15 Sep Assigned Readings: Chapter 9. Foundations of Group Behavior Chapter 10. Understanding Work Teams Initial Postings:
Assigned Readings:
Chapter 9. Foundations of Group Behavior
Chapter 10. Understanding Work Teams
Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.
Also, provide a graduate-level response to each of the following questions:
- You have been working at Saxet Consulting for the past year and are expected to complete three client reviews per week. You have been very productive and have been completing two extra reviews per week. At a recent team meeting, you expected to receive praise from the President for this extra work; however, your manager took credit for the extra work and received the praise from the President. What has your manager violated and what is your likely reaction?
Engage, Assess, Reflect
• Pearson eText —Keeps students engaged in learning on their own time, while helping them achieve greater conceptual understanding of course material. The MyLab with Pearson eText provides students with a complete digital learning experience—all in one place.
• Branching, Decision-Making Simulations—Put your students in the role of manager as they make a series of decisions based on a realistic business challenge. The simulations change and branch based on their decisions, creating various scenario paths. At the end of each simulation, students receive a grade and a detailed report of the choices they made with the associated consequences included.
• Writing Space—Better writers make great learners who perform better in their courses. Designed to help you develop and assess concept mastery and critical thinking, the Writing Space offers a single place to create, track, and grade writing assignments, provide resources, and exchange meaningful, personalized feedback with students, quickly and easily. Thanks to assisted-graded and create-your-own assignments, you decide your level of involvement in evaluating students’ work. Because of integration with Turnitin®, Writing Space can check students’ work for improper citation or plagiarism.
• Personal Inventory Assessments—Is a collection of online exercises designed to promote self-reflection and engagement in students, enhancing their ability to connect with management concepts. Assessments are assignable by instructors who can then track students’ completions. Student results include a written explanation and graphic display that shows how their results compare to the class as a whole, and can be used to promote classroom discussion.
Robbins_14_1292221410_ifc_Final.indd 1 24/05/17 5:02 PM
with Pearson MyLab Management®
• Learning Catalytics™—Is an interactive, student response tool that uses students’ smartphones, tablets, or laptops to engage them in more sophisticated tasks and thinking. Now included with MyLab with eText, Learning Catalytics enables you to generate classroom discussion, guide your lecture, and promote peer-to-peer learning with real-time analytics.
• Dynamic Study Modules—Helps students study effectively on their own by continuously assessing their activity and performance in real time. Here’s how it works: students complete a set of questions with a unique answer format that also asks them to indicate their confidence level. Questions repeat until the student can answer them all correctly and confidently. Once completed, Dynamic Study Modules explain the concept using materials from the text. These are available as graded assignments prior to class, and accessible on smartphones, tablets, and computers.
• Reporting Dashboard—View, analyze, and report learning outcomes clearly and easily, and get the information you need to keep your students on track throughout the course with the new Reporting Dashboard. Available via the MyLab Gradebook and fully mobile-ready, the Reporting Dashboard presents student performance data at the class, section, and program levels in an accessible, visual manner.
• Accessibility (ADA)—Pearson works continuously to ensure our products are as accessible as possible to all students. The platform team for our Business MyLab products is working toward achieving WCAG 2.0 Level AA and Section 508 standards, as expressed in the Pearson Guidelines for Accessible Educational Web Media. Moreover, our products support customers in meeting their obligation to comply with the Americans with Disabilities Act (ADA) by providing access to learning technology programs for users with disabilities.
The following information provides tips and answers to frequently asked questions for those using assistive technologies to access the Business MyLab products. As product accessibility evolves continuously, please email our Accessibility Team at [email protected] for the most up-to-date information.
• LMS Integration—You can now link from Blackboard Learn, Brightspace by D2L, Canvas, or Moodle to Pearson MyLab Management. Access assignments, rosters, and resources, and synchronize grades with your LMS gradebook.
For students, single sign-on provides access to all the personalized learning resources that make studying more efficient and effective.
A L W A Y S L E A R N I N G
A01_ROBB1410_14_GE_FM.indd 1 26/05/17 2:48 PM
A01_HANL4898_08_SE_FM.indd 2 24/12/14 12:49 PM
This page intentionally left blank
F o u r t e e n t h E d i t i o n
Essentials of Organizational Behavior
Stephen P. Robbins San Diego State University
Timothy A. Judge The Ohio State University
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Sao Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
G l o b a l E d i t i o n
A01_ROBB1410_14_GE_FM.indd 3 26/05/17 2:48 PM
Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Portfolio Manager: Kris Ellis-Levy Editorial Assistant: Hannah Lamarre Portfolio Manager, Global Edition: Steven Jackson Associate Acquisitions Editor, Global Edition: Ishita Sinha Associate Project Editor, Global Edition: Paromita Banerjee Vice President, Product Marketing: Roxanne McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and
Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Managing Producer, Business: Ashley Santora
Content Producer, Global Edition: Nitin Shankar Senior Manufacturing Controller, Global Edition:
Trudy Kimber Content Producer: Claudia Fernandes Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business:
Diane Lombardo Digital Studio Producer: Monique Lawrence Digital Studio Producer: Alana Coles Media Production Manager, Global Edition: Vikram Kumar Full-Service Project Management and Composition:
Cenveo® Publisher Services Interior Designer: Cenveo® Publisher Services Cover Art: pernsanitfoto/Shutterstock
Acknowledgments of third-party content appear on the appropriate page within the text.
PEARSON, ALWAYS LEARNING, and PEARSON MYLAB MANAGEMENT® are exclusive trademarks owned by Pearson Educa- tion, Inc. or its affiliates in the U.S. and/or other countries.
Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England
and Associated Companies throughout the world
Visit us on the World Wide Web at: www.pearsonglobaleditions.com
© Pearson Education Limited 2018
The rights of Stephen P. Robbins and Timothy A. Judge to be identified as the authors of this work have been asserted by them in accor- dance with the Copyright, Designs and Patents Act 1988.
Authorized adaptation from the United States edition, entitled Essentials of Organizational Behavior, 14th Edition, ISBN 978-0-13- 452385-9 by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education © 2018.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.
All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorse- ment of this book by such owners.
ISBN 10: 1-292-22141-0 ISBN 13: 978-1-292-22141-0
British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library
10 9 8 7 6 5 4 3 2 1
Typeset in Times LT Pro by Cenveo Publisher Services Printed and bound by Vivar, Malaysia
A01_ROBB1410_14_GE_FM.indd 4 26/05/17 2:48 PM
This book is dedicated to our friends and colleagues in The Organizational Behavior Teaching Society
who, through their teaching, research and commitment to the leading process, have significantly
improved the ability of students to understand and apply OB concepts.
A01_ROBB1410_14_GE_FM.indd 5 26/05/17 2:48 PM
BRIEF CONTENTS
PART 1 An Introduction 31
Chapter 1 Welcome to the World of OB 31
PART 2 Individual Differences 47
Chapter 2 Attitudes 47 Chapter 3 Emotions 60 Chapter 4 Personality Factors 77 Chapter 5 Perceptual Processes 95 Chapter 6 Valuing Diversity 113 Chapter 7 Basic Motivation 130 Chapter 8 Applied Motivation 150
PART 3 Groups in Organizations 166
Chapter 9 Communication 166 Chapter 10 Basics of Group Behavior 182 Chapter 11 From Groups to Teams 200 Chapter 12 Characteristics of Leaders 216 Chapter 13 Power and Politics in Organizations 237 Chapter 14 Conflict in Organizations 256
PART 4 Organizational Systems 275
Chapter 15 Organization Structure and Design 275 Chapter 16 Creating and Maintaining Organizational Culture 295 Chapter 17 Organizational Change 315
6
A01_ROBB1410_14_GE_FM.indd 6 26/05/17 2:48 PM
7
CONTENTS
Preface 22
Acknowledgments 29
About the Authors 30
PART 1 An Introduction 31
Chapter 1 WELCOME TO THE WORLD OF OB 31 Chapter Warm-up 31
Management and Organizational Behavior 32
Organizational Behavior (OB) Defined 33 Effective versus Successful Managerial Activities 33
Watch It—Herman Miller: Organizational Behavior 34
Complementing Intuition with Systematic Study 34
Big Data 35 Disciplines That Contribute to the OB Field 36
Psychology 36 Social Psychology 36 Sociology 37 Anthropology 37
There Are Few Absolutes in OB 37
Challenges and Opportunities for OB 38
Continuing Globalization 38 Workforce Demographics 40 Workforce Diversity 40 Social Media 40 Employee Well-Being at Work 41 Positive Work Environment 41 Ethical Behavior 42
Coming Attractions: Developing an OB Model 42
Overview 42 Inputs 43 Processes 43 Outcomes 44
Summary 45 Implications for Managers 45 Personal Inventory Assessments: Multicultural Awareness Scale 46
A01_ROBB1410_14_GE_FM.indd 7 26/05/17 2:48 PM
8 Contents
PART 2 Individual Differences 47
Chapter 2 ATTITUDES 47 Chapter Warm-up 47
Attitudes 47
Watch It—Gawker Media: Attitudes and Job Satisfaction 49
Attitudes and Behavior 49
Job Attitudes 50
Job Satisfaction and Job Involvement 50 Organizational Commitment 50 Perceived Organizational Support 50 Employee Engagement 51
Measuring Job Satisfaction 51
Approaches to Measurement 52 Measured Job Satisfaction Levels 52
What Causes Job Satisfaction? 52
Job Conditions 53 Personality 54 Pay 54 Corporate Social Responsibility (CSR) 54
Outcomes of Job Satisfaction 55
Job Performance 55 Organizational Citizenship Behavior (OCB) 55 Customer Satisfaction 55 Life Satisfaction 56
The Impact of Job Dissatisfaction 56
Counterproductive Work Behavior (CWB) 56 Understanding the Impact 58
Summary 59 Implications for Managers 59 Try It—Simulation: Attitudes & Job Satisfaction 59 Personal Inventory Assessments: Core Self-Evaluation (CSE) Scale 59
Chapter 3 EMOTIONS 60 Chapter Warm-up 60
What Are Emotions and Moods? 60
The Basic Emotions 61 Moral Emotions 62
A01_ROBB1410_14_GE_FM.indd 8 09/06/17 3:49 PM
The Basic Moods: Positive and Negative Affect 62 Experiencing Moods and Emotions 63 The Function of Emotions 63
Sources of Emotions and Moods 64
Personality 65 Time of Day 65 Day of the Week 65 Weather 65 Stress 67 Sleep 67 Exercise 67 Age 67 Sex 67
Emotional Labor 68
Controlling Emotional Displays 68 Emotional Dissonance and Mindfulness 69
Affective Events Theory 69
Emotional Intelligence 69
Emotion Regulation 71
Emotion Regulation Influences and Outcomes 71 Emotion Regulation Techniques 71 Ethics of Emotion Regulation 72
Watch It—East Haven Fire Department: Emotions and Moods 72
OB Applications of Emotions and Moods 72
Selection 72 Decision Making 73 Creativity 73 Motivation 73 Leadership 73 Customer Service 74 Job Attitudes 74 Deviant Workplace Behaviors 74 Safety and Injury at Work 75
Summary 75 Implications for Managers 75 Try It—Simulation: Emotions & Moods 76 Personal Inventory Assessments: Emotional Intelligence Assessment 76
Contents 9
A01_ROBB1410_14_GE_FM.indd 9 26/05/17 2:48 PM
Chapter 4 PERSONALITY FACTORS 77 Chapter Warm-up 77
Personality 77
What Is Personality? 78 Personality Frameworks 79
The Myers-Briggs Type Indicator 79 The Big Five Personality Model 80 How Do the Big Five Traits Predict Behavior at Work? 81 The Dark Triad 82
Other Personality Attributes Relevant to OB 84
Core Self-Evaluation (CSE) 84 Self-Monitoring 85 Proactive Personality 85
Personality and Situations 85
Situation Strength Theory 86 Trait Activation Theory 87
Values 88
Watch It—Honest Tea: Ethics–Company Mission and Values 88
Terminal versus Instrumental Values 88 Generational Values 89
Linking an Individual’s Personality and Values to the Workplace 89
Person–Job Fit 89 Person–Organization Fit 90 Other Dimensions of Fit 90
Cultural Values 91
Hofstede’s Framework 91 The GLOBE Framework 92 Comparison of Hofstede’s Framework and the Globe Framework 92
Summary 94 Implications for Managers 94 Personal Inventory Assessments: Personality Style Indicator 94
Chapter 5 PERCEPTUAL PROCESSES 95 Chapter Warm-up 95
What Is Perception? 95
Factors That Influence Perception 96 Watch It—Orpheus Group Casting: Social Perception and Attribution 97
10 Contents
A01_ROBB1410_14_GE_FM.indd 10 26/05/17 2:48 PM
Person Perception: Making Judgments about Others 97
Attribution Theory 97 Common Shortcuts in Judging Others 99
The Link between Perception and Individual Decision Making 100
Decision Making in Organizations 100
The Rational Model, Bounded Rationality, and Intuition 100 Common Biases and Errors in Decision Making 102
Influences on Decision Making: Individual Differences and Organizational Constraints 104
Individual Differences 105 Organizational Constraints 106
What about Ethics in Decision Making? 106
Three Ethical Decision Criteria 107 Choosing between Criteria 107 Behavioral Ethics 108 Lying 108
Creativity, Creative Decision Making, and Innovation in Organizations 108
Creative Behavior 109 Causes of Creative Behavior 109 Creative Outcomes (Innovation) 111
Summary 111 Implications for Managers 111 Try It—Simulation: Perception & Individual Decision Making 112 Personal Inventory Assessments: How Creative Are You? 112
Chapter 6 VALUING DIVERSITY 113 Chapter Warm-up 113
Diversity 113
Demographic Characteristics 114 Levels of Diversity 114
Discrimination 115
Stereotype Threat 115 Discrimination in the Workplace 116
Biographical Characteristics 117
Age 117 Sex 118 Race and Ethnicity 119
Contents 11
A01_ROBB1410_14_GE_FM.indd 11 26/05/17 2:48 PM
Disabilities 119 Hidden Disabilities 120
Other Differentiating Characteristics 121
Religion 121 Sexual Orientation and Gender Identity 121 Cultural Identity 123
Watch It—Verizon: Diversity 123
Ability 123
Intellectual Abilities 123 Physical Abilities 125
Implementing Diversity Management Strategies 125
Attracting, Selecting, Developing, and Retaining Diverse Employees 126 Diversity in Groups 127 Diversity Programs 128
Summary 128 Implications for Managers 129 Try It—Simulation: Human Resources 129 Personal Inventory Assessments: Intercultural Sensitivity Scale 129
Chapter 7 BASIC MOTIVATION 130 Chapter Warm-up 130
Motivation 130
Watch It—Motivation (TWZ Role Play) 131
Early Theories of Motivation 131
Hierarchy of Needs Theory 131 Two-Factor Theory 132 McClelland’s Theory of Needs 132
Contemporary Theories of Motivation 134
Self-Determination Theory 134 Goal-Setting Theory 135
Other Contemporary Theories of Motivation 138
Self-Efficacy Theory 138 Reinforcement Theory 140 Equity Theory/Organizational Justice 141 Expectancy Theory 145
Job Engagement 146
12 Contents
A01_ROBB1410_14_GE_FM.indd 12 09/06/17 3:50 PM
Integrating Contemporary Theories of Motivation 146 Summary 148 Implications for Managers 148 Try It—Simulation: Motivation 148 Personal Inventory Assessments: Work Motivation Indicator 149
Chapter 8 APPLIED MOTIVATION 150 Chapter Warm-up 150
Motivating by Job Design: The Job Characteristics Model (JCM) 151
Elements of the JCM 151 Efficacy of the JCM 151 Motivating Potential Score (MPS) 152 Cultural Generalizability of the JCM 153
Using Job Redesign to Motivate Employees 153
Job Rotation 153 Relational Job Design 154
Using Alternative Work Arrangements to Motivate Employees 154
Flextime 155 Job Sharing 156 Telecommuting 157
Using Employee Involvement and Participation (EIP) to Motivate Employees 157
Cultural EIP 158 Forms of Employee Involvement Programs 158
Using Extrinsic Rewards to Motivate Employees 159
What to Pay: Establishing a Pay Structure 159 How to Pay: Rewarding Individual Employees through Variable-Pay Programs 159
Using Benefits to Motivate Employees 163
Using Intrinsic Rewards to Motivate Employees 163
Watch It—ZAPPOS: Motivating Employees through Company Culture 164
Summary 164 Implications for Managers 165 Try It—Simulation: Extrinsic & Intrinsic Motivation 165 Personal Inventory Assessments: Diagnosing the Need for Team Building 165
Contents 13
A01_ROBB1410_14_GE_FM.indd 13 26/05/17 2:48 PM
14 Contents
PART 3 Groups in Organizations 166
Chapter 9 COMMUNICATION 166 Chapter Warm-up 166
Communication 167
Functions of Communication 167 The Communication Process 168
Direction of Communication 168
Downward Communication 169 Upward Communication 169 Lateral Communication 169 Formal Small-Group Networks 170 The Grapevine 170
Modes of Communication 171
Oral Communication 171 Written Communication 172 Nonverbal Communication 172
Choice of Communication Channel 172
Channel Richness 172 Choosing Communication Methods 173 Information Security 174
Persuasive Communication 174 Automatic and Controlled Processing 174 Tailoring the Message 175
Barriers to Effective Communication 176
Filtering 176 Selective Perception 176 Information Overload 176 Emotions 177 Language 177 Silence 177 Communication Apprehension 177 Lying 178
Cultural Factors 178
Cultural Barriers 178 Cultural Context 179 A Cultural Guide 179
Watch It—Communication (TWZ Role Play) 180
A01_ROBB1410_14_GE_FM.indd 14 26/05/17 2:48 PM
Summary 180 Implications for Managers 181 Try It—Simulation: Communication 181 Personal Inventory Assessments: Communication Styles 181
Chapter 10 BASICS OF GROUP BEHAVIOR 182 Chapter Warm-up 182
Groups and Group Identity 183
Social Identity 183 Ingroups and Outgroups 183
Stages of Group Development 184
Watch It—Witness.org: Managing Groups & Teams 184
Group Property 1: Roles 185
Role Perception 186 Role Expectations 186 Role Conflict 186
Group Property 2: Norms 186
Norms and Emotions 187 Norms and Conformity 187 Norms and Behavior 188 Positive Norms and Group Outcomes 188 Negative Norms and Group Outcomes 189 Norms and Culture 190
Group Property 3: Status, and Group Property 4: Size 190 Group Property 3: Status 190 Group Property 4: Size 192
Group Property 5: Cohesiveness, and Group Property 6: Diversity 192
Group Property 5: Cohesiveness 193 Group Property 6: Diversity 193
Group Decision Making 195
Groups versus the Individual 195 Groupthink 196 Groupshift or Group Polarization 197 Group Decision-Making Techniques 197
Summary 198 Implications for Managers 199 Try It—Simulation: Group Behavior 199 Personal Inventory Assessments: Communicating Supportively 199
Contents 15
A01_ROBB1410_14_GE_FM.indd 15 26/05/17 2:48 PM
16 Contents
Chapter 11 FROM GROUPS TO TEAMS 200 Chapter Warm-up 200
Why Have Teams Become so Popular? 200
Differences between Groups and Teams 201
Types of Teams 202
Problem-Solving Teams 202 Self-Managed Work Teams 202 Cross-Functional Teams 203 Virtual Teams 204 Multiteam Systems 204
Watch It—Teams (TWZ Role Play) 205
Creating Effective Teams 205
Team Context: What Factors Determine Whether Teams Are Successful? 206 Team Composition 207 Team Processes 210
Turning Individuals into Team Players 212
Selecting: Hiring Team Players 213 Training: Creating Team Players 213 Rewarding: Providing Incentives to Be a Good Team Player 213
Beware! Teams Aren’t Always the Answer 214 Summary 214 Implications for Managers 214 Try It—Simulation: Teams 215 Personal Inventory Assessments: Team Development Behaviors 215
Chapter 12 CHARACTERISTICS OF LEADERS 216 Chapter Warm-up 216
Watch It—Leadership (TWZ Role Play) 216
Trait Theories of Leadership 217
Personality Traits and Leadership 217 Emotional Intelligence (EI) and Leadership 218
Behavioral Theories 218
Initiating Structure 218 Consideration 219 Cultural Differences 219
Contingency Theories 219
The Fiedler Model 219
A01_ROBB1410_14_GE_FM.indd 16 26/05/17 2:48 PM
Situational Leadership Theory 221 Path–Goal Theory 221 Leader–Participation Model 222
Contemporary Theories of Leadership 222
Leader–Member Exchange (LMX) Theory 222 Charismatic Leadership 224 Transactional and Transformational Leadership 226
Responsible Leadership 229
Authentic Leadership 229 Ethical Leadership 230 Servant Leadership 230
Positive Leadership 231
Trust 231 Mentoring 233
Challenges to Our Understanding of Leadership 233
Leadership as an Attribution 233 Substitutes for and Neutralizers of Leadership 234 Online Leadership 235
Summary 235 Implications for Managers 235 Try It—Simulation: Leadership 236 Personal Inventory Assessments: Ethical Leadership Assessment 236
Chapter 13 POWER AND POLITICS IN ORGANIZATIONS 237 Chapter Warm-up 237
Watch It—Power and Political Behavior 237
Power and Leadership 238
Bases of Power 238
Formal Power 238 Personal Power 239 Which Bases of Power Are Most Effective? 240
Dependence: The Key to Power 240
The General Dependence Postulate 240 What Creates Dependence? 240 Social Network Analysis: A Tool for Assessing Resources 241
Power Tactics 242
Using Power Tactics 242
Contents 17
A01_ROBB1410_14_GE_FM.indd 17 26/05/17 2:48 PM
18 Contents
Cultural Preferences for Power Tactics 243 Applying Power Tactics 244
How Power Affects People 244
Power Variables 244 Sexual Harassment: Unequal Power in the Workplace 245
Politics: Power in Action 246
Definition of Organizational Politics 246 The Reality of Politics 246
Causes and Consequences of Political Behavior 247
Factors Contributing to Political Behavior 247 How Do People Respond to Organizational Politics? 249 Impression Management 250 The Ethics of Behaving Politically 252 Mapping Your Political Career 253
Summary 254 Implications for Managers 255 Try It—Simulation: Power & Politics 255 Personal Inventory Assessments: Gaining Power and Influence 255
Chapter 14 CONFLICT IN ORGANIZATIONS 256 Chapter Warm-up 256
A Definition of Conflict 256
Types of Conflict 258 Loci of Conflict 259
The Conflict Process 259
Stage I: Potential Opposition or Incompatibility 260 Stage II: Cognition and Personalization 261 Stage III: Intentions 261 Stage IV: Behavior 262 Stage V: Outcomes 263
Watch It—Gordon Law Group: Conflict and Negotiation 265
Negotiation 265
Bargaining Strategies 265 The Negotiation Process 267
Individual Differences in Negotiation Effectiveness 269
Negotiating in a Social Context 271
Reputation 271 Relationships 272
A01_ROBB1410_14_GE_FM.indd 18 26/05/17 2:48 PM
Third-Party Negotiations 272 Summary 273 Implications for Managers 273 Personal Inventory Assessments: Strategies for Handling Conflict 274
PART 4 Organizational Systems 275
Chapter 15 ORGANIZATION STRUCTURE AND DESIGN 275 Chapter Warm-up 275 What Is Organizational Structure? 276
Work Specialization 276 Departmentalization 277 Chain of Command 278 Span of Control 279 Centralization and Decentralization 280 Formalization 281 Boundary Spanning 281
Common Organizational Frameworks and Structures 282
The Simple Structure 282 The Bureaucracy 283 The Matrix Structure 284
Alternate Design Options 285
The Virtual Structure 285 The Team Structure 286 The Circular Structure 287
The Leaner Organization: Downsizing 287 Why Do Structures Differ? 288
Organizational Strategies 288 Organization Size 290 Technology 290 Environment 290 Institutions 291
Organizational Designs and Employee Behavior 292 Work Specialization 292 Span of Control 292 Centralization 293 Predictability versus Autonomy 293 National Culture 293
Watch It—ZipCar: Organizational Structure 293 Summary 293 Implications for Managers 294
Contents 19
A01_ROBB1410_14_GE_FM.indd 19 26/05/17 2:48 PM
20 Contents
Try It—Simulation: Organizational Structure 294 Personal Inventory Assessments: Organizational Structure Assessment 294
Chapter 16 CREATING AND MAINTAINING ORGANIZATIONAL CULTURE 295 Chapter Warm-up 295
Watch It—Organizational Culture (TWZ Role Play) 295
What Is Organizational Culture? 296
A Definition of Organizational Culture 296 Do Organizations Have Uniform Cultures? 296 Strong versus Weak Cultures 297 Culture versus Formalization 298
What Do Cultures Do? 298
The Functions of Culture 298 Culture Creates Climate 299 The Ethical Dimension of Culture 299 Culture and Sustainability 300 Culture and Innovation 301 Culture as an Asset 301 Culture as a Liability 302
Creating and Sustaining Culture 303
How a Culture Begins 303 Keeping a Culture Alive 304 Summary: How Organizational Cultures Form 306
How Employees Learn Culture 306
Stories 307 Rituals 307 Symbols 307 Language 308
Influencing an Organizational Culture 308
An Ethical Culture 308 A Positive Culture 309 A Spiritual Culture 310
The Global Context 312 Summary 313 Implications for Managers 313 Try It—Simulation: Organizational Culture 313 Personal Inventory Assessments: Organizational Structure Assessment 314
A01_ROBB1410_14_GE_FM.indd 20 26/05/17 2:48 PM
Chapter 17 ORGANIZATIONAL CHANGE 315 Chapter Warm-up 315
Change 315
Forces for Change 316 Reactionary versus Planned Change 316
Resistance to Change 317
Overcoming Resistance to Change 317 The Politics of Change 319
Approaches to Managing Organizational Change 320
Lewin’s Three-Step Model 320 Kotter’s Eight-Step Plan 320 Action Research 321 Organizational Development 321
Creating a Culture for Change 323
Managing Paradox 323 Stimulating a Culture of Innovation 324 Creating a Learning Organization 325 Organizational Change and Stress 326
Watch It—East Haven Fire Department: Managing Stress 326
Stress at Work 326
What Is Stress? 327 Potential Sources of Stress at Work 328 Individual Differences in Stress 330 Cultural Differences 331
Consequences of Stress at Work 331
Managing Stress 332
Individual Approaches 332 Organizational Approaches 333
Summary 334 Implications for Managers 335 Try It—Simulation: Change 335 Personal Inventory Assessments: Tolerance of Ambiguity Scale 335
Epilogue 336 Endnotes 337 Glossary 384 Index 393
Contents 21
A01_ROBB1410_14_GE_FM.indd 21 26/05/17 2:48 PM
PREFACE
This book was created as an alternative to the 600- or 700-page comprehensive text in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB in a style that readers will find both informa- tive and interesting. We’re pl
Our website has a team of professional writers who can help you write any of your homework. They will write your papers from scratch. We also have a team of editors just to make sure all papers are of HIGH QUALITY & PLAGIARISM FREE. To make an Order you only need to click Ask A Question and we will direct you to our Order Page at WriteDemy. Then fill Our Order Form with all your assignment instructions. Select your deadline and pay for your paper. You will get it few hours before your set deadline.
Fill in all the assignment paper details that are required in the order form with the standard information being the page count, deadline, academic level and type of paper. It is advisable to have this information at hand so that you can quickly fill in the necessary information needed in the form for the essay writer to be immediately assigned to your writing project. Make payment for the custom essay order to enable us to assign a suitable writer to your order. Payments are made through Paypal on a secured billing page. Finally, sit back and relax.
About Wridemy
We are a professional paper writing website. If you have searched a question and bumped into our website just know you are in the right place to get help in your coursework. We offer HIGH QUALITY & PLAGIARISM FREE Papers.
How It Works
To make an Order you only need to click on “Order Now” and we will direct you to our Order Page. Fill Our Order Form with all your assignment instructions. Select your deadline and pay for your paper. You will get it few hours before your set deadline.
Are there Discounts?
All new clients are eligible for 20% off in their first Order. Our payment method is safe and secure.