Passcode for windy city smokeout

TAKE ACTION with Abundant Critical Thinking and Skill Development Exercises

What Would You Do? features present hypothetical scenarios that require students to immediately interact with a chapter concept and connect it to their own behavior.

What Do You Think? features challenge students to exercise critical thinking.

2

TAKE ACTION With SAGE’s Comprehensive Instructor Resources

Give your students the SAGE edge

SAGE edge for Instructors supports your teaching by making it easy to integrate quality content and create a rich learning environment for students.

SAGE edge provides comprehensive and chapter-specific multimedia online resources at edge.sagepub.com/nahavandi

Instructors Receive Full Access to the Password-Protected Instructor Teaching Site

3

http://edge.sagepub.com/nahavandi
• Test Bank in Word and Respondus • PowerPoint

• Video Resources • Audio Resources

• Chapter Lecture Notes • Chapter Objectives

• Sample Syllabi • Discussion Questions

• Ideas for Classroom Activities

4

• ENGAGING Experiential Exercises

• SAGE Journal Articles • Common Course Cartridges for Course Management Systems

• SAGE Handbook and Reference Links • Real-World Research Articles From Pacific Standard Magazine

5

TAKE ACTION With SAGE’s Comprehensive Student Resources

Students Can Sharpen Their Skills With SAGE edge

SAGE edge for Students provides a personalized approach to help you accomplish your coursework goals in an easy-to-use learning environment.

SAGE edge provides comprehensive multimedia online resources at edge.sagepub.com/nahavandi

Students Benefit From the NO PASSCODE REQUIRED, NO Additional Cost, Open Access Student Study Site

6

http://edge.sagepub.com/nahavandi
• Mobile-friendly eFlashcards • Mobile-friendly Self-Quizzes

• Study Questions • Web Exercises

• Video Resources • Audio Resources

• Additional Web Resources • Chapter Outlines

• SAGE Journal Articles

7

• Real-World Research Articles From Pacific Standard Magazine

• SAGE Reference Articles

8

TAKE ACTION With SAGE’s Multimedia-Rich INTERACTIVE eBook

Improves Student Performance—Fully Searchable, Fully Assignable

This dynamic new Interactive eBook version of Organizational Behavior is ideal for students in online and traditional courses who prefer a more contemporary, multimedia-integrated presentation for learning. Fully searchable, it provides students with integrated links to engaging video and audio as well as access to complete academic and professional articles, all from the same pages found in the printed text. Students will also have immediate access to study tools such as highlighting, bookmarking, note-taking, and more!

9

10

11

12

13

Copyright © 2015 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.

Printed in the United States of America.

Library of Congress Cataloging-in-Publication Data

Nahavandi, Afsaneh.

Organizational behavior / Afsaneh Nahavandi, University of San Diego, Robert B. Denhardt, University of Southern California, Janet V. Denhardt, University of Southern California, Maria P. Aristigueta, University of Delaware.

pages cm

ISBN 978-1-4522-7860-5 (hardcover)

1. Organizational behavior. I. Title. HD58.7.N338 2015 302.3′5—dc23 2013032049

This book is printed on acid-free paper.

14 15 16 17 18 10 9 8 7 6 5 4 3 2 1

14

FOR INFORMATION:

SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: order@sagepub.com

SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom

SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India

SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483

Acquisitions Editor: Patricia Quinlin Associate Editor: Maggie Stanley Digital Content Editor: Katie Guarino Editorial Assistant: Dori Zweig Production Editor: Jane Haenel Copy Editor: Kristin Bergstad Typesetter: C&M Digitals (P) Ltd. Proofreader: Susan Schon Indexer: Terri Corry Designer: Scott Van Atta Marketing Manager: Liz Thornton

15

mailto:order@sagepub.com
Brief Contents

PREFACE ABOUT THE AUTHORS

PART I: INTRODUCTION

Chapter 1: Introduction to Organizational Behavior: History, Trends, and Ethics

PART II: INDIVIDUAL BEHAVIOR AND CHARACTERISTICS

Chapter 2: Culture and Diversity: Developing a Cultural Mindset Chapter 3: Self-Awareness, Personality, Emotions, and Values Chapter 4: Perception and Attribution Chapter 5: Motivation and Engagement Chapter 6: Managing Stress Chapter 7: Fostering Creativity and Innovation

PART III: GROUP AND TEAM PROCESSES

Chapter 8: Decision Making Chapter 9: Communicating Effectively With Others Chapter 10: Working in Groups and Teams Chapter 11: Managing Conflict and Negotiation Chapter 12: Leadership: Classic to Contemporary

PART IV: ORGANIZATIONAL CONTEXT

Chapter 13: Organizational Power and Politics Chapter 14: Organizational Strategy and Structure Chapter 15: Organizational Culture and Change

GLOSSARY PHOTO CREDITS AUTHOR INDEX SUBJECT INDEX

16

Detailed Contents

PREFACE ABOUT THE AUTHORS

PART I. INTRODUCTION

Chapter 1. Introduction to Organizational Behavior: History, Trends, and Ethics What Is Organizational Behavior?

Individual, Group, and Organizational Levels of Analysis Social, Economic, and Ethical Context

A Brief History of Organizational Behavior The Classical Period The Humanistic Period Modern Organizational Behavior

Current Trends in Organizational Behavior Positive Organizational Behavior Neuroscience and Organizational Behavior

People Skills in Management Differentiating Between Managers and Leaders What Managers Do What Leaders Do Influence of Managers

Creativity and Change in a Global Society Creativity and Change A Global Society

Global Society: Global Ambassadors Mentor Emerging Women Leaders Across the Globe The Ethical Environment

Personal Integrity A Cultural Mindset Social Responsibility

Creativity and Change: Do Well, Do Good, or Do Both? Global Sustainability

Summary and Applications for Managers Key Terms Exercises Cases

17

PART II. INDIVIDUAL BEHAVIOR AND CHARACTERISTICS

Chapter 2. Culture and Diversity: Developing a Cultural Mindset What Is Culture and Why Does It Matter?

Defining Culture Characteristics of Culture Three Levels of Culture The Cultural Iceberg: What We Know and What We Don’t Know Sophisticated Stereotypes

Diversity in Today’s Workplace Primary and Secondary Dimensions of Diversity Benefits and Challenges of Workplace Diversity Legal Considerations Gender Diversity

Global Society: DeLoitte Builds Diversity Generational Diversity

National Culture Hall’s Cultural Context Framework Hofstede’s Five Cultural Dimensions Global Leadership and Organizational Behavior Effectiveness—GLOBE

Culture and Individual Behavior Developing a Cultural Mindset Creativity and Change: Responding to Cultural Differences

Cultural Mindset Components The Cultural Mindset in Organizations

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 3. Self-Awareness, Personality, Emotions, and Values Understanding Individual Differences

Influence of Individual Differences: Behavioral Range Why Is Self-Awareness Important?

Skills and Abilities Skills Abilities

Creativity and Change: The Musical Instrument Museum Emotions

Emotional Intelligence Emotions in the Workplace

Personality Traits Myers-Briggs Type Inventory (MBTI)

18

Big Five Personality Traits Narcissism Proactive Personality

Values The Importance of Values

Global Society: The Right Way to Apologize Developing Self-Awareness Summary and Applications for Managers Key Terms Exercises Cases

Chapter 4. Perception and Attribution What Is Perception?

Perception Process Culture and Perception

The Three Stages of Perception Attention Stage Organization Stage

Global Society: Heineken’s PR Challenge Interpretation and Judgment Stage

The Attribution Process Information We Use to Make Attributions Making Attributions About Our Own behavior

Perceptual Biases Fundamental Attribution Error Stereotypes Halo-Horns and Similarity Effects Primacy and Recency Self-Serving Bias Difficulty in Overcoming Biases Managing Biases

Creativity and Change: Speaking of Leadership … Masculine or Feminine? Summary and Applications for Managers Key Terms Exercises Cases

Chapter 5. Motivation and Engagement Approaches to Motivation

Why Does Motivation Matter? Need Theories Expectancy Theory

19

Global Society: Motivation at Semco Goal Theories Equity Theory Reinforcement, Reward, and Punishment

Current Debates and Perspectives Motivation and Life Stages “Anti-Motivation” Theories

Trust and Engagement Creativity and Change: General Stanley McChrystal Creativity and Engagement Summary and Applications for Managers Key Terms Exercises Cases

Chapter 6. Managing Stress Defining Stress

The General Adaptation Syndrome The Consequences and Costs of Stress Stress: Good, Bad, and Ugly

Sources of Stress Individual Factors Organizational Factors

Creativity and Change: A Top Management Team Under Stress Coping With and Managing Stress

Personal Strategies Global Society: Nokia’s Culture

Organizational Strategies Summary and Applications for Managers Key Terms Exercises Cases

Chapter 7. Fostering Creativity and Innovation The Importance of Creativity and Innovation What Is Creativity?

Views of Creativity Characteristics of Creative Individuals Conceptual Skills and Abilities Creativity as Behavior Creativity as a Process An Integrated Perspective on Creativity

The Creative Process

20

Roles in the Creative Process Social and Structural Factors

Impediments to Creativity Defining the Problem Incorrectly Judging Ideas Too Quickly Stopping at the First Acceptable Idea Lack of Support Hostility to Sharing Knowledge

Fostering Creativity in Organizations Creativity and Change: Implementing Innovative Ideas: Sol and Robert Price

Challenging Work Supportive Supervision Organizational and Work Group Culture

Global Society: Alessi Embraces Failure Workload Pressures and Resources Positive Emotions

Fostering Creativity: Techniques and Tools The Idea Box or Matrix Analysis Synectics Mindmapping Design Thinking

Enhancing Your Personal Creativity Summary and Applications for Managers Key Terms Exercises Cases

PART III. GROUP AND TEAM PROCESSES

Chapter 8. Decision Making Defining Decision Making

Levels of Decision Making Decision Making and Problem Solving Bottlenecks in Decision Making Why Decisions Fail

Ethical Decision Making Generating Alternatives Creativity and Change: Cirque du Soleil Implementing Good Decisions Models of Decision Making

The Rational Model The Organizational Process Model

21

The Collaborative Model Other Decision Making Models

Global Society: Asia’s Scottish Company Who Should Be Involved in Decision Making?

Involving the Group to Prevent Poor Decisions Levels of Participation and Styles of Decision Making Diversity: Opportunities and Challenges for Decision Making

Techniques for Making Decisions The Decision-Making Primer Focus Groups Brainstorming Cost-Benefit and Cost-Effectiveness Analysis Nominal Group Technique Evidence-Based Management

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 9. Communicating Effectively With Others Defining Communication The Communication Process Improving Interpersonal Communication

Barriers to Effective Communication Oral Communication

Global Society: Avon’s Global Reach Active Listening Supportive Communication Dialogue

Creativity and Change: Three Lessons in Contemporary Communications Electronic Communication

Specialized Forms of Communication Persuasive Communication Coaching and Personal Counseling Conducting Effective Meetings Writing Memos, Reports, and Proposals

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 10. Working in Groups and Teams Defining Groups and Teams

22

Structural Issues in Groups and Teams Group Size and Composition Roles and Norms Cohesion, Conformity, and Deviance

Global Society: Management With Traditional Roots Developing Teams

The Forming Stage The Norming Stage The Storming Stage The Performing Stage Characteristics of Effective Teams

Types of Teams Top Management Teams Project Teams Process-Improvement Teams Cross-Functional Teams Self-Directed Teams

Creativity and Change: The Chilean Mine Disaster Virtual Teams

Helping Teams Become Effective Clear Goals Building Cohesion and Managing Diversity Developing Trust Team Leadership Training Managing Team Conflict Reward Structure Organizational Structure Building an Ethical and Collaborative Culture

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 11. Managing Conflict and Negotiation Defining Conflict

Views of Conflict Consequences of Conflict Types and Levels of Conflict

Culture and Conflict Sources of Conflict

Personal Sources of Conflict

23

Organizational Sources of Conflict Creativity and Change: Helping Relationships Managing Conflict

Two General Approaches Individual Conflict Management Styles Preventing and Reducing Conflict Increasing or Stimulating Conflict

Negotiating The Negotiation Process Ethics and Negotiation Culture and Negotiation

Global Society: Cross-Cultural Negotiations Common Mistakes in Negotiation Negotiation Strategies

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 12. Leadership: Classic to Contemporary Thinking About Leadership Traditional Approaches to Leadership

The Trait Approach The Behavior Approach The Contingency Approach

Contemporary Approaches to Leadership From Traits to Skills and Competencies The Transformational Approach Value-Based Leadership Authentic Leadership Shared Leadership Collaborative Leadership Positive Leadership Emotions and Leadership

Creativity and Change: Fully Human Leadership The Ethics of Leadership Global Society: Leading the Global Fund for Women

The Follower Leadership, Morality, and Globalization Ethical Issues

Creative Leadership Summary and Applications for Managers

24

Key Terms Exercises Cases

PART IV. ORGANIZATIONAL CONTEXT

Chapter 13. Organizational Power and Politics Thinking About Power and Politics

Early Voices Changing Perspectives on Power Questioning Power and Authority

Sources of Power for Individuals Legitimate Power Reward Power Coercive Power Expert Power Referent Power Balancing Power Structural Aspects of Power

Is Power a Positive Force or a Destructive Force? Global Society: Luxottica and the Power of Controlling Resources

Positive Aspects of Power Negative Aspects of Power

Managing Organizational Politics and Being Influential Creativity and Change: Power and Ethics

Gaining Positive Political Skills Empowerment: More Than Delegation

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 14. Organizational Strategy and Structure The Organizational Context The Organizational Environment

Enacting the Environment Environmental Uncertainty

The Organization and Technology Global Society: Indra Nooyi: The Indian-Born CEO of Pepsi

Types of Technology Effects of Changing Technology

Strategic Basics: Mission, Goals, and Strategy Managing Strategy

25

Low-Cost Strategies Versus Differentiation Organizational Structure

Basic Components of Structure Organic and Mechanistic Organizations

Creativity and Change: Charles Merrill Traditional Structural Options

Managing in an Uncertain Environment Gathering Information Adapting Internal Culture and Structure Changing the Environment

Summary and Applications for Managers Key Terms Exercises Cases

Chapter 15. Organizational Culture and Change The Relationship Between Culture and Change

Change Processes in Organizations Organizational Culture

Elements of Organizational Culture Individual Behavior and Organizational Culture Cultural Change

Approaches to Understanding Change Classic Approaches to Managing Change Organizational Learning

Creativity and Change: A Culture of Responsibility Large Systems Change

Global Society: Scandal at Parmalat Newer Approaches to Bringing About Change

Change Through Management Action or Reorganization Change Through Organization Development Change Through Appreciative Inquiry

Steps in Organizational Transformations Creativity and Change: Hyundai Soars The Ethics of Managing Change Summary and Applications for Managers Key Terms Exercises Cases

GLOSSARY

PHOTO CREDITS

26

AUTHOR INDEX

SUBJECT INDEX

27

Preface

Failure is simply the opportunity to begin again, this time more intelligently. —Henry Ford

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.

—Peter Drucker

Our Approach: Knowledge and Action We believe organizational behavior is not just a field of study. Organizational behavior is a practical discipline that enables us to act effectively and responsibly. Our text provides an action orientation that demonstrates how organizational behavior is a way of thinking and acting that is of critical importance to leaders, to managers, to their employees, and to their customers.

This book is about helping students understand, manage, and change their own behavior, as well as influence the behavior of others. We believe that the ability to lead and manage effectively requires knowledge, creativity, and practice. No matter what organizational setting students encounter, there are certain skills they will need to address the “people” challenges they will face. Questions of motivation, power and authority, communications, group dynamics, and leadership arise in organizations large and small and in all sectors. Whether managing the corner store, a large manufacturing firm, a major league baseball team, a nonprofit foundation, a city department, or a day spa, questions about managing people may be the most important ones future leaders face.

Many organizational behavior texts focus on the study of organizational behavior rather than the practical application of these lessons, that is, how you can more effectively manage human behavior in real-world circumstances. This book has a distinctive “action orientation” that is reflected in our pedagogy. The book is designed with three concepts in mind:

1. The importance of understanding the behavior, motivations, and actions of individuals in organizations

2. A focus on building the knowledge, self-awareness, and skills appropriate and necessary for leadership and organizational change

3. An emphasis on students learning not only from readings and discussions but also

28

from their own experiences

We are not only concerned with students learning about organizational behavior; we also want them to be able to acquire practical skills and develop habits of mind that will support continued learning from their experiences. To develop the capacity for action, a different style of learning is necessary, something that goes beyond just reading about a topic. Learning the practical skills to support effective and responsible action requires not only discussing new material but also improving students’ capacity to act in pursuit of ideas.

In looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if they don’t have the first, the other two will kill you.

—Warren Buffet, CEO, Berkshire Hathaway

Target Audience Organizational Behavior is a core text for organizational behavior courses in schools of business as well as in public administration, nonprofit management, educational administration, and health care management. While the text is primarily oriented toward undergraduates, it is also suitable for graduate-level courses. The book covers all the topics in organizational behavior and the all-important “people skills,” but does so with a practical focus on how students, as future managers and leaders, can think and act creatively to motivate employees, address change, and overcome challenges in today’s interconnected global society.

Our Goals Our intent is to provide lessons and perspectives that will enhance students’ understanding of their own behavior and their ability to influence the behavior of others. To that end, this book examines the knowledge and skills acquired by the most successful leaders and managers, draws from the research and observations of scholars from various fields, and provides opportunities for students to develop both the skills and the habits of mind that will allow them to learn now and to continue to learn throughout their careers. Accordingly, the goals of this book are as follows:

1. To explore some of the most contemporary approaches to leading and managing people

2. To understand the importance and impact of the global context and of culture on people and organizations

3. To examine the factors that affect human behavior in organizations

29

4. To understand human behavior from multiple levels: individual, group, and organizational

5. To develop critical management and leadership skills and provide students with the capacity to act effectively and responsibly given the stress, complexity, and uncertainty of the “real world”

The book is organized into four parts titled Introduction, Individual Behavior and Characteristics, Group and Team Processes, and Organizational Context. Note that in contrast to other texts that discuss the individual, the group, and the organization, we emphasize the interaction between these levels. For example, the topic of emotions is introduced in Chapter 3, then revisited in Chapters 8 and 11.

Themes To be effective, leaders and managers must understand their global and cultural contexts and their impact on people and organizations. They must use their knowledge, skills, and creativity to motivate others, function well in groups and teams, communicate clearly, manage conflict, and navigate change successfully. They must cope with their own and their employees’ stress, be self-reflective and open to learning and growth, and maintain their commitment to their work in spite of sometimes unreachable goals and limited resources.

We present organizational behavior topics by weaving four themes throughout the chapters and integrate them in cases, examples, exercises, self-assessments, and application-oriented questions.

Global and Cultural Perspective Organizations today function in a global environment where culture plays a central role. AACSB International, the business school accrediting body, considers global and cultural forces and cultural diversity among the key challenges managers will face in the future. Whether working across national boundaries or with diverse populations within a country, today’s managers and leaders must have an appreciation and understanding of the importance and impact of culture. Chapter 1 introduces students to the concept of globalization, explaining how our global society affects individual engagements, social relationships, and social institutions. Chapter 2 focuses on workplace diversity, explaining how culture, ethnicity, gender, and age influence behavior in organizations.

Creativity and Change

The complexity, interconnectedness, and dynamic nature of today’s organizations requires managers and leaders who can think and act creatively to navigate the ever-changing organizational landscape. The 2010 IBM Global CEO Study, based on face-to-face

30

interviews with 1,541 CEOs, general managers, and senior public sector leaders around the world, concluded that the single most important attribute of future leaders will be creativity. “Creative leaders invite disruptive innovation, encourage others to drop outdated approaches and take balanced risks. They are open-minded and inventive in expanding their management and communication styles, particularly to engage with a new generation of employees, partners, and customers.” Chapter 7 helps students understand the creative process and common impediments to creativity as well as how to overcome those challenges, and introduces techniques for enhancing their own and their employees’ creativity. Creativity and Change boxes illustrate how organizations around the globe react to change creatively.

Thinking and Acting Ethically

Integrity and acting in an ethical manner are essential to effective leadership and the survival of our organizations. Chapter 1 frames organizational behavior using an ethical context. Ethics is then incorporated in subsequent chapters, showing students how ethics relates to topics such as decision making, teams, negotiation, leadership, and managing change.

Positive Psychology and Strength-Based Approach We wrote this text with a strong emphasis on positive psychology. We believe that effective managers must be aware of their values and their strengths. We focus on teaching students to build self-awareness and the importance of investing in followers’ and employees’ strengths rather than weaknesses as a way to enhance individual and organizational success and create even more positive conditions. The importance of positive psychology and self- awareness are introduced in Chapters 1 and 2, then echoed in the following chapters.

Action-Orientation In each chapter, we present a review of the relevant material related to each of the topics, and we provide some specific and immediate ideas and tools that will help students aspire to be managers and leaders. The presentation of various topics in this ordered and pedagogically sound manner engages students immediately in the material as a personal concern, acquaints them with the relevant and important thinking on the topic, gives them immediate and practical guidelines for action, and then leads them through case analysis, critical thinking questions, and exercises to test and improve their skills and abilities.

To achieve our goals, we present a solid foundation of ideas as well as real-world illustrations and applications that will help students develop their own personal, interpersonal, and institutional skills in areas such as motivation, creativity, decision making, communication, and group dynamics—what we have called the people or process skills.

31

Real-World Illustrations

• Chapter-Opening Cases begin each chapter to set the stage for the material covered in the chapter. They provide students with an example of an organization that faces the challenges discussed in the chapter and allow them to see how the material they will read can be applied.

• Chapter-Concluding Cases put students in the driver’s seat and allow them to respond to an organizational behavior challenge.

• Global Society vignettes illustrate organizational behavior concepts in an international context. Discussion questions urge students to deepen their understanding of globalization and culture.

• Creativity and Change vignettes spotlight organizations that are responding creatively to change. Discussion questions help students take their understanding to the next level.

Applications

• Self-Assessments are interspersed throughout the chapters to allow students to gain awareness of their values, personal characteristics, and strengths.

• What Would You Do? boxes present hypothetical scenarios that require students to immediately interact with a chapter concept and connect it to their own behavior.

• What Do You Think? boxes challenge students to exercise critical thinking in making judgments about significant issues. These questions help students think like future managers by presenting them with issues commonly facing those in business, in public, and in nonprofit organizations, especially judgments concerning ethical issues.

• Applications for Managers end each chapter with a list of specific action recommendations that help students tie the information provided in the chapter to managerial action.

• Exercises help students apply chapter concepts and develop their skills.

We believe the above tools provide information as well as opportunities for students to enhance their management and leadership skills and broaden their perspectives.

Our goal is to provide substantive insights that will prepare students to be effective managers, feel more competent and confident in their interactions with people, lead others in their work to achieve a better world, and gain greater satisfaction and joy from the career they have chosen.

32

edge.sagepub.com/nahavandi

SAGE edge offers a robust online environment featuring an impressive array of tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. SAGE edge content is open access and available on demand. Learning and teaching has never been easier!

SAGE edge for students provides a personalized approach to help students accomplish their coursework goals in an easy-to-use learning environment.

• Mobile-friendly eFlashcards strengthen understanding of key terms and concepts

• Mobile-friendly practice quizzes allow for independent assessment by students of their mastery of course material

• A customized online action plan includes tips and feedback on progress through the course and materials, which allows students to individualize their learning experience

• Study questions provide students with further review and great prompts to practice their knowledge

• Multimedia content includes links to video, audio, and web-based content that appeal to students with different learning styles