17 Sep Read Case Study Hy Dairies, Inc. (Chapter 3, pp. 109-110) in your textbook (and a minimum of six [6] peer-reviewed sources plus the textbook) and answer the following questions: 1.
Professional Assignments Case study assignments should be formatted in accordance with the most current APA edition. The paper should be 2-3 content pages in length (excluding the cover page and reference page). The inclusion of properly formatted headings and sub-headings as well as citations and corresponding references based on the assigned readings is required for the assignments. In addition, be sure to review the rubric requirements/instructions to determine the number of scholarly research sources that should be integrated into your discussion
Read Case Study Hy Dairies, Inc. (Chapter 3, pp. 109-110) in your textbook (and a minimum of six [6] peer-reviewed sources plus the textbook) and answer the following questions:
- 1. Apply your knowledge of stereotyping and social identity theory to explain what went wrong here. (make sure you define stereotyping and social identity, then answer through your definitions)
- 2. What other perceptual errors are apparent in this case study?
- 3. What can organizations do to minimize misperceptions in these types of situations?
Your paper must include an introduction and a clear thesis, several body paragraphs, and a conclusion. Top papers demonstrate a solid understanding of the material AND critical thinking. Make sure you have a minimum of six (6) peer-reviewed sources.
Organizational Behavior
McShane | Von Glinow
fifth edition
emerging knowledge and practice for the real world
O rg
anizatio nal B
ehavio r
ISBN 978-0-07-338123-7 MHID 0-07-338123-3
www.mhhe.com
E A N
em erg
ing kno
w led
g e and
p ractice fo
r the real w o
rld
fifth edition
McShane
Von Glinow
In their new Fifth Edition, McShane and Von Glinow continue the trailblazing innovations that made previous editions of Organizational Behavior recognized and adopted by the new generation of organizational behavior (OB) instructors.
McShane and Von Glinow 5e is acclaimed for: Readability, presentation of current knowledge »
Strong International/Global orientation »
Contemporary Theory Foundation (without the jargon) »
Active Learning and Critical Thinking Support »
Textbook’s philosophy-OB knowledge is for everyone, not just traditional managers. »
The reality is that everyone needs OB knowledge to successfully thrive in and around organizations, from sales representatives to production employees to physicians. The authors’ ability to engage students by introducing cutting-edge OB topics while providing relevancy to OB concepts through the ‘linking theory with reality’ approach, is the reason OB 5e remains unparalleled in its ability to engage students.
Delivering what we’ve come to expect from this exceptional author team, McShane/Von Glinow 5e helps everyone make sense of OB, and provides the conceptual tools to work more effectively in the workplace.
To learn more, visit www.mhhe.com/mcshane5e
M D
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Organizational Behavior
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Emerging Knowledge and
Practice for the Real World
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Organizational Behavior
Steven L. McShane The University of Western Australia
Mary Ann Von Glinow Florida International University
5th Edition
Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
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ORGANIZATIONAL BEHAVIOR: EMERGING KNOWLEDGE AND PRACTICE FOR THE REAL WORLD
Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2010 , 2008 , 2005 , 2003 , 2000 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 DOW/DOW 0 9
ISBN 978-0-07-338123-7 MHID 0-07-338123-3
Vice president and editor-in-chief: Brent Gordon Publisher: Paul Ducham Executive editor: John Weimeister Senior development editor: Christine Scheid Marketing manager: Natalie Zook Lead project manager: Christine A. Vaughan Production supervisor: Gina Hangos Senior photo research coordinator: Lori Kramer Photo researcher: Jennifer Blankenship Lead media project manager: Brian Nacik Cover and interior design: Pam Verros/pvdesign Cover image: ©Veer Typeface: 10/12 Berthold Baskerville Compositor: Aptara®, Inc. Printer: R. R. Donnelley
Library of Congress Cataloging-in-Publication Data McShane, Steven Lattimore. Organizational behavior : emerging knowledge and practice for the real world / Steven L. McShane, Mary Ann Von Glinow. — 5th ed. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-07-338123-7 (alk. paper) ISBN-10: 0-07-338123-3 (alk. paper) 1. Organizational behavior. I. Von Glinow, Mary Ann Young, 1949- II. Title. HD58.7.M42 2010 658—dc22 2009005753
www.mhhe.com
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about the authors Steven L. McShane
Steven L. McShane is Pro- fessor of Management in the Business School at the University of Western Australia (UWA), where he receives high teaching ratings from students in Perth, Singapore, Manila, and other cities where UWA offers its programs. He is also an Honorary Professor at Universiti Tunku Abdul Rahman (UTAR) in Malaysia and
previously taught in the business faculties at Simon Fraser University and Queen’s University in Canada. Steve has conducted executive programs with Nokia, TÜV-SÜD, Wesfarmers Group, Main Roads WA, McGraw-Hill, ALCOA World Alumina Australia, and many other organi- zations. He is also a popular visiting speaker, having given presentations to faculty and students in almost a dozen countries over the past four years. Steve earned his Ph.D. from Michigan State University in organizational behavior, human resource management, and labor relations. He also holds a Master of Industrial Relations from the University of Toronto, and an under- graduate degree from Queen’s University in Canada. Steve has served as President of the Administrative Sciences Association of Canada (the Canadian equivalent of the Academy of Management) and Director of Graduate Pro- grams in the business faculty at Simon Fraser University. Along with coauthoring Organizational Behavior, Fifth Edition, Steve coauthors with Mary Ann Von Glinow on Organizational Behavior: Essentials, Second Edition (2009). He is also the coauthor with Sandra Steen (University of Regina) of Canadian Organizational Behaviour, Seventh Edition (2009), with Tony Travaglione (Curtin University) of Organisational Behaviour on the Pacific Rim, Second Edi- tion (2007), and with Charles Hill (University of Washington) of Principles of Management, First Edition (2008). Steve is also coauthor of Indian, Chinese, and Taiwanese editions or translations of his OB book. Steve has published several dozen articles and conference papers on workplace values, training transfer, organizational learning, exit-voice-loyalty, employee socialization, wrongful dismissal, media bias in business magazines, and other diverse topics. Steve enjoys spending his leisure time swimming, body board surfing, canoeing, skiing, and traveling with his wife and two daughters.
Mary Ann Von Glinow
Dr. Von Glinow is Director of the Center for Interna- tional Business Education and Research (CIBER) and is Research Professor of Management and Inter- national Business at Florida International University. She also is the 2006 Vice President of the Academy of International Business (AIB) and an editor of JIBS. Previously on the Marshall School faculty of
the University of Southern California, she has an MBA and Ph.D. in Management Science from The Ohio State Univer- sity. Dr. Von Glinow was the 1994–95 President of the Acad- emy of Management, the world’s largest association of academicians in management, and is a Fellow of the Academy and the Pan-Pacific Business Association. She sits on eleven editorial review boards and numerous international panels. She teaches in executive programs in Latin America, Central America, the Caribbean region, Asia, and the U.S. Dr. Von Glinow has authored over 100 journal articles and 11 books. Her most recent books include Managing Multi- national Teams (Elsevier, 2005) and Organizational Learning Capability (Oxford University Press, 1999; in Chinese and Spanish translation), which won a Gold Book Award from the Ministry of Economic Affairs in Taiwan in 2002. She has also coauthored the popular Organizational Behavior, Fifth Edition textbook and Organizational Behavior: Essentials, Second Edition (McGraw-Hill/Irwin, 2009). She heads an international consortium of researchers delving into “Best International Human Resource Management Practices,” and her research in this arena won an award from the American Society for Competitiveness’ Board of Trustees. She also received an NSF grant to study globally distributed work. Dr. Von Glinow is the 2005 Academy of Management recipient of the Distinguished Service Award, one of the Academy’s three highest honors bestowed. Mary Ann consults to a number of domestic and multi- national enterprises, and serves as a mayoral appointee to the Shanghai Institute of Human Resources in China. Since 1989, she has been a consultant in General Electric’s “Work- out” and “Change Acceleration Program” including “Coach- ing to Management.” Her clients have included Asia Development Bank, American Express, Diageo, Knight- Ridder, Burger King, Pillsbury, Westinghouse, Southern California Edison, The Aetna, State of Florida, Kaiser Per- manente, TRW, Rockwell Int’l, Motorola, N.Y. Life, Amoco, Lucent, and Joe’s Stone Crabs, to name a few. She is on the Board of Friends of WLRN, Fielding University, Friends of Bay Oaks, Pan-Pacific Business Association, and Animal Al- liance in Los Angeles. She is actively involved in several animal welfare organizations and received the 1996 Hu- manitarian Award of the Year from Miami’s Adopt-a-Pet.
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Dedicated with love and devotion to Donna, and to our wonderful daughters, Bryton and Madison — S.L.M.
Dedicated to Zack, Emma, and Googun! —M.A.V.G.
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Preface xvi
Glossary 525
References 531
Photo Credits 589
Organization Index 591
Name Index 595
Subject Index 616
URL Index 633
PART 1 Introduction 1 Chapter 1 Introduction to the Field of Organizational
Behavior 2
PART 2 Individual Behavior and Processes 31 Chapter 2 Individual Behavior, Personality, and Values 32
Chapter 3 Perception and Learning in Organizations 66
Chapter 4 Workplace Emotions, Attitudes, and Stress 96
Chapter 5 Foundations of Employee Motivation 130
Chapter 6 Applied Performance Practices 164
Chapter 7 Decision Making and Creativity 196
PART 3 Team Processes 231 Chapter 8 Team Dynamics 232
Chapter 9 Communicating in Teams and Organizations 268
Chapter 10 Power and Influence in the Workplace 298
Chapter 11 Conflict and Negotiation in the Workplace 326
Chapter 12 Leadership in Organizational Settings 358
PART 4 Organizational Processes 383 Chapter 13 Organizational Structure 384
Chapter 14 Organizational Culture 414
Chapter 15 Organizational Change 442
Additional Cases 469
Case 1: A Mir Kiss? 469 Case 2: Arctic Mining Consultants 471 Case 3: Big Screen’s Big Failure 473
Case 4: Bridging the Two Worlds—The Organizational Dilemma 478 Case 5: Fran Hayden Joins Dairy Engineering 479
Case 6: From Lippert-Johanson Incorporated to Fenway Waste Management 482 Case 7: Glengarry Regional Medical Center 484
Case 8: High Noon at Alpha Mills 488 Case 9: Keeping Suzanne Chalmers 490
Case 10: Northwest Canadian Forest Products Limited 492 Case 11: Perfect Pizzeria 494
Case 12: Simmons Laboratories 495 Case 13: Treetop Forest Products 500
Video Cases 502
Appendix A
Theory Building and Systematic Research Methods 507
Appendix B
Scoring Keys for Self-Assessment Activities 514
brief contents
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contents Preface xvi
Part 1 Introduction 1
Chapter 1 Introduction to the Field of Organizational Behavior 2
The Field of Organizational Behavior 4
Organizational Behavior’s Foundations 5
Why Study Organizational Behavior? 5
Perspectives of Organizational Effectiveness 7
Open-Systems Perspective 7
Global Connections 1.1: Hospitals Take the Lean Journey to Efficiency 10
Organizational Learning Perspective 10
High-Performance Work Practices Perspective 12
Stakeholder Perspective 13
Types of Individual Behavior 16
Task Performance 17
Organizational Citizenship 17
Counterproductive Work Behaviors 18
Joining and Staying with the Organization 18
Maintaining Work Attendance 18
Contemporary Challenges for Organizations 19
Globalization 20
Increasing Workforce Diversity 20
Emerging Employment Relationships 22
Anchors of Organizational Behavior Knowledge 23
The Multidisciplinary Anchor 23
The Systematic Research Anchor 24
Part 2 Individual Behavior and Processes 31
Chapter 2 Individual Behavior, Personality, and Values 32
MARS Model of Individual Behavior and Performance 34
Employee Motivation 34
Ability 35
Role Perceptions 36
Situational Factors 37
Personality in Organizations 38
Personality Determinants: Nature versus Nurture 39
Five-Factor Model of Personality 39
Jungian Personality Theory and the Myers-Briggs Type Indicator 41
Caveats about Personality Testing in Organizations 42
The Contingency Anchor 24
The Multiple Levels of Analysis Anchor 24
Chapter Summary 25
Key Terms 25
Critical Thinking Questions 26
Case Study 1.1: Jersey Dairies, Inc. 26
Case Study 1.2: Working from Home—It’s in the Details 28
Team Exercise 1.3: Human Checkers 28
Class Exercise 1.4: Diagnosing Organizational Stakeholders 29
Self-Assessment 1.5: It All Makes Sense? 30
Self-Assessment 1.6: Is Telecommuting for You? 30
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Contents ix
Self-Concept: The “I” in Organizational Behavior 43
Self-Enhancement 44
Self-Verification 44
Self-Evaluation 44
Global Connections 2.1: Feeling Valued Adds Value at Johnson & Johnson 45
The Social Self 46
Self-Concept and Organizational Behavior 47
Values in the Workplace 47
Types of Values 48
Values and Individual Behavior 49
Value Congruence 49
Values across Cultures 50
Individualism and Collectivism 50
Power Distance 51
Uncertainty Avoidance 51
Achievement-Nurturing Orientation 52
Ethical Values and Behavior 52
Three Ethical Principles 53
Moral Intensity, Ethical Sensitivity, and Situational Influences 53
Supporting Ethical Behavior 54
Chapter Summary 56
Key Terms 56
Critical Thinking Questions 57
Case Study 2.1: SK Telecom Goes Egalitarian in a Hierarchical Society 57
Case Study 2.2: Pushing Paper Can Be Fun 58
Case Study 2.3: The Trouble with Business Ethics 59
Class Exercise 2.4: Test Your Knowledge of Personality 60
Team Exercise 2.5: Comparing Cultural Values 61
Team Exercise 2.6: Ethics Dilemma Vignettes 62
Self-Assessment 2.7: Are You Introverted or Extroverted? 63
Self-Assessment 2.8: What Are Your Dominant Values? 64
Self-Assessment 2.9: Individualism-Collectivism Scale 64
Self-Assessment 2.10: Estimating Your Locus of Control 64
Self-Assessment 2.11: Identifying Your General Self-Efficacy 64
Chapter 3 Perception and Learning in Organizations 66
The Perceptual Process 68
Perceptual Organization and Interpretation 70
Social Identity and Stereotyping 71
Stereotyping in Organizations 72
Global Connections 3.1: “Your Name Says Everything in France” 74 Attribution Theory 75
Attribution Errors 76
Self-Fulfilling Prophecy 76
Contingencies of Self-Fulfilling Prophecy 77
Other Perceptual Errors 78 Improving Perceptions 79
Awareness of Perceptual Biases 79
Improving Self-Awareness 79
Meaningful Interaction 81
Learning in Organizations 82
Behavior Modification: Learning through Reinforcement 82
Social Learning Theory: Learning by Observing 85
Learning through Experience 86
From Individual to Organizational Learning 87 Chapter Summary 88
Key Terms 89
Critical Thinking Questions 89
Case Study 3.1: Hy Dairies, Inc. 90
Case Study 3.2: How Failure Breeds Success 91
Class Exercise 3.3: The Learning Exercise 91
Web Exercise 3.4: Stereotyping in Corporate Annual Reports 92
Self-Assessment 3.5: How Much Perceptual Structure Do You Need? 92
Self-Assessment 3.6: Assessing Your Perspective Taking (Cognitive Empathy) 94
Self-Asssessment 3.7: Assessing Your Emotional Empathy 94
Chapter 4 Workplace Emotions, Attitudes, and Stress 96
Emotions in the Workplace 98
Types of Emotions 99
Emotions, Attitudes, and Behavior 100
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x Contents
Managing Emotions at Work 103
Emotional Display Norms across Cultures 103
Emotional Dissonance 104
Emotional Intelligence 105
Global Connections 4.1: GM Holden Revs Up Emotional Intelligence 107
Improving Emotional Intelligence 107
Job Satisfaction 108
Job Satisfaction and Work Behavior 109
The Ethics of Job Satisfaction 112
Organizational Commitment 112
Consequences of Organizational Commitment 112
Building Organizational Commitment 113
Work-Related Stress and Its Management 114
General Adaptation Syndrome 114
Consequences of Distress 115
Stressors: The Causes of Stress 116
Individual Differences in Stress 118
Managing Work-Related Stress 118
Chapter Summary 122
Key Terms 122
Critical Thinking Questions 123
Case Study 4.1: Riding the Emotional Roller Coaster 123
Case Study 4.2: Dispatches from the War on Stress 124
Class Exercise 4.3: Strength-Based Coaching 125
Team Exercise 4.4: Ranking Jobs on Their Emotional Labor 126
Team Exercise 4.5: Stage Fright! 126
Self-Assessment 4.6: School Commitment Scale 127
Self-Assessment 4.7: Dispositional Mood Scale 129
Self-Assessment 4.8: Work Addiction Risk Test 129
Self-Assessment 4.9: Perceived Stress Scale 129
Self-Assessment 4.10: Stress Coping Preference Scale 129
Chapter 5 Foundations of Employee Motivation 130
Employee Engagement 132
Employee Drives and Needs 134
Individual Differences in Needs 134
Maslow’s Needs Hierarchy Theory 135
Global Connections 5.1: Shining the Spotlight on Employee Recognition 137
What’s Wrong with Needs Hierarchy Models? 138
Learned Needs Theory 138
Four-Drive Theory 140
Expectancy Theory of Motivation 143
Expectancy Theory in Practice 144
Goal Setting and Feedback 145
Balanced Scorecard 147
Characteristics of Effective Feedback 148
Sources of Feedback 149
Evaluating Goal Setting and Feedback 151
Organizational Justice 151
Equity Theory 152
Procedural Justice 155
Chapter Summary 156
Key Terms 157
Critical-Thinking Questions 157
Case Study 5.1: Vêtements Ltée 158
Case Study 5.2: Motivating Staff When the Money Is Tight 159
Class Exercise 5.3: Needs Priority Exercise 159
Team Exercise 5.4: A Question of Feedback 160
Self-Assessment 5.5: Need-Strength Questionnaire 161
Self-Assessment 5.6: Measuring Your Growth-Need Strength 163
Self-Assessment 5.7: Your Equity Sensitivity 163
Chapter 6 Applied Performance Practices 164
The Meaning of Money in the Workplace 166
Financial Reward Practices 167
Membership- and Seniority-Based Rewards 167
Job Status–Based Rewards 168
Competency-Based Rewards 169
Performance-Based Rewards 170
Connections 6.1: Nucor Rewards the Team 171
Improving Reward Effectiveness 172
Connections 6.2: When Rewards Go Wrong 174
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Contents xi
Job Design Practices 175
Job Design and Work Efficiency 175
Job Design and Work Motivation 177
Job Design Practices That Motivate 180
Empowerment Practices 182
Supporting Empowerment 182
Self-Leadership Practices 183
Self-Leadership Strategies 184
Effectiveness of Self-Leadership 186
Self-Leadership Contingencies 186
Chapter Summary 187
Key Terms 188
Critical Thinking Questions 188
Case Study 6.1: The Regency Grand Hotel 188
Case Study 6.2: How to Make a Microserf Smile 190
Team Exercise 6.3: Is Student Work Enriched? 191
Self-Assessment 6.4: What Is Your Attitude toward Money? 193
Self-Assessment 6.5: Assessing Your Self-Leadership 194
Self-Assessment 6.6: Student Empowerment Scale 195
Chapter 7 Decision Making and Creativity 196
Rational Choice Paradigm of Decision Making 198
Problems with the Rational Choice Paradigm 200
Identifying Problems and Opportunities 200
Problems with Problem Identification 201
Identifying Problems and Opportunities More Effectively 202
Evaluating and Choosing Alternatives 203
Problems with Goals 203
Problems with Information Processing 204
Problems with Maximization 206
Evaluating Opportunities 206
Emotions and Making Choices 207
Intuition and Making Choices 208
Making Choices More Effectively 209
Implementing Decisions 209
Chapter 8 Team Dynamics 232
Teams and Informal Groups 234
Informal Groups 235
Advantages and Disadvantages of Teams 236
The Challenges of Teams 237
Part 3 Team Processes 231
Evaluating Decision Outcomes 210
Escalation of Commitment 210
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