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Behavior in Organizations Global Edition

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Jerald Greenberg

E D I T I O N 10

Behavior in Organizations

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Global Edition

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Authorised adaptation from the United States edition, entitled Behavior in Organizations, 10th Edition, ISBN 978-0-13-609019-9 by Jerald Greenberg, published by Pearson Education, publishing as Prentice Hall © 2011.

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Brief Contents

Preface 23

PART 1 Introduction to Organizational Behavior 31 Chapter 1 The Field of Organizational Behavior 31 Chapter 2 Organizational Justice, Ethics, and Corporate Social

Responsibility 65

PART 2 Basic Human Processes 101 Chapter 3 Perception and Learning: Understanding and Adapting

to the Work Environment 101 Chapter 4 Individual Differences: Personality, Skills, and Abilities 139 Chapter 5 Coping with Organizational Life: Emotions and Stress 173

PART 3 The Individual in the Organization 206 Chapter 6 Work-Related Attitudes: Prejudice, Job Satisfaction,

and Organizational Commitment 206 Chapter 7 Motivation in Organizations 242

PART 4 Group Dynamics 279 Chapter 8 Group Dynamics and Work Teams 279 Chapter 9 Communication in Organizations 320

Chapter 10 Decision Making in Organizations 362 Chapter 11 Interpersonal Behavior at Work: Conflict, Cooperation, Trust,

and Deviance 404

PART 5 Influencing Others 443 Chapter 12 Power: Its Uses and Abuses in Organizations 443 Chapter 13 Leadership in Organizations 475

PART 6 Organizational Processes 509 Chapter 14 Organizational Culture, Creativity, and Innovation 509 Chapter 15 Organizational Structure and Design 546 Chapter 16 Managing Organizational Change: Strategic Planning and

Organizational Development 582

APPENDIXES Appendix 1 Learning About Behavior in Organizations:

Theory and Research 618 Appendix 2 Understanding and Managing Your Career 629

Endnotes 643 Glossary 685 Company Index 704 Name Index 707 Subject Index 710

7

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Contents

Preface 23

PART 1 Introduction to Organizational Behavior 31

Chapter 1 The Field of Organizational Behavior 31 � PREVIEW CASE The Talented Chief of Taleo 32

Organizational Behavior: Its Basic Nature 33 What Is the Field of Organizational Behavior All About? 33 Why Is It Important to Know About OB? 36

What Are the Field’s Fundamental Assumptions? 37 OB Recognizes the Dynamic Nature of Organizations 37 OB Assumes There Is No “One Best” Approach 38

OB Then and Now: A Capsule History 39 The Early Days: Scientific Management and the Hawthorne Studies 39 Classical Organizational Theory 40 Late Twentieth Century: Organizational Behavior as a Social Science 41 OB in Today’s Infotech Age 42

OB Responds to the Rise of Globalization and Diversity 43 International Business and the Global Economy 43 The Shifting Demographics of the Workforce: Trends Toward Diversity 46

OB Responds to Advances in Technology 49 Leaner Organizations: Downsizing and Outsourcing 50 The Virtual Organization 51 Telecommuting: Going to Work Without Leaving Home 51

OB Is Responsive to People’s Changing Expectations 53 Employees and Employers Desire Engagement 53 In Search of Flexibility: Responding to Needs of Employees 54

Summary and Review of Learning Objectives 60 • Points to Ponder 61 • Experiencing OB 61 • Practicing OB 64

� CASE IN POINT Floyd’s Barbershop: A Cut Above the Rest 64

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS What’s in a Name?

It Depends Where You Live 46 � OB IN PRACTICE Telecommuting as a Business Continuity

Strategy 53 � THE ETHICS ANGLE Are I-Deals Unfair? 59

Chapter 2 Organizational Justice, Ethics, and Corporate Social Responsibility 65

� PREVIEW CASE A Huge Day’s Pay for a Seriously Bad Day’s Work 66 Organizational Justice: Fairness Matters 67 Two Important Points to Keep in Mind 67 Forms of Organizational Justice and Their Effects 68 A Neurological Basis for Responses to Injustice 71

Strategies for Promoting Organizational Justice 72 Pay Workers What They Deserve 72 Offer Workers a Voice 73 Explain Decisions Thoroughly and in a Manner Demonstrating Dignity and Respect 74 Train Workers to Be Fair 74

9

Ethical Behavior in Organizations: Its Fundamental Nature 77 What Do We Mean by Ethics? 78 Ethics and the Law 80

Why Do Some People Behave Unethically, at Least Sometimes—and What Can Be Done About It? 81

Individual Differences in Cognitive Moral Development 82 Situational Determinants of Unethical Behavior 83

Using Corporate Ethics Programs to Promote Ethical Behavior 86 Components of Corporate Ethics Programs 86 The Effectiveness of Corporate Ethics Programs 88

Ethics in the International Arena 88 Ethical Relativism and Ethical Imperialism: Two Extreme Positions 88 Three Guiding Principles of Global Ethics 89

Beyond Ethics: Corporate Social Responsibility 90 What Is Corporate Social Responsibility? 91 Forms of Socially Responsible Behavior 92 Profitability and Social Responsibility: The Virtuous Circle 93

Summary and Review of Learning Objectives 95 • Points to Ponder 96 • Experiencing OB 97 • Practicing OB 99

� CASE IN POINT HP = Hidden Pretexting? What Did in Dunn? 99

Special Sections � THE ETHICS ANGLE Making A Business Case for Ethical Behavior 79 � OB IN PRACTICE Using Ethics Audits to Monitor the Triple Bottom Line 87 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Nike Turns the Tables on

Critics of Employee Conditions 94 � VIDEO CASES Global Business at KPMG 100

Social Responsibility at Terra Cycle 100 Work/Life Balance 100

PART 2 Basic Human Processes 101

Chapter 3 Perception and Learning: Understanding and Adapting to the Work Environment 101

� PREVIEW CASE In Tune for Success 102

Social Perception and Social Identity: Understanding Others and Ourselves 103

Social Perception: What Are Others Like? 103 Social Identity: Who Am I? 103

The Attribution Process: Judging the Causes of Others’ Behavior 105 Making Correspondent Inferences: Using Acts to Judge Dispositions 106 Causal Attribution of Responsibility: Answering the Question “Why?” 107

Perceptual Biases: Systematic Errors in Perceiving Others 108 The Fundamental Attribution Error 109 The Halo Effect: Keeping Perceptions Consistent 109 The Similar-to-Me Effect: “If You’re Like Me, You Must Be Pretty Good” 110 Selective Perception: Focusing on Some Things While Ignoring Others 111 First-Impression Error: Confirming One’s Expectations 111 Self-Fulfilling Prophecies: The Pygmalion Effect and the Golem Effect 111

Stereotyping: Fitting People into Categories 114 Why Do We Rely on Stereotypes? 114 The Dangers of Using Stereotypes in Organizations 114

Perceiving Others: Organizational Applications 116 Employment Interviews: Managing Impressions to Prospective Employers 116 Performance Appraisal: Formal Judgments About Job Performance 119

10 CONTENTS

Learning: Adapting to the World Around Us 120 Operant Conditioning: Learning Through Rewards and Punishments 121 Observational Learning: Learning by Imitating Others 123

Training: Learning and Developing Job Skills 124 Varieties of Training Methods 124 Principles of Learning: Keys to Effective Training 127

Organizational Practices Using Reward and Punishment 130 Organizational Behavior Management 130 Discipline: Eliminating Undesirable Organizational Behaviors 131

Summary and Review of Learning Objectives 133 • Points to Ponder 135 • Experiencing OB 135 • Practicing OB 137

� CASE IN POINT Smiling Might Not Be Such a Safe Way to Treat Safeway Customers 138

Special Sections � OB IN PRACTICE A Creative Approach to Avoiding Stereotyping 117 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Performance Evaluations

in the United States and Japan 120 � THE ETHICS ANGLE Principles for Using Discipline Fairly—and

Effectively, Too 132

Chapter 4 Individual Differences: Personality, Skills, and Abilities 139 � PREVIEW CASE Kenneth Chenault: An American Success

at American Express 140

Personality: Its Basic Nature 141 What Is Personality? 141 Personality and Situations: The Interactionist Approach 142 How Is Personality Measured? 144 Do Organizations Have Personalities Too? 147

Major Work-Related Aspects of Personality: The “Big Five,” Positive Versus Negative Affectivity, and Core Self-Evaluations 148

The Big Five Dimensions of Personality: Our Most Fundamental Traits 148 Positive and Negative Affectivity: Tendencies Toward Feeling Good or Bad 151 Core Self-Evaluations: How Do We Think of Ourselves? 152

Additional Work-Related Aspects of Personality 154 Machiavellianism: Using Others to Get Ahead 154 Achievement Motivation: The Quest for Excellence 155 Morning Persons and Evening Persons 158

Abilities and Skills: Having What It Takes to Succeed 160 Intelligence: Three Major Types 160 Physical Abilities: Capacity to Do the Job 164 Social Skills: Interacting Effectively with Others 165

Summary and Review of Learning Objectives 167 • Points to Ponder 168 • Experiencing OB 168 • Practicing OB 171

� CASE IN POINT Howard Schultz: The Personality Behind Starbucks 171

Special Sections � OB IN PRACTICE Boosting Employees’ Self-Efficacy 153 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Achievement Motivation

and Economic Growth Around the World 159 � THE ETHICS ANGLE Are IQ Tests Inherently Unethical? 152

Chapter 5 Coping with Organizational Life: Emotions and Stress 173 � PREVIEW CASE How to Beat Call-Center Stress 174

Understanding Emotions and Mood 175 Properties of Emotions 175 Types of Emotions 175 The Basic Nature of Mood 177

CONTENTS 11

The Role of Emotions and Mood in Organizations 179 Are Happier People More Successful on Their Jobs? 179 Why Are Happier Workers More Successful? 179 Affective Events Theory 181

Managing Emotions in Organizations 183 Emotional Dissonance 183 Controlling Anger (Before It Controls You) 184

The Basic Nature of Stress 185 Stressors in Organizations 186 The Cognitive Appraisal Process 187 Bodily Responses to Stressors 188

Major Causes of Stress in the Workplace 190 Occupational Demands 190 Conflict Between Work and Nonwork 190 Sexual Harassment: A Pervasive Problem in Work Settings 191 Role Ambiguity: Stress from Uncertainty 192 Overload and Underload 193 Responsibility for Others: A Heavy Burden 193 Lack of Social Support: The Costs of Isolation 193

Adverse Effects of Organizational Stress 194 Lowered Task Performance—But Only Sometimes 194 Desk Rage 195 Stress and Health: The Silent Killer 195

Reducing Stress: What Can Be Done? 197 Employee Assistance Programs and Stress Management Programs 197 Wellness Programs 197 Managing Your Own Stress 198

Summary and Review of Learning Objectives 200 • Points to Ponder 201 • Experiencing OB 202 • Practicing OB 203

� CASE IN POINT A Basketball Court Judge Faces a Federal Court Judge 203

Special Sections � OB IN PRACTICE Managing Anger in the Workplace 185 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Do Women and

Men Respond Differently to Stress? 196 � THE ETHICS ANGLE Companies and Employee Health: An Invitation

for Big Brother? 199 � VIDEO CASES Training and Development 204

Managing Stress 204

PART 3 The Individual in the Organization 206

Chapter 6 Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment 206

� PREVIEW CASE A Second Chance 207

Attitudes: What are They? 207 Basic Definitions 208 Three Essential Components of Attitudes 208

Prejudice and Discrimination: Negative Attitudes and Behavior Toward Others 209

The Challenges of Organizational Demography 209 Anatomy of Prejudice: Some Basic Distinctions 210 Everyone Can Be a Victim of Prejudice and Discrimination! 211

12 CONTENTS

Strategies for Overcoming Workplace Prejudice: Managing a Diverse Workforce 215

Affirmative Action 215 Diversity Management: Orientation and Rationale 216 Diversity Management: What are Companies Doing? 217

Job Satisfaction: Its Nature and Major Theories 220 The Nature of Job Satisfaction: Fundamental Issues 220 The Dispositional Model of Job Satisfaction 222 Value Theory of Job Satisfaction 223 Social Information Processing Model 223

Consequences of Job Dissatisfaction—and Ways to Reduce Them 224 Employee Withdrawal: Voluntary Turnover and Absenteeism 224 Job Performance: Are Dissatisfied Employees Poor Performers? 228 Job Satisfaction and Injuries: Are Happy Workers Safe Workers? 229 Job Satisfaction and Life Satisfaction 230

Organizational Commitment: Attitudes Toward Companies 231 Varieties of Organizational Commitment 232 Why Strive for an Affectively Committed Workforce? 233 How to Promote Affective Commitment 236

Summary and Review of Learning Objectives 237 • Points to Ponder 238 • Experiencing OB 238 • Practicing OB 240

� CASE IN POINT Domino’s Pizza Takes a Bite Out of Turnover 240

Special Sections � OB IN PRACTICE How the “Good Hands People” Use Diversity

as a Competitive Weapon 220 � THE ETHICS ANGLE Promoting Job Satisfaction by Treating People

Ethically 231 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Does Absenteeism Mean

the Same Thing in Canada and China? 235

Chapter 7 Motivation in Organizations 242 � PREVIEW CASE PAC Engineering: Employee Motivation, Different Priorities

for Different Territories 243

Motivation in Organizations: Its Basic Nature 244 Components of Motivation 244 Three Key Points About Motivation 245

Motivating by Enhancing Fit with an Organization 246 Motivational Traits and Skills 247 Organizational Factors: Enhancing Motivational Fit 247

Motivating by Setting Goals 248 Goal-Setting Theory 248 Guidelines for Setting Effective Performance Goals 250

Motivating by Being Equitable 254 Equity Theory: Balancing Outcomes and Inputs 254 Managerial Implications of Equity Theory 258

Motivating by Altering Expectations 260 Basic Elements of Expectancy Theory 260 Putting Expectancy Theory to Work: Key Managerial Implications 263

Motivating by Structuring Jobs to Make Them Interesting 266 Job Enlargement and Job Enrichment 266 The Job Characteristics Model 268 Designing Jobs That Motivate: Managerial Guidelines 270

Summary and Review of Learning Objectives 273 • Points to Ponder 274 • Experiencing OB 274 • Practicing OB 276

� CASE IN POINT Google: Searching for a Better Way to Work 276

CONTENTS 13

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Inequity in Housework:

Comparing Married Women and Men 258 � THE ETHICS ANGLE Should Doctors Be Paid for Their

Performance? 265 � OB IN PRACTICE Autonomy Is Not Music to the

Maestro’s Ears 269 � VIDEO CASES Diversity at KPMG 277

Motivating Employees at KPMG 278

PART 4 Group Dynamics 279

Chapter 8 Group Dynamics and Work Teams 279 � PREVIEW CASE Making a “Better Place” One Electric Vehicle

at a Time 280

Groups at Work: Their Basic Nature 281 What Is a Group? 281 What Types of Groups Exist? 283 Why Do People Join Groups? 284

The Formation of Groups 285 The Five-Stage Model of Group Formation 285 The Punctuated-Equilibrium Model 286

The Structural Dynamics of Work Groups 287 Roles: The Hats We Wear 287 Norms: A Group’s Unspoken Rules 289 Status: The Prestige of Group Membership 290 Cohesiveness: Getting the Team Spirit 291

Individual Performance in Groups 292 Social Facilitation: Working in the Presence of Others 292 Social Loafing: “Free Riding” When Working with Others 294

Teams: Special Kinds of Groups 297 Defining Teams and Distinguishing Them from Groups 297 Types of Teams 299 Creating and Developing Teams: A Four-Stage Process 303

Effective Team Performance 304 How Successful Are Teams? 305 Potential Obstacles to Success: Why Some Teams Fail 305

Developing Successful Teams 306 Compensate Team Performance 306 Recognize the Role of Team Leaders 308 Communicate the Urgency of the Team’s Mission 309 Train Members in Team Skills 309 Promote Cooperation Within and Between Teams 312 Select Team Members Based on Their Skills or Potential Skills 313 A Cautionary Note: Developing Successful Teams Requires Patience 314

Summary and Review of Learning Objectives 315 • Points to Ponder 316 • Experiencing OB 316 • Practicing OB 318

� CASE IN POINT Inside the Peloton: Social Dynamics of the Tour de France 318

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Is Social Loafing

a Universal Phenomenon? 296 � THE ETHICS ANGLE Fairness in Teams: What Are Members

Looking For? 308 � OB IN PRACTICE Making Cross-National Team Successful 313

14 CONTENTS

Chapter 9 Communication in Organizations 320 � PREVIEW CASE Reducing Interruptions High-Tech Style

at Microsoft and IBM 321

Communication: Its Basic Nature 323 Defining Communication and Describing the Process 323 Purposes and Levels of Organizational Communication 324

Verbal and Nonverbal Communication: Messages With and Without Words 326 Verbal Media 327 Matching the Medium to the Message 328 Nonverbal Communication 330

The Role of Technology: Computer-Mediated Communication 332 Synchronous Communication: Video-Mediated Communication 333 Asynchronous Communication: E-Mail and Instant Messaging 334 Does High-Tech Communication Dehumanize the Workplace? 335

Formal Communication in Organizations 337 Organizational Structure Influences Communication 337 Downward Communication: From Supervisor to Subordinate 338 Upward Communication: From Subordinate to Superior 339 Lateral Communication: Coordinating Messages Among Peers 340 Communicating Inside Versus Outside the Organization: Strategic Communication 341

Informal Communication Networks: Behind the Organizational Chart 342 Organizations’ Hidden Pathways 342 The Nature of the Grapevine 343 Rumors and How to Combat Them 344

Individual Differences in Communication 346 Sex Differences in Communication: Do Women and Men Communicate Differently? 346 Cross-Cultural Differences in Communication 347

Improving Your Communication Skills 349 Use Jargon Sparingly 349 Be Consistent in What You Say and Do 350 Become an Active, Attentive Listener 351 Gauge the Flow of Information: Avoiding Overload 353 Give and Receive Feedback: Opening Channels of Communication 354 Be a Supportive Communicator: Enhancing Relationships 355

Summary and Review of Learning Objectives 356 • Points to Ponder 358 • Experiencing OB 358 • Practicing OB 360

� CASE IN POINT ARM's Virtual Success Story 361

Special Sections � OB IN PRACTICE The Downside of Communicating Layoffs Via E-Mail 331 � THE ETHICS ANGLE Should Employers Be Monitoring Employees’

Computer Activities? 336 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Promoting Cross-Cultural

Communication 348

Chapter 10 Decision Making in Organizations 362 � PREVIEW CASE How Should We Handle the Tiger Affair? 363

A General, Analytical Model of the Decision-Making Process 364 Decision Formulation 364 Decision Consideration 366 Decision Implementation 366

The Broad Spectrum of Organizational Decisions 367 Programmed Versus Nonprogrammed Decisions 367 Certain Versus Uncertain Decisions 368 Top-Down Versus Empowered Decisions 371

CONTENTS 15

Factors Affecting Decisions in Organizations 372 Individual Differences in Decision Making 372 Group Influences: A Matter of Trade-Offs 375 Organizational Influences on Decision Making 377

How Are Individual Decisions Made? 379 The Rational-Economic Model: In Search of the Ideal Decision 379 The Administrative Model: Acknowledging the Limits of Human Rationality 379 Image Theory: An Intuitive Approach to Decision Making 380

The Imperfect Nature of Individual Decisions 382 Framing Effects 383 Reliance on Heuristics 385 The Inherently Biased Nature of Individual Decisions 386

Group Decisions: Do Too Many Cooks Spoil the Broth? 391 When Are Groups Superior to Individuals? 391 When Are Individuals Superior to Groups? 392

Techniques For Improving the Effectiveness of Decisions 393 Training Individuals to Improve Group Performance 393 Techniques for Enhancing Group Decisions 394 Group Decision Support Systems 397

Summary and Review of Learning Objectives 398 • Points to Ponder 400 • Experiencing OB 400 • Practicing OB 402

� CASE IN POINT Coca-Cola: Deciding on the Look 402

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS How Does National

Culture Affect the Decision-Making Process? 367 � OB IN PRACTICE Strategies for Avoiding Groupthink 377 � THE ETHICS ANGLE Why Do People Make Unethical Decisions?

Bad Apples, Bad Cases, and Bad Barrels 381

Chapter 11 Interpersonal Behavior at Work: Conflict, Cooperation, Trust, and Deviance 404

� PREVIEW CASE NASCAR: The Etiquette of Drafting 405

Psychological Contracts and Trust: Building Blocks of Working Relationships 406

Psychological Contracts: Our Expectations of Others 406 Trust in Working Relationships 409

Organizational Citizenship Behavior: Going Above and Beyond Formal Job Requirements 413

Forms of OCB 413 Why Does OCB Occur? 414 Does OCB Really Matter? 414

Cooperation: Providing Mutual Assistance 416 Cooperation Between Individuals 416 Cooperation Between Organizations: Interorganizational Alliances 419

Conflict: The Inevitable Result of Incompatible Interests 421 Types of Conflict 421 Causes of Conflict 421 Consequences of Conflict 423 Managing Conflict Through Negotiation 423 Alternative Dispute Resolution 425

Deviant Organizational Behavior 426 Constructive and Destructive Workplace Deviance 427 Whistle-Blowing: Constructive Workplace Deviance 428 Cyberloafing: Deviant Behavior Goes High-Tech 430 Workplace Aggression and Violence 431

16 CONTENTS

Abusive Supervision: Workplace Bullying 434 Employee Theft 435

Summary and Review of Learning Objectives 437 • Points to Ponder 438 • Experiencing OB 438 • Practicing OB 440

� CASE IN POINT Southwest Airlines: Profits from People 440

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Psychological Contracts

in China and the United States: Are They the Same 409 � OB IN PRACTICE How to Promote OCB 416 � THE ETHICS ANGLE The Benefits of Promoting Conflict 424

� VIDEO CASES Effective Versus Ineffective Communication 441 Groups and Teams at Kluster 441 Technology and the Tools of Communication 441

PART 5 Influencing Others 443

Chapter 12 Power: Its Uses and Abuses in Organizations 443 � PREVIEW CASE Abuse of Power or “An Indiscriminate Jerk”? 444

Influence: A Basic Organizational Process 445 Tactics for Exerting Influence 445 Can Managers Learn to Use Influence More Effectively? 446

Individual Power: Sources and Uses 448 Position Power: Influence That Comes with the Office 448 Personal Power: Influence That Comes from the Individual 449 How Is Individual Power Used? 450 When Can Being Powerful Be a Liability? 452

Empowerment: Sharing Power with Employees 453 Do Employees Like Being Empowered? 454 Empowerment Climate 455

The Power of Organizational Groups 457 The Resource-Dependency Model: Controlling Critical Resources 457 The Strategic Contingencies Model: Power Through Dependence 459

Sexual Harassment: A Serious Abuse of Power 461 Nature and Scope of Sexual Harassment 461 Managing Sexual Harassment in the Workplace: What to Do 462

Organizational Politics: Selfish Uses of Power 465 Forms of Political Behavior 466 Why Does Political Behavior Occur? 467 The Impact of Organizational Politics 469

Summary and Review of Learning Objectives 470 • Points to Ponder 471 • Experiencing OB 471 • Practicing OB 473

� CASE IN POINT The Smith Brothers’ Low-Key Approach to Organizational Power 473

Special Sections � OB IN PRACTICE Cultivating Your Own Influence Skills 447 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Comparing Reactions

to Empowerment in Four Different Nations 456 � THE ETHICS ANGLE Dispelling Myths about Sexual Harassment 464

Chapter 13 Leadership in Organizations 475 � PREVIEW CASE The Woman Who Saved the Chicken Fajitas 476

The Nature of Leadership 477 Defining Leadership 477 Important Characteristics of Leadership 477 Leaders Versus Managers: A Key Distinction—At Least in Theory 478

CONTENTS 17

The Trait Approach to Leadership: Having the Right Stuff 480 The Great Person Theory 480 Transformational Leaders: Special People Who Make Things Happen 481

Leadership Behavior: What Do Leaders Do? 485 Participative Versus Autocratic Leadership Behaviors 485 Person-Oriented Versus Production-Oriented Leaders 487 Developing Successful Leader Behavior: Grid Training 488

Leaders and Followers 489 The Leader-Member Exchange (LMX) Model: The Importance of Being in the “In-Group” 489 The Challenge of Leading Work Teams 491

Contingency Theories of Leader Effectiveness 492 LPC Contingency Theory: Matching Leaders and Tasks 493 Situational Leadership Theory: Adjusting Leadership Style to the Situation 495 Path-Goal Theory: Leaders as Guides to Valued Goals 496

Leadership Development: Bringing Out the Leader Within You 498 360-Degree Feedback 499 Networking 499 Executive Coaching 501 Mentoring 501 Job Assignments 502 Action Learning 502

Summary and Review of Learning Objectives 504 • Points to Ponder 505 • Experiencing OB 505 • Practicing OB 507

� CASE IN POINT A New Era for Newark 507

Special Sections � OB IN PRACTICE Coaching Tips from Some of the Best 497 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Guanxi: Social Networking

in China 500 � THE ETHICS ANGLE Using Leadership Development Techniques to Promote

Authentic Leaders 503 � VIDEO CASES Leadership at Kluster 508

Decision Making at Insomnia Cookies 508

PART 6 Organizational Processes 509

Chapter 14 Organizational Culture, Creativity, and Innovation 509

� PREVIEW CASE The Global Face of Social Networking 510

Organizational Culture: Its Basic Nature 511 Organizational Culture: A Definition 511 Core Cultural Characteristics 511 Strength of Organizational Culture: Strong and Weak 514 Cultures Within Organizations: One or Many? 514 The Role of Culture in Organizations 514 Forms of Organizational Culture: The Competing Values Framework 515

Creating, Transmitting and Changing Organizational Culture 518 How Is Organizational Culture Created? 518 Tools for Transmitting Culture 519 Why and How Does Organizational Culture Change? 522

Creativity in Individuals and Teams 526 Components of Individual and Team Creativity 526 A Model of the Creative Process 528

18 CONTENTS

Promoting Creativity in Organizations 529 Training People to be Creative 529 Developing Creative Work Environments 532

The Process of Innovation 534 Major Forms of Innovation 534 Targets of Innovation 536 Conditions Required for Innovation to Occur 537 Stages of the Organizational Innovation Process 537

Summary and Review of Learning Objectives 540 • Points to Ponder 542 • Experiencing OB 542 • Practicing OB 544

� CASE IN POINT Amazon.com: Innovation via the “Two-Pizza Team” 544

Special Sections � THE ETHICS ANGLE Building an Ethical Organizational

Culture 526 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Where in the World

is Entrepreneurial Creativity Promoted? 534 � OB IN PRACTICE How to Inspire Innovation 540

Chapter 15 Organizational Structure and Design 546 � PREVIEW CASE Verizon and McAfee Head for “the Cloud”

Together 547

Organizational Structure: The Basic Dimensions of Organizations 548

Hierarchy of Authority: Up and Down the Organizational Ladder 548 Span of Control: Breadth of Responsibility 550 Division of Labor: Carving Up the Work to Be Done 551 Line Versus Staff Positions: Decision Makers Versus Advisers 552 Decentralization: Delegating Power Downward 552

Departmentalization: Ways of Structuring Organizations 554 Functional Organizations: Departmentalization by Task 554 Product Organizations: Departmentalization by Type of Output 556 Matrix Organizations: Departmentalization by Both Function and Product 557

Organizational Design: Coordinating the Structural Elements of Organizations 559

Classical and Neoclassical Approaches: The Quest for the One Best Design 560 The Contingency Approach: Design According to Environmental Conditions 561 Mintzberg’s Framework: Five Organizational Forms 563 The Vertically Integrated Organization 566 Team-Based Organizations 567

A Strategic Approach to Designing Organizations 568 Strategy 569 Contingency Factors 569 Task Qualities and Coordination Mechanisms 570 Structural or Design Feature 571

Interorganizational Designs: Joining Multiple Organizations 573

Boundaryless Organizations: Eliminating Walls 573 Conglomerates: Diversified “Megacorporations” 574 Strategic Alliances: Joining Forces for Mutual Benefit 574

Summary and Review of Learning Objectives 577 • Points to Ponder 579 • Experiencing OB 579 • Practicing OB 581

� CASE IN POINT Commercial Metals Company “Steels” the Show 581

CONTENTS 19

Special Sections � THE ETHICS ANGLE How Fair is Centralization? It Depends Who You Ask 555 � OB IN PRACTICE Organizational Design Strategies for the Information

Age 572 � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS The Changing Economic

and Regulatory Factors Influencing Organizational Design 577

Chapter 16 Managing Organizational Change: Strategic Planning and Organizational Development 582

� PREVIEW CASE Ghosn Overcomes Cultural Barriers at Nissan 583

The Prevalence of Change in Organizations 584 The Message Is Clear: Change or Disappear! 584 Change Is a Global Phenomenon 585

The Nature of the Change Process 586 Targets: What, Exactly, Is Changed? 586 Magnitude: How Much Is Changed? 588 Forces: Why Does Unplanned Change Occur? 588

Strategic Planning: Deliberate Change 592 Basic Assumptions About Strategic Planning 592 About What Do Companies Make Strategic Plans? 593 The Strategic Planning Process: Making Change Happen 595

Resistance to Change: Maintaining the Status Quo 598 Individual Barriers to Change 598 Organizational Barriers to Change 599 Readiness for Change: When Will Organizational Change Occur? 600 Factors Affecting Resistance to Change 601 How Can Resistance to Organizational Change Be Overcome? 602

Organizational Development Interventions: Implementing Planned Change 605 Management by Objectives: Clarifying Organizational Goals 605 Survey Feedback: Inducing Change by Sharing Information 607 Appreciative Inquiry 608 Action Labs 609 Quality of Work Life Programs: Humanizing the Workplace 609 Critical Questions About Organizational Development 610

Summary and Review of Learning Objectives 613 • Points to Ponder 614 • Experiencing OB 614 • Practicing OB 615

� CASE IN POINT The Swiss Post: The “Yellow Giant” Moves 615

Special Sections � TODAY’S DIVERSE AND GLOBAL ORGANIZATIONS Strategic Values: More

American Than Universal 598 � OB IN PRACTICE Making Changes Stick: Tips from Three Established

Organizations 606 � THE ETHICS ANGLE Is Organizational Development Inherently Unethical? 611

� VIDEO CASES Change, Creativity, and Innovation at Terra Cycle 616 Organizational Culture at Terra Cycle 617 Inside Student Advantage 617

Appendixes

Appendix 1 Learning About Behavior in Organizations: Theory and Research 618 Isn't It All Just Common Sense? 618 Theory: an Indispensable Guide to Organizational Research 619 Survey Research: The Correlational Method 621 Experimental Research: The Logic of Cause and Effect 624

20 CONTENTS

Appendix 2 Understanding and Managing Your Career 629 The Nature of Careers 629 Getting Started: Making Career Choices 632 Managing Established Careers 637

Endnotes 643 Glossary 685 Company Index 704 Name Index 707 Subject Index 710

CONTENTS 21

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Preface

Welcome to Behavior in Organizations, 10th Edition. As with the tenth iteration of anything, it’s a milestone. And, by nature, milestones encourage us to look at where we’ve been. In this case, I see a book that is entering its fourth decade of publication. This edition hardly could be more different from the first edition—published in the early 1980s—in scope, style, and coverage. But, as the epigram goes, plus ça change, plus c’est la même chose (“the more things change, the more they remain the same”). For Behavior in Organizations, what remained the same is fundamental—the book’s commit- ment to reflecting the nature of organizational behavior (OB). No matter where the field has been, Behavior in Organizations was there to capture its essence. This commitment remains as strong as ever in the current edition, but accomplishing this objective also has been more challenging.

For this I can thank the unprecedented speed with which contemporary organizations have been changing, making them moving targets for scientists intent on studying the behavior of people within them. And as they work to get a grip on the (sometime seismically) shifting terrain of the nature of organizations, so too have I endeavored to characterize what OB scientists and practitioners do. This challenge is one I approach with alacrity because the field’s changes have kept it exciting and vibrant. In particular, they have reflected a new focus on issues that are not only scientifically important but that also have considerable practical value. It’s science that’s relevant to real-world issues, and this makes it incredibly valuable.

OB has positioned itself as the field that provides insight into the dynamic relationships between individuals, groups/teams, and entire organizations and, of course, their interrelationships with the economic, cultural, and social environment. We trade in research and theory, but these tools do not suffer from ivory tower elitism. Instead, the field of OB is focused on applying its highly developed analytical tools to understanding something very real and dynamic—the behavior of people in the workplace. Over the years, I’ve seen shifts in directions, but OB is now facing the issue of relevance instead of skirting it. Accordingly, this book now provides more insight into what actually is occurring in the workplace. In other words, as the field keeps apace with the workplace, I keep my fingers on its pulse. And those fingers are connected directly to the keyboard from which this book has emerged.

I became well aware of these changes as I researched this edition. Some of our concepts (e.g., jus- tice, trust, diversity) have received more attention than in years past, earning them increased emphasis in this edition. On the other hand, some once-dominant conceptualizations (e.g., Maslow’s need hierar- chy theory, Herzberg’s two-factor theory) have faded from our radar screens, leading me to remove them from the book. These topics are interesting and have had impact, but they are more yesterday than today. As such, they have limited value in a book I claim to be a snapshot of OB as we currently find it.

Perhaps what surprised me most was the huge number of changes in the businesses highlighted as examples in the previous edition. Many of these organizations no longer exist. Even more have been transformed in ways that now make them inappropriate as examples of the practice or phe- nomena I once associated with them. Inevitably, some of the companies described in this book will have altered their ways of operation still further by the time you read this, making some of my examples imperfect. Unfortunate as this is, it simply is a by product of studying a dynamic field.

Major Objective: To Spotlight Organizational Behavior People enjoy learning about behavior in organizations. It gives us unique insight into everyday processes and phenomena we often take for granted, knowledge that helps us understand a key part of the world in which we live. For a book such as this, the implication is that the material must be accessible and relevant to readers. I have been very deliberate in my effort to incorporate these qualities into this book.

Accessibility to Readers In preparing this edition, I have adopted a very simple assumption: Unless readers find the mate- rial accessible and engaging, they will fail to get anything out of it—if they even bother to read it at all. With this in mind, I have done several things that may be seen throughout this book.

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� As always, I have gone out of my way to use a friendly and approachable writing style, speak- ing directly to readers in straightforward prose. At the same time, I have done my best to refrain from condescension (by speaking down to readers) and elitism (by going over their heads).

� By carefully selecting material to which students can relate—such as accounts of organiza- tional practices in companies with which they may be familiar—they are likely to find the material engaging. In this edition, for example, organizations such as Facebook and Apple, and cross-functional teams such as the Dave Matthews Band, are mentioned.

� Key points are easy to find because of the way the book is designed and by features such as key terms appearing in margins and a “Summary and Review of Learning Objectives” appearing at the end of each chapter.

� Graphics are used to enhance explanations of material for visually oriented learners. For exam- ple, the “talking graphics” I’ve used for many editions help readers take away the key find- ings of research appearing in graphs. Using arrows to point directly to the important aspects of research findings is the next best thing to having an instructor present to point them out.

These are among the several key features that help bring the material to life for students by making a fascinating topic readily understandable.

Focusing on Relevance The field of OB is not about curiosity for its own sake. Rather, it’s about finding real, scientifically based answers to practical questions. Thus, relevance is vital. Theories and research are impor- tant, many students believe, so long as they offer insight into appropriate action—that is, what to do and why. In preparing this book, my mission was to spotlight this relevance in a form that would enlighten the target audience—college students at all levels who desire to learn about the complexities of human behavior in organizations. I do this in three ways.

First, in each chapter I provide concrete information on putting organizational behavior to prac- tical use in special sections titled “OB in Practice.” This feature describes current practices being used in companies or principles that readily lend themselves to application. Examples include:

� How the “Good Hands People” Use Diversity as a Competitive Weapon (Chapter 6) � Organizational Design Strategies for the Information Age (Chapter 15) � Making Changes Stick: Tips from Three Established Organizations (Chapter 16)

A second way in which I attempt to make the material relevant is by highlighting two significant realities of contemporary organizations—shifts in demographic diversity and rapid globalization of the business environment. I do this in sections titled, “Today’s Diverse and Global Organizations.” These sections highlight ways in which differences between individuals with respect to their race, gender, sex- ual preference, or nationality impact various OB phenomena. Some examples include the following:

� Nike Turns the Tables on Critics of Employee Conditions (Chapter 2) � Do Men and Women Respond Differently to Stress? (Chapter 5) � Inequity in Housework: Comparing Married Women and Men (Chapter 7) � How Does National Culture Affect the Decision-Making Process? (Chapter 10) � The Changing Economic and Regulatory Factors Influencing Organizational Design (Chapter 15)

The third way in which I focus on relevance is by highlighting a topic that has been occupy- ing the popular press in recent years—ethics (or lack thereof). As ethics scandals proliferate, it is especially important to examine insight offered by the field of OB. I do this in the present book in a special feature called “The Ethics Angle.” Several such sections are as follows:

� Making a Business Case for Ethical Behavior (Chapter 2) � Should Doctors Be Paid for Their Performance? (Chapter 7) � Why Do People Make Unethical Decisions? Bad Apples, Bad Cases, and Bad Barrels

(Chapter 10)

A Careful Balancing Act Throughout this book I found it necessary to balance coverage in two ways: (a) in striking a balance between discussions of basic science and practical application and (b) in presenting material designed to impart knowledge intended to develop skills.

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Balancing Basic Science and Practical Application Because the field of OB is a blend of research, theory, and practical application, so too, quite deliberately, is this book. Indeed, I have taken extensive steps to ensure that it is the best of these seemingly disparate worlds. Consider just a few examples:

� In Chapter 3, I cover theories of learning and how these are involved in such organizational practices as training, organizational behavior management, and discipline.

� In Chapter 6, specific ways in which the various theories of motivation can be put into practice are discussed.

� In Chapter 10, it is not only various scientific studies of decision making that are identified, but also various practices that can be, and are being, followed to enhance the effectiveness of group decisions.

Beyond simply indicating how various research findings and theories may be applied, I also focus on application by adopting a hands-on approach. This is done by offering concrete, “how to” suggestions for readers. These are not only useful by themselves, but because they are derived from OB research and theory, they also provide clear illustrations of the field’s practical utility. By weaving such recommendations throughout this book, OB is brought to life for readers at every juncture. Just a few examples include how to:

� Properly use communication media (Chapter 9) � Brainstorm effectively (Chapter 10) � Promote trust in organizations (Chapter 11)

By focusing on how findings from OB research may be applied in organizations, I am taking what amounts to an evidence-based approach. In recent years, so-called “evidence-based” movements have emerged in such applied fields as medicine, nursing, education, and manage- ment. The idea underlying these approaches is that guidelines for practice should be based on research findings. Although this idea may be novel to some fields, using research to inform practice is inherent in the nature of OB. For this reason, the practice of applying research and theory to organizational issues (evidence-based practice) and relying on knowledge of practical problems as input into research and theory (practice-based evidence) is a hallmark of the field of OB—and for this reason, it is emphasized in this book.