17 Mar Discuss three ways to decrease a conflict situation. In particular, be sure to include the pros and cons of each approach in your
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1. Discuss three ways to decrease a conflict situation. In particular, be sure to include the pros and cons of each approach in your response.
An Introduction to Organizational Behavior
v. 1.1
This is the book An Introduction to Organizational Behavior (v. 1.1).
This book is licensed under a Creative Commons by-nc-sa 3.0 (http://creativecommons.org/licenses/by-nc-sa/ 3.0/) license. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms.
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ii
Table of Contents
About the Authors………………………………………………………………………………………………….. 1
Acknowledgments ………………………………………………………………………………………………….. 3
Dedications …………………………………………………………………………………………………………….. 6
Preface……………………………………………………………………………………………………………………. 7
Chapter 1: Organizational Behavior ……………………………………………………………………. 10 College Textbook Revolution: The Case of Unnamed Publisher ……………………………………………………. 11
Understanding Organizational Behavior……………………………………………………………………………………… 15
Understanding Your Learning Style ……………………………………………………………………………………………. 25
Understanding How OB Research Is Done ……………………………………………………………………………………. 29
Trends and Changes……………………………………………………………………………………………………………………. 35
Maintaining Core Values: The Case of Nau ………………………………………………………………………………….. 44
Conclusion …………………………………………………………………………………………………………………………………. 47
Exercises…………………………………………………………………………………………………………………………………….. 48
Chapter 2: Managing Demographic and Cultural Diversity ……………………………….. 49 Doing Good as a Core Business Strategy: The Case of Goodwill Industries …………………………………….. 51
Demographic Diversity ……………………………………………………………………………………………………………….. 54
Cultural Diversity ……………………………………………………………………………………………………………………….. 78
The Role of Ethics and National Culture………………………………………………………………………………………. 90
Managing Diversity for Success: The Case of IBM ………………………………………………………………………… 94
Conclusion …………………………………………………………………………………………………………………………………. 98
Exercises…………………………………………………………………………………………………………………………………….. 99
Chapter 3: Understanding People at Work: Individual Differences and
Perception ………………………………………………………………………………………………………….. 101 Advice for Hiring Successful Employees: The Case of Guy Kawasaki …………………………………………… 102
The Interactionist Perspective: The Role of Fit ………………………………………………………………………….. 106
Individual Differences: Values and Personality ………………………………………………………………………….. 109
Perception………………………………………………………………………………………………………………………………… 130
The Role of Ethics and National Culture…………………………………………………………………………………….. 142
Using Science to Match Candidates to Jobs: The Case of Kronos …………………………………………………. 147
Conclusion ……………………………………………………………………………………………………………………………….. 150
Exercises…………………………………………………………………………………………………………………………………… 151
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Chapter 4: Individual Attitudes and Behaviors …………………………………………………. 154 People Come First: The Case of SAS …………………………………………………………………………………………… 155
Work Attitudes …………………………………………………………………………………………………………………………. 158
Work Behaviors ………………………………………………………………………………………………………………………… 170
The Role of Ethics and National Culture…………………………………………………………………………………….. 186
Rebounding from Defeat: The Case of Jeffrey Katzenberg ………………………………………………………….. 189
Conclusion ……………………………………………………………………………………………………………………………….. 192
Exercises…………………………………………………………………………………………………………………………………… 193
Chapter 5: Theories of Motivation …………………………………………………………………….. 196 A Motivating Place to Work: The Case of Zappos ……………………………………………………………………….. 198
Need-Based Theories of Motivation …………………………………………………………………………………………… 201
Process-Based Theories …………………………………………………………………………………………………………….. 211
The Role of Ethics and National Culture…………………………………………………………………………………….. 229
Motivation in Action: The Case of Trader Joe’s ………………………………………………………………………….. 232
Conclusion ……………………………………………………………………………………………………………………………….. 235
Exercises…………………………………………………………………………………………………………………………………… 236
Chapter 6: Designing a Motivating Work Environment ……………………………………. 240 Motivating Steel Workers Works: The Case of Nucor …………………………………………………………………. 241
Motivating Employees Through Job Design ……………………………………………………………………………….. 244
Motivating Employees Through Goal Setting …………………………………………………………………………….. 258
Motivating Employees Through Performance Appraisals …………………………………………………………… 267
Motivating Employees Through Performance Incentives …………………………………………………………… 276
The Role of Ethics and National Culture…………………………………………………………………………………….. 283
Motivation Key for Success: The Case of Xerox ………………………………………………………………………….. 287
Conclusion ……………………………………………………………………………………………………………………………….. 290
Exercises…………………………………………………………………………………………………………………………………… 291
Chapter 7: Managing Stress and Emotions………………………………………………………… 293 Facing Foreclosure: The Case of Camden Property Trust ……………………………………………………………. 294
What Is Stress? …………………………………………………………………………………………………………………………. 297
Avoiding and Managing Stress ………………………………………………………………………………………………….. 313
What Are Emotions? …………………………………………………………………………………………………………………. 325
Emotions at Work……………………………………………………………………………………………………………………… 330
The Role of Ethics and National Culture…………………………………………………………………………………….. 338
Getting Emotional: The Case of American Express……………………………………………………………………… 341
Conclusion ……………………………………………………………………………………………………………………………….. 344
Exercises…………………………………………………………………………………………………………………………………… 345
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Chapter 8: Communication ………………………………………………………………………………… 349 You’ve Got Mail…and You’re Fired! The Case of RadioShack ………………………………………………………. 350
Understanding Communication ………………………………………………………………………………………………… 354
Communication Barriers …………………………………………………………………………………………………………… 360
Different Types of Communication and Channels ………………………………………………………………………. 377
The Role of Ethics and National Culture…………………………………………………………………………………….. 397
Employee Satisfaction Translates to Success: The Case of Edward Jones …………………………………….. 402
Conclusion ……………………………………………………………………………………………………………………………….. 405
Exercises…………………………………………………………………………………………………………………………………… 406
Chapter 9: Managing Groups and Teams …………………………………………………………… 410 Teamwork Takes to the Sky: The Case of General Electric ………………………………………………………….. 411
Group Dynamics ……………………………………………………………………………………………………………………….. 415
Understanding Team Design Characteristics……………………………………………………………………………… 428
Management of Teams ……………………………………………………………………………………………………………… 445
Barriers to Effective Teams ……………………………………………………………………………………………………….. 452
The Role of Ethics and National Culture…………………………………………………………………………………….. 454
Green Teams at Work: The Case of New Seasons Market ……………………………………………………………. 457
Conclusion ……………………………………………………………………………………………………………………………….. 460
Exercises…………………………………………………………………………………………………………………………………… 461
Chapter 10: Conflict and Negotiations ………………………………………………………………. 462 Negotiation Failure: The Case of the PointCast ………………………………………………………………………….. 463
Understanding Conflict …………………………………………………………………………………………………………….. 466
Causes and Outcomes of Conflict……………………………………………………………………………………………….. 472
Conflict Management ……………………………………………………………………………………………………………….. 478
Negotiations……………………………………………………………………………………………………………………………… 486
The Role of Ethics and National Culture…………………………………………………………………………………….. 503
Avoiding Conflict at WorldCom: The Case of Bernard Ebbers……………………………………………………… 506
Conclusion ……………………………………………………………………………………………………………………………….. 510
Exercises…………………………………………………………………………………………………………………………………… 511
Chapter 11: Making Decisions ……………………………………………………………………………. 515 Decision-Making Culture: The Case of Google ……………………………………………………………………………. 516
Understanding Decision Making ……………………………………………………………………………………………….. 520
Faulty Decision Making …………………………………………………………………………………………………………….. 535
Decision Making in Groups ……………………………………………………………………………………………………….. 540
The Role of Ethics and National Culture…………………………………………………………………………………….. 549
Empowered Decision Making: The Case of Ingar Skaug ……………………………………………………………… 552
Conclusion ……………………………………………………………………………………………………………………………….. 555
Exercises…………………………………………………………………………………………………………………………………… 556
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Chapter 12: Leading People Within Organizations ……………………………………………. 562 Taking on the Pepsi Challenge: The Case of Indra Nooyi ……………………………………………………………. 564
Who Is a Leader? Trait Approaches to Leadership ……………………………………………………………………… 568
What Do Leaders Do? Behavioral Approaches to Leadership………………………………………………………. 575
What Is the Role of the Context? Contingency Approaches to Leadership ………………………………….. 580
What’s New? Contemporary Approaches to Leadership …………………………………………………………….. 589
The Role of Ethics and National Culture…………………………………………………………………………………….. 607
Leadership Development: The Case of Starbucks ……………………………………………………………………….. 612
Conclusion ……………………………………………………………………………………………………………………………….. 615
Exercises…………………………………………………………………………………………………………………………………… 616
Chapter 13: Power and Politics ………………………………………………………………………….. 619 Focus on Power: The Case of Steve Jobs……………………………………………………………………………………… 620
The Basics of Power ………………………………………………………………………………………………………………….. 623
The Power to Influence …………………………………………………………………………………………………………….. 630
Organizational Politics ……………………………………………………………………………………………………………… 647
Understanding Social Networks ………………………………………………………………………………………………… 654
The Role of Ethics and National Culture…………………………………………………………………………………….. 658
Getting Connected: The Case of Social Networking ……………………………………………………………………. 662
Conclusion ……………………………………………………………………………………………………………………………….. 665
Exercises…………………………………………………………………………………………………………………………………… 666
Chapter 14: Organizational Structure and Change …………………………………………… 675 Organizational Structure: The Case of Toyota ……………………………………………………………………………. 676
Organizational Structure ………………………………………………………………………………………………………….. 680
Organizational Change ……………………………………………………………………………………………………………… 693
The Role of Ethics and National Culture…………………………………………………………………………………….. 713
Changing for Good: The Case of Hanna Andersson Corporation …………………………………………………. 716
Conclusion ……………………………………………………………………………………………………………………………….. 720
Exercises…………………………………………………………………………………………………………………………………… 721
Chapter 15: Organizational Culture …………………………………………………………………… 723 Building a Customer Service Culture: The Case of Nordstrom ……………………………………………………. 724
Understanding Organizational Culture ……………………………………………………………………………………… 727
Characteristics of Organizational Culture ………………………………………………………………………………….. 732
Creating and Maintaining Organizational Culture ……………………………………………………………………… 744
Creating Culture Change …………………………………………………………………………………………………………… 764
The Role of Ethics and National Culture…………………………………………………………………………………….. 769
Clash of the Cultures: The Case of Newell Rubbermaid ………………………………………………………………. 772
Conclusion ……………………………………………………………………………………………………………………………….. 775
Exercises…………………………………………………………………………………………………………………………………… 776
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About the Authors
Talya Bauer
Talya Bauer (Ph.D., 1994, Purdue University) is the Gerry and Marilyn Cameron Professor of Management at Portland State University. Dr. Bauer is an award- winning teacher who specializes in teaching organizational behavior, management, power and influence, and negotiations, as well as training and development at the graduate and undergraduate level. She conducts research about relationships at work. More specifically, she works in the areas of leadership, selection, and new employee onboarding, which has resulted in dozens of journal publications. She has acted as a consultant for a variety of government, Fortune 1000, and start-up organizations. Dr. Bauer is involved in professional organizations and conferences at the national level, such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large for SIOP. She is the editor of Journal of Management and is on the editorial boards for the Journal of Applied Psychology and Industrial and Organizational Psychology: Perspectives on Science and Practices, was recognized as one of the most published authors of the 1990s, and is a Fellow of SIOP and APS.
Berrin Erdogan
Berrin Erdogan (Ph.D., 2002, University of Illinois at Chicago) is the Express Employment Professionals Endowed Professor at Portland State University. Dr. Erdogan is an award-winning teacher who teaches management, organizational behavior, and human resources management. Her research interests focus on individual attachment to organizations through fairness, leader-subordinate relations, contextual factors such as organizational culture, and person- organization fit. Her work has been published in journals such as Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. She has conducted managerial seminars on the topics of
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motivation, organizational justice, performance appraisals, and training and development, and has worked as a corporate trainer. She serves on the editorial boards of Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior, and Personnel Psychology.
About the Authors
2
Acknowledgments
We want to thank Margaret Lannamann and Brett Guidry for doing such a great job keeping all the balls in the air, and Jeff Shelstad and Eric Frank for having the vision and persistence to bring Unnamed Publisher into being, and their faith in us as among the first Unnamed Publisher authors. Many thanks to Andrea Meyer, Sharon Koch, Pamela Tierney, Dean Scott Dawson, and Portland State University for supporting our work.
We would also like to thank the following colleagues whose comprehensive feedback and suggestions for improving the material helped make this a better text:
Cheryl Adkins, Longwood University
Sid Barsuk, Governors State University
Carrie Blair, College of Charleston
Pamela Buckle Henning, Adelphi University
Claudia Cogliser, Texas Tech
Leslie Connell, University of Central Florida
Donald Dahlin, The University of South Dakota
Deborah Good, University of Pittsburgh
Gideon Falk, Purdue University, Calumet
David Futrell, Butler University
Bruce Gillies, California Lutheran University
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Michael Hadani, Long Island University, CW Post Campus
Jeff Haldeman, Webster University
Kathy Harris, Northwestern Oklahoma State University
Kelly Kilcrease, University of New Hampshire, Manchester
Antoinette S. Knechtges, Eastern Michigan University
Michael Komos, Benedictine University
Damian Lonsdale, University of South Dakota
Don McCormick, California State University, Northridge
Janet Moen, The University of North Dakota
Lorrie Mowry, McCook Community College
Peter Nowak, Boston College, Boston University, Suffolk University
Samuel Rabinowitz, Rutgers University
Gary Renz, Webster University
Brenda Riddick, California State University, Dominguez Hills
Laura Riolli, California State University, Sacramento
Mark Schwiesow, Marquette University
Leslie Shore, Metropolitan State University
Valarie Spiser-Albert, University of Texas at San Antonio
Acknowledgments
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Christy Weer, Salisbury University
Marilyn Wesner, George Washington University
Jim Woodrum, University of Wisconsin-Madison
The authors also appreciate the efforts of those instructors who have contributed to the project with their work on supplementary materials. Deborah Good from the University of Pittsburgh developed the Student Quizzes and the Test Item File, and Frank Markham from Mesa State College, along with his wife Marylin, created the PowerPoint slide presentation.
In addition, two instructors assisted the development of this material by using it in their classrooms. Their input, along with their students’ feedback, has provided us with valuable feedback and confirmation that the material is effective in the classroom:
Pamela Henning, Adelphi University School of Business
Jim Woodrum, University of Wisconsin School of Business
The cadre of copy editors, graphics designers, and technical designers involved in this first-of-its-kind global publishing project also garner our heartfelt thanks. Finally, this book would not have the incredible value and meaning it does without the support and interest of the faculty and students who have commented on early iterations, and will serve to make this ‘their book’ in the many years to come.
Acknowledgments
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Dedications
Talya Bauer
This book is dedicated to Jo Ann and Frank Bauer, who fueled my desire to learn, read, and write and to my husband, Horst, and our children, Nicholas and Alexander, who are carrying on the tradition.
Berrin Erdogan
This book is dedicated to my parents, Ilhan and Fulda Erdogan, who were my role models and first introduction to life in academia. I also dedicate this book to my husband, Emre, and our son, Devin, for their love and support.
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Preface
To love what you do and feel that it matters—how could anything be more fun?
– Katherine Graham
This quote sums up how we feel about teaching. What could be better than teaching? It is fun, at times exciting, and it really matters. And one of the best courses in the world to teach is Organizational Behavior. Together we have been teaching for over 29 years and have taught thousands of students at the undergraduate, master’s, and doctoral levels. Our teaching styles are different, but we share some common values when it comes to teaching, including the beliefs that:
• Organizational Behavior matters • Evidence-based research is the foundation of Organizational Behavior • Different students learn in different ways • There is no substitute for hands-on learning • Learning the language of OB helps you be more effective in the
workplace • Technology can greatly enhance learning • Flexibility in teaching delivery allows for student success
Not “Just Another” Textbook
When we thought about writing a textbook, we knew we didn’t want to write “just another” OB book. Enter Unnamed Publisher. Their model solves many of the common challenges faculty and students face when it comes to textbooks. Here are a few that have always bothered us and that Flat World has solved:
• “I had to buy the whole book, but my teacher didn’t use the XYZ chapter.” This isn’t a problem with our book because faculty can rearra
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