101

Self-Determination Theory 101

Job Engagement 103

Goal-Setting Theory 103

Self-Efficacy Theory 106

Equity Theory/Organizational Justice 108

Expectancy Theory 112 Summary and Implications for Managers 113

Chapter 8 mOtIvatIOn: frOm COnCePtS tO aPPlICatIOnS 115 Motivating by Changing the Nature of the Work Environment 115

The Job Characteristics Model 116

How Can Jobs Be Redesigned? 117

Alternative Work Arrangements 120

The Social and Physical Context of Work 123

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Employee Involvement 123

Examples of Employee Involvement Programs 124

Linking Employee Involvement Programs and Motivation Theories 124

Using Rewards to Motivate Employees 125

What to Pay: Establishing a Pay Structure 125

How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 125

Flexible Benefits: Developing a Benefits Package 128

Intrinsic Rewards: Employee Recognition Programs 129 Summary and Implications for Managers 130

Part 3 Groups in the Organization 131

Chapter 9 fOundatIOnS Of GrOuP BehavIOr 131 DEFINING AND CLASSIFYING GROUPS 131

STAGES OF GROUP DEVELOPMENT 133

The Five-Stage Model 133

An Alternative Model for Temporary Groups with Deadlines 134

GROUP PROPERTIES: ROLES, NORMS, STATUS, SIZE, COHESIVENESS, AND DIVERSITY 135

Group Property 1: Roles 135

Group Property 2: Norms 136

Group Property 3: Status 139

Group Property 4: Size 140

Group Property 5: Cohesiveness 141

Group Property 6: Diversity 141

GROUP DECISION MAKING 142

Groups Versus the Individual 143

Groupthink and Groupshift 143

Group Decision-Making Techniques 145 Summary and Implications for Managers 146

Chapter 10 underStandInG WOrk teamS 148 Why Have Teams Become so Popular? 148

Differences Between Groups and Teams 149

Types of Teams 150

Problem-Solving Teams 150

Self-Managed Work Teams 150

Contents xi

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Cross-Functional Teams 151

Virtual Teams 151

Creating Effective Teams 152

Context: What Factors Determine Whether Teams Are Successful? 152

Team Composition 153

Team Processes 156

Turning Individuals into Team Players 158

Selecting: Hiring Team Players 158

Training: Creating Team Players 159

Rewarding: Providing Incentives to Be a Good Team Player 159

Beware! Teams Aren’t Always the Answer 159 Summary and Implications for Managers 160

Chapter 11 COmmunICatIOn 162 The Communication Process 162

Direction of Communication 163

Downward Communication 163

Upward Communication 164

Lateral Communication 164

Interpersonal Communication 164

Oral Communication 165

Written Communication 165

Nonverbal Communication 165

Organizational Communication 167

Formal Small-Group Networks 167

The Grapevine 168

Electronic Communications 168

Managing Information 172

Barriers to Effective Communication 172

Filtering 173

Selective Perception 173

Information Overload 173

Emotions 173

Language 173

Silence 174

Communication Apprehension 174

Lying 174

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Global Implications 175

Cultural Barriers 175

Cultural Context 176

A Cultural Guide 176 Summary and Implications for Managers 177

Chapter 12 leaderShIP 178 What Is Leadership? 178

Trait Theories 179

Behavioral Theories 180

Summary of Trait Theories and Behavioral Theories 181

Contingency Theories 181

The Fiedler Model 182

Leader-Member Exchange (LMX) Theory 184

Charismatic Leadership and Transformational Leadership 185

Charismatic Leadership 185

Transformational Leadership 188

Authentic Leadership: Ethics And Trust 191

What Is Authentic Leadership? 191

Ethics and Leadership 192

Servant Leadership 192

Trust and Leadership 193

What Are the Consequences of Trust? 193

Challenges To The Leadership Construct 194

Leadership as an Attribution 194

Substitutes for and Neutralizers of Leadership 195

Online Leadership 196 Summary and Implications for Managers 196

Chapter 13 POWer and POlItICS 198 A Definition of Power 198

Contrasting Leadership and Power 199

Bases of Power 200

Formal Power 200

Personal Power 201

Which Bases of Power Are Most Effective? 201

Power and Perceived Justice 201

Power Tactics 202

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Politics: Power In Action 204

Definition of Organizational Politics 204

The Reality of Politics 204

Causes and Consequences of Political Behavior 205

Factors Contributing to Political Behavior 205

How Do People Respond to Organizational Politics? 207

Impression Management 208

The Ethics of Behaving Politically 212 Summary and Implications for Managers 213

Chapter 14 COnflICt and neGOtIatIOn 214 A Definition of Conflict 214

Transitions in Conflict Thought 215

The Traditional View of Conflict 215

The Interactionist View of Conflict 215

Resolution-Focused View of Conflict 216

The Conflict Process 217

Stage I: Potential Opposition or Incompatibility 217

Stage II: Cognition and Personalization 218

Stage III: Intentions 218

Stage IV: Behavior 219

Stage V: Outcomes 220

Negotiation 222

Bargaining Strategies 222

The Negotiation Process 225

Individual Differences in Negotiation Effectiveness 227 Summary and Implications for Managers 229

Part 4 the Organization System 231

Chapter 15 fOundatIOnS Of OrGanIzatIOn StruCture 231 What Is Organizational Structure? 231

Work Specialization 232

Departmentalization 233

Chain of Command 234

Span of Control 234

Centralization and Decentralization 235

Formalization 236

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Common Organizational Designs 236

The Simple Structure 236

The Bureaucracy 237

The Matrix Structure 238

New Design Options 239

The Virtual Organization 239

The Boundaryless Organization 240

The Leaner Organization: Downsizing 241

Why Do Structures Differ? 242

Organizational Strategy 243

Organization Size 244

Technology 244

Environment 244

Organizational Designs and Employee Behavior 245 Summary and Implications for Managers 246

Chapter 16 OrGanIzatIOnal Culture 248 What Is Organizational Culture? 248

A Definition of Organizational Culture 249

Culture Is a Descriptive Term 249

Do Organizations Have Uniform Cultures? 249

Strong Versus Weak Cultures 250

Culture Versus Formalization 250

What Do Cultures Do? 250

Culture’s Functions 251

Culture Creates Climate 251

Culture as a Liability 252

Creating and Sustaining Culture 253

How a Culture Begins 253

Keeping a Culture Alive 253

Summary: How Cultures Form 257

How Employees Learn Culture 257

Stories 257

Rituals 257

Material Symbols 258

Language 258

Creating An Ethical Organizational Culture 258

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Creating A Positive Organizational Culture 259

Building on Employee Strengths 259

Rewarding More Than Punishing 260

Emphasizing Vitality and Growth 260

Limits of Positive Culture 261

Global Implications 261 Summary and Implications for Managers 262

Chapter 17 OrGanIzatIOnal ChanGe and StreSS manaGement 263 Forces for Change 263

Resistance to Change 264

Overcoming Resistance to Change 266

Approaches to Managing Organizational Change 267

Lewin’s Three-Step Model 267

Kotter’s Eight-Step Plan for Implementing Change 268

Organizational Development 269

Creating a Culture for Change 271

Stimulating a Culture of Innovation 271

Work Stress and its Management 273

What Is Stress? 273

Consequences of Stress 274

Managing Stress 275 Summary and Implications for Managers 277

Epilogue 278

Endnotes 279

Glindex 331

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PrEFACE

This book was created as an alternative to the 600- or 700-page comprehensive textbook in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB in a style that readers will find both informative and interesting. We’re pleased to say that this text has achieved a wide following in short courses and executive programs as well as in traditional courses as a companion volume with experiential, skill development, case, and readings books. It is currently used at more than 500 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It has also been translated into Spanish, Portuguese, Japanese, Chinese, Dutch, Polish, Turkish, Danish, and Bahasa Indonesian.

Key Changes to the tWeLFth edition

• New chapter on diversity in organizations including information on current U.S. workforce demographics, discrimination, biographical characteristics, abilities, and implementing diversity management strategies.

• Improved integration of contemporary global implications: with the explosion of international research, global OB research is now woven into each chapter, rather than contained in a stand-alone section at the end of the chapter.

• Summary and Implications for Managers section revised to bring the topics to- gether with the application for managers.

• New end of chapter assisted-graded writing question located in MyManagmentLab provides support for developing students’ critical thinking skills.

• Six new videos added demonstrating the real-world applications of OB concepts. Companies and topics include: East Haven Fire Department on Emotions and Moods and Managing Stress, Gordon Law Group on Conflict and Negotiation, Orpheus Group Casting on Social Perception and Attribution, Power and Political Behavior, and Verizon on Diversity.

• Thoroughly updated examples and figures illustrating the latest data pertaining to Organizational Behavior.

Retained FRom the PRevious edition

What do readers like about this book? Surveys of users have found general agreement about the following features. Needless to say, they’ve all been retained in this edition.

• Length. Since its inception in 1984, we’ve tried diligently to keep this book in the range of 300 to 400 pages. Users tell us this length allows them considerable flex- ibility in assigning supporting materials and projects.

• Balanced topic coverage. Although short in length, this book continues to provide balanced coverage of all the key concepts in OB. This includes not only traditional topics, such as personality, motivation, and leadership, but also cutting-edge issues such as emotions, diversity, negotiation, and teamwork.

• Writing style. This book is frequently singled out for its fluid writing style and extensive use of examples. Users regularly tell us that they find this book “conver- sational,” “interesting,” “student friendly,” and “very clear and understandable.”

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• Practicality. This book has never been solely about theory. It’s about using theory to better explain and predict the behavior of people in organizations. In each edi- tion of this book, we have focused on making sure that readers see the link between OB theories, research, and implications for practice.

• Absence of pedagogy. Part of the reason we’ve been able to keep this book short in length is that it doesn’t include review questions, cases, exercises, or similar teaching/learning aids. It continues to provide only the basic core of OB knowl- edge, allowing instructors the maximum flexibility in designing and shaping their courses. Exercises and other teaching/learning aids can be found online on MyManagementLab.

• Integration of globalization, diversity, and ethics. The topics of globalization and cross-cultural differences, diversity, and ethics are discussed throughout this book. Rather than being presented in stand-alone chapters, these topics have been woven into the context of relevant issues. Users tell us they find that this integrative approach makes these topics more fully part of OB and reinforces their importance.

• Comprehensive supplements. Although this book may be short in length, it’s not short on supplements. It comes with a complete, high-tech support package for both faculty and students. This includes a comprehensive Instructor’s Manual, Test Item File and computerized Test Generator, DVD, PowerPoints, Blackboard and Web CT Courses and MyManagementLab. The Self-Assessment Library provides students with insights into their skills, abilities, and interests. These supplements are described in detail later in this preface.

ChaPteR-by-ChaPteR Changes

Chapter 1 (What is organizational behavior?) • Defines organizational behavior with current data, business examples, and research • New OB model, with better integration with pedagogy (structure) of book

Chapter 2 (diversity in organizations) • Describes the two major forms of workplace diversity, covering surface-level di-

versity and deep-level diversity • Explores the biographical characteristics of age, gender, race, disability, and length

of service as some of the most obvious ways employees differ, and how those iden- tities impact the workplace

• Discusses other biographical characteristics such as tenure, religion, sexual orien- tation, and gender identity as additional sources of workplace diversity

• Explores the role of intellectual ability and physical ability on employee performance

• Provides diversity management strategies for attracting, selecting, developing, and retaining diverse employees

Chapter 3 (attitudes and Job satisfaction) • Describes how the social relationships one has at work contribute to job satisfaction • Updated research on organizational commitment and employee engagement

xviii Preface

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• Review of recent studies on within-person variation in job attitudes • Updated material on organizational citizenship behaviors • New perspectives on attitudes and organizational performance • Exploration of job satisfaction across cultures, including a look at Eastern and

Western cultural differences

Chapter 4 (emotions and moods) • Revised introduction to the topic • Enhanced discussion of emotional intelligence • Review of research on moods and employee attachment • New section on “moral emotions” • Discussion of emotion regulation strategies and their consequences • New research on gender and emotions • Updated content on emotional displays at work • Integration of international cultural considerations • Research discussion on positive and negative affect in Western and Eastern cultures

Chapter 5 (Personality and values) • Introduces concepts related to dispositional self- and other-orientation • New material regarding vocational choices • New discussion of values and reaction to violations of employee values • Major revision regarding Hofstede’s model of culture and its consequences • Updated information on personality and expatriate success

Chapter 6 (Perception and individual decision making) • Review of recent work on self-serving biases • New information on stereotyping processes • Discussion of latest trends in decision errors research • Updated discussion of culture and perceptions

Chapter 7 (motivation Concepts) • New material on psychological need theories • Increased discussion of employee engagement • Updates to the discussion on goal-setting theory • New perspectives on equity and organizational justice • Discussion of the impact of various cultures on the hierarchy of needs theory and

McClelland’s theory of needs. Exploration of the implications of equity theory in different cultures

Chapter 8 (motivation: From Concepts to applications) • Updated discussion of job characteristics • New coverage of flextime, telecommuting, and related work practices • Revised discussion of employee empowerment and its effects • Discussions of innovations in gainsharing practices • Integration of international cultural considerations

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• Consideration of job rotation in international manufacturing settings, a discussion of the success of employee involvement programs in non-U.S. countries, and the adoption of flexible benefits programs in Canada and the United Kingdom

Chapter 9 (Foundations of group behavior) • New information on defining and classifying groups • New material on dysfunctional behavior in teams • Discussion of minority influence on group decision making • New section on temporary groups with deadlines • Updated information on group decision errors and groupthink • Introduction of Group Property 6: Diversity • New information on international variations in group behavior integration of inter-

national cultural considerations • Discussion of social loafing in various cultures and the impact of group member

diversity on group performance

Chapter 10 (understanding Work teams) • Updated discussion of strategies to improve team performance • Review of research on team decision-making strategies • New perspectives on creativity in teams • New material on team proactivity • Discussion on diversity created by national differences • Discussion on diversity in teams of members from various cultures, and research