Organizational Behavior

Häftad, Engelska, 2021

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Beskrivning

People, processes, and technology. These are the three major drivers of business achievement. The best leaders inherently understand that great companies start with great people. This is as true now as it was during the beginning of the industrial revolution, and understanding and staying current on the latest organizational behavior research and best practices paves the way for managerial success.In this updated edition of Organizational Behavior, theory, new research and real-world case studies are combined in an engaging manner to blend together the critical concepts and skills needed to successfully manage others and build a strong organization across all levels of a company. Featuring an in-depth view of the process and practice of managing individuals, teams, and entire organizations, the text provides a solid foundation for students and future managers.

Produktinformation

Utgivningsdatum:2021-03-02
Mått:203 x 252 x 25 mm
Vikt:998 g
Format:Häftad
Språk:Engelska
Antal sidor:576
Upplaga:5
Förlag:John Wiley & Sons Inc
ISBN:9781119391739

Utforska kategorier

Företagsekonomi inom Ekonomi och Ledarskap

Innehållsförteckning

About the authors iiiPreface viiAcknowledgments xvOpening Case Study: “The Right Thing to Do Is Start with the Crew” The Case of Trader Joe’s xxvPart 1 The Strategic Lens 1 A Strategic Approach to Organizational Behavior 1Exploring Behavior in Action: Strategic Use of Human Capital: A Key Element of Success at P&G and The Container Store 1The Strategic Importance of: Organizational Behavior 3Basic Elements of Organizational Behavior 3Importance of Using a Strategic Lens 4Experiencing Organizational Behavior: Nick Johnson, Susan Williams, and Other Not-Ready-for- Primetime Managers 6Foundations of a Strategic Approach to Organizational Behavior 7Definition of an Organization 7The Role of Human Capital in Creating Competitive Advantage 8The Nature of Human Capital 8The Concept of Competitive Advantage 9Human Capital as a Source of Competitive Advantage 9Overall Potential for Competitive Advantage 11Managerial Advice: Leveraging Human Capital with Twitter, Workplace, and Other Social Networking Tools 12Positive Organizational Behavior 13High-Involvement Management 14Key Characteristics of High-Involvement Management 14Evidence for the Effectiveness of High-Involvement Management 17Demands on Managers 17Experiencing Organizational Behavior: Pixar: An Organization of Happy, Innovative People 19Organization of the Book 20What This Chapter Adds to Your Knowledge Portfolio 21Back to the Knowledge Objectives 22Key Terms 22Human Resource Management Applications 22Building Your Human Capital: Career Style Inventory 23An Organizational Behavior Moment: All in a Day’s Work 26Team Exercise: McDonald’s: A High-Involvement Organization? 27Endnotes 282 Organizational Diversity 33Exploring Behavior in Action: Diversity in Silicon Valley: An Example from Twitter 33The Strategic Importance of: Organizational Diversity 34Diversity Defined 36Forces of Change 38Changing Population Demographics 38Increase in the Service Economy 40The Global Economy 40Requirements for Teamwork 40Diversity Management and High-Involvement Organizations 41Individual Outcomes 41Group Outcomes 42Organizational Outcomes 42Societal and Moral Outcomes 43Experiencing Organizational Behavior: Diversity at the Top 45Roadblocks to Diversity 46Prejudice and Discrimination 46Stereotyping 47Differences in Social Identity 50Experiencing Organizational Behavior: Women, Work, and Stereotypes 52Power Differentials 53Poor Structural Integration 53Communication Problems 55Effectively Creating and Managing Diversity 55Managerial Advice: Promoting a Positive Diversity Environment 57The Strategic Lens 58What This Chapter Adds to Your Knowledge Portfolio 59Back to the Knowledge Objectives 59Thinking about Ethics 60Key Terms 60Human Resource Management Applications 60Building Your Human Capital: What’s Your DQ (Diversity Quotient)? 61An Organizational Behavior Moment: Project ‘Blow Up’ 62Team Exercise: What Is It Like to Be Different? 63Endnotes 643 Organizational Behavior in a Global Context 69Exploring Behavior in Action: McDonald’s Thinks Globally and Acts Locally 69The Strategic Importance of: Organizational Behavior in a Global Context 71Globalization and Institutions 71Globalization 71Managerial Advice: Multinational Corporations Achieving Globalization 73Institutions 74The Globalization Experience for Associates and Managers 75Internationally Focused Jobs 76Foreign Job Assignments 78Experiencing Organizational Behavior: I Am a Triangle: The Difficulties of Repatriation Story 80Foreign Nationals as Colleagues 82Opportunities for International Participation 83Multidomestic Firms 84Global Firms 84High-Involvement Management in the International Dimensions of National Culture 86Experiencing Organizational Behavior: Managing Diverse Cultures 88National Culture and High-Involvement Management 89Information Sharing 89Decision Power and Individual Autonomy 90Decision Power and Self-Managing Teams 90Ethics in the International Context 91The Strategic Lens 94What This Chapter Adds to Your Knowledge Portfolio 94Back to the Knowledge Objectives 95Thinking about Ethics 96Key Terms 96Human Resource Management Applications 96Building Your Human Capital: Assessment of Openness for International Work 96An Organizational Behavior Moment: Managing in a Foreign Land 98Team Exercise: International Etiquette 98Endnotes 99Part 2 Individual Processes4 Learning and Perception 105Exploring Behavior in Action: The Strategic Importance of Learning and Perception 105Fundamental Learning Principles 107Operant Conditioning and Social Cognitive Theory 108Contingencies of Reinforcement 108Managerial Advice: Punishment: Creating a Climate of Fear 110Schedules of Reinforcement 111Social Learning and Cognition 113Other Conditions for Learning 114Training and Enhancing the Performance of Associates 115OB Mod 116Simulations 116Learning from Failure 118Experiencing Organizational Behavior: Why Training Doesn’t Always Work! 120Perception 121Perceptions of People 122Self-Perception 126Attributions of Causality 126Experiencing Organizational Behavior: Great Bear Wilderness Crash 126Internal–External Attribution 127Attributions of Success and Failure 128Task Perception 129The Strategic Lens 129What This Chapter Adds to Your Knowledge Portfolio 130Back to the Knowledge Objectives 131Thinking about Ethics 131Key Terms 131Human Resource Management Applications 131Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations 132An Organizational Behavior Moment: It’s Just a Matter of Timing 132Team Exercise: Best Bet for Training 133Endnotes 1345 Personality, Intelligence, Attitudes, and Emotions 138Exploring Behavior in Action: Personality Testing in the Hiring Process: I Know She’s Smart and Accomplished But Does She Have “Personality”? 138The Strategic Importance of: Personality, Intelligence, Attitudes, and Emotions 140Fundamentals of Personality 140Determinants of Personality Development 141The Big Five Personality Traits 142The Big Five and High-Involvement Management 145The Dark Triad 145Experiencing Organizational Behavior: Narcissism in the CEO Suite and Oval Office 147General Cognitive and Motivational Aspects of Personality 148Some Cautionary and Concluding Remarks 151Intelligence 151Experiencing Organizational Behavior: Intelligence and Intelligence Testing in the National Football League 153Attitudes 153Attitude Formation 155Two Important Attitudes in the Workplace 157Managerial Advice: Job Satisfaction Remains Too Low! 158Attitude Change 161Emotions 163Direct Effects of Emotions on Behavior 164Emotional Labor 164Emotional Intelligence 165The Strategic Lens 167What This Chapter Adds to Your Knowledge Portfolio 167Back to the Knowledge Objectives 168Thinking about Ethics 169Key Terms 169Human Resource Management Applications 169Building Your Human Capital: Big Five Personality Assessment 169An Organizational Behavior Moment: Whatever Is Necessary! 171Team Exercise: Experiencing Emotional Labor 171Endnotes 1726 Work Motivation 179Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates 179The Strategic Importance of: Work Motivation 181What Is Motivation? 181Content Theories of Motivation 182Hierarchy of Needs Theory 182Theory of Achievement, Affiliation, and Power 184Two-Factor Theory 186Managerial Advice: Managers over the Edge 187Conclusions Regarding Content Theories 188Process Theories of Motivation 189Expectancy Theory 189Equity Theory 191Goal-Setting Theory 193Experiencing Organizational Behavior: Making Visible Changes 196Conclusions Regarding Process Theories 197Motivating Associates: An Integration of Motivation Theories 198Find Meaningful Individual Rewards 198Tie Rewards to Performance 199Experiencing Organizational Behavior: Tying Rewards to Performance at Microsoft 201Redesign Jobs 202Provide Feedback 203Clarify Expectations and Goals 204Putting Employee Motivation into Practice through Employee Engagement 204What Organizations Are Doing to Promote Employee Engagement 205The Strategic Lens 207What This Chapter Adds to Your Knowledge Portfolio 208Back to the Knowledge Objectives 209Thinking about Ethics 209Key Terms 209Human Resource Management Applications 210Building Your Human Capital: Assessing Your Needs 210An Organizational Behavior Moment: The Motivation of a Rhodes scholar 211Team Exercise: Workplace Needs and Gender 212Endnotes 2127 Stress and Well-Being 218Exploring Behavior in Action: Stress Can Be Deadly 218The Strategic Importance of: Workplace Stress 219Workplace Stress Defined 220Two Models of Workplace Stress 222Demand–Control Model 222Effort–Reward Imbalance Model 224Organizational and Work-Related Stressors 225Role Conflict 225Managerial Advice: Restoring and Maintaining Work–Life Balance 226Role Ambiguity 227Work Overload 227Occupation 228Resource Inadequacy 228Working Conditions 228Management Style 228Monitoring 229Job Insecurity 229Bullying and Incivility in the Workplace 229Experiencing Organizational Behavior: Incivility on the Job: The Cost of Being Nasty 230Individual Influences on Experiencing Stress 231Type A versus Type B Personality 231Self-Esteem 232Hardiness 232Gender 232Individual and Organizational Consequences of Stress 233Individual Consequences 233Organizational Consequences 235Managing Workplace Stress 235Individual Stress Management 236Organizational Stress Management 237Experiencing Organizational Behavior: Incentives for Participating in Wellness Programs 238The Strategic Lens 239What This Chapter Adds to Your Knowledge Portfolio 240Back to the Knowledge Objectives 240Thinking about Ethics 241Key Terms 241Human Resource Management Applications 241Building Your Human Capital: How Well Do You Handle Stress? 241An Organizational Behavior Moment: Friend or Associate? 242Team Exercise: Dealing with Stress 243Endnotes 243Part 3 Groups, Teams, and Social Processes8 Leadership 250Exploring Behavior in Action: Maria Yee and the Green Furniture Revolution 250The Strategic Importance of: Leadership 252The Nature of Leadership 252Trait Theory of Leadership 253Experiencing Organizational Behavior: The Merchant Prince 255Behavioral Theories of Leadership 257University of Michigan Studies 257The Ohio State University Studies 258Contingency Theories of Leadership 259Fiedler’s Contingency Theory of Leadership Effectiveness 259The Path–Goal Leadership Theory 262Conclusions Regarding Contingency Theories 263Transactional and Transformational Leadership 264Managerial Advice: Ursula Burns, Chairwoman and CEO of Xerox 265Experiencing Organizational Behavior: Effective Leadership. Authentic Leadership! 269Additional Topics of Current Relevance 270Leader–Member Exchange 270Servant Leadership 271Gender and Leadership 271Global Differences in Leadership 273The Strategic Lens 275What This Chapter Adds to Your Knowledge Portfolio 275Back to the Knowledge Objectives 276Thinking about Ethics 277Key Terms 277Human Resource Management Applications 277Building Your Human Capital: Are You a Transformational Leader? 277An Organizational Behavior Moment: The Two Presidents 279Team Exercise: Coping with People Problems 280Endnotes 2819 Communication 286Exploring Behavior in Action: Misunderstandings and Dangerous Runway Incidents 286The Strategic Importance of: Communication 288The Communication Process 288Interpersonal Communication 290Formal versus Informal Communication 290Communication Styles 291Communication Media 292Communication Technology 293Nonverbal Communication 294Managerial Advice: Surfing for Applicants 295Organizational Communication 297Communication Networks 297Direction of Organizational Communication 299Experiencing Organizational Behavior: Communication at J. Crew: Mickey Drexler 300Barriers to Effective Communication 302Individual Barriers 302Experiencing Organizational Behavior: Adverse Events in the Hospital Operating Room 304Organizational Barriers 305Overcoming Communication Barriers 309Encourage Proactive Individual Actions 309Conduct Communication Audits 310Improve Communication Climates 311The Strategic Lens 311What This Chapter Adds to Your Knowledge Portfolio 312Back to the Knowledge Objectives 312Thinking about Ethics 313Key Terms 313Human Resource Management Applications 313Building Your Human Capital: Presentation Dos and Don’ts 314An Organizational Behavior Moment:Going North 315Team Exercise: Communication Barriers 316Endnotes 31610 Decision Making by Individuals and Groups 321Exploring Behavior in Action: Decision Outcomes: Billy Beane and the Oakland Athletics Baseball Club 321The Strategic Importance of: Decision Making 322Fundamentals of Decision Making 323Basic Steps in Decision Making 323Optimal versus Satisfactory Decisions 325Individual Decision Making 326Experiencing Organizational Behavior: Complex Decisions at Unilever: Large, Diverse and Socially Responsible 326Decision-Making Styles 327Managerial Advice: Nurturing Alternative Decision Styles 330Degree of Acceptable Risk 331Cognitive Biases 332Moods and Emotions 333Group Decision Making 335Group Decision-Making Pitfalls 335Group Decision-Making Techniques 338Who Should Decide? Individual versus Group Decision Making 341Associate Involvement in Managerial Decisions 341Experiencing Organizational Behavior: The Vroom– Yetton Model and Military Decisions during the U.S. Civil War 343Value of Individual versus Group Decision Making 344The Strategic Lens 347What This Chapter Adds to Your Knowledge Portfolio 347Back to the Knowledge Objectives 348Thinking about Ethics 349Key Terms 349Human Resource Management Applications 349Building Your Human Capital: Decision Style Assessment 349An Organizational Behavior Moment: Decision Making at a Nuclear Power Facility 350Team Exercise: Group Decision Making in Practice 352Endnotes 35211 Groups and Teams 358Exploring Behavior in Action: Teamwork at Starbucks 358The Strategic Importance of: Groups and Teams 359The Nature of Groups and Teams 360Groups and Teams Defined 360Informal and Formal Groups 361Identity Groups 361Virtual Teams 362Functional Teams 363Self-Managing Teams 363Team Effectiveness 364Knowledge Criteria 364Experiencing Organizational Behavior: Teams at McKinsey & Company 365Affective Criteria 366Outcome—Acceptability of Team Outputs 366Outcome—Team Viability for the Future 366Is the Team Needed? 366Factors Affecting Team Effectiveness 367Team Composition 367Team Structure 369Team Processes 372Experiencing Organizational Behavior: Backup at Cirque Du Soleil 373Team Development 377Managing for Effective Teams 378Top Management Support 378Support Systems 379Managerial Advice: The Pros and Cons of Experiential Teambuilding 381The Strategic Lens 382What This Chapter Adds to Your Knowledge Portfolio 383Back to the Knowledge Objectives 383Thinking about Ethics 384Key Terms 384Human Resource Management Applications 384Building Your Human Capital: Do You Have a Team? 384An Organizational Behavior Moment: The New Quota 385Team Exercise: Virtual Versus Real Teams 386Endnotes 38612 Conflict, Negotiation, Power, and Politics 392Exploring Behavior in Action: The Green Revolution 392The Strategic Importance of: Conflict, Negotiation, Power, and Politics 394The Nature of Conflict 394Dysfunctional and Functional Conflict 395Types of Conflict 396Causes of Dysfunctional Conflict within Organizations 397Structural Factors 397Experiencing Organizational Behavior: Avoiding Dysfunctional Conflict at Chemonics and theVancouver Aquarium 399Communication 400Leadership 400Cognitive Factors 401Individual Characteristics 401History 403Conflict Escalation and Outcomes 403Conflict Escalation 403Conflict Outcomes 404Experiencing Organizational Behavior: Workplace Aggression 405Responses to Conflict 406Negotiation 407Negotiation Strategies 408The Formal Negotiation Process 408Managerial Advice: A Costly Conflict Resolution: The Importance of Negotiation 410Power 412Bases of Individual Power 412An Example of Power 413Strategic Contingencies Model of Power 415Organizational Politics 416The Strategic Lens 418What This Chapter Adds to Your Knowledge Portfolio 418Back to the Knowledge Objectives 419Thinking about Ethics 419Key Terms 419Human Resource Management Applications 420Building Your Human Capital: Are You Ready to Manage with Power? 420An Organizational Behavior Moment: The Making of The Brooklyn Bluebirds 420Team Exercise: Managing Conflict 421Endnotes 422Part 4 The Organizational Context13 Organizational Structure and Culture 427Exploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx 427The Strategic Importance of: Organizational Structure and Culture 429Fundamental Elements of Organizational Structure 430Structural Characteristics 430Structuring Characteristics 433The Modern Organization 433Factors Affecting Organizational Structure 434The Role of Strategy 435Experiencing Organizational Behavior: The IDEO Way: Adapting through Innovative Design 437The Role of Environment 438The Role of Technology 441The Role of Organizational Size 443Summary Comments on Structure 444Experiencing Organizational Behavior: GoogleCulture and High-Quality Associates Produce Innovation 444Organizational Culture 445Competing Values Model of Culture 447Cultural Socialization 448Cultural Audits 450Subcultures 450Managerial Advice: A Costly Culture 451Person–Organization Fit 452The Strategic Lens 454What This Chapter Adds to Your Knowledge Portfolio 455Back to the Knowledge Objectives 456Thinking about Ethics 456Key Terms 457Human Resource Management Applications 457Building Your Human Capital: An Assessment of Creativity 457An Organizational Behavior Moment: How Effective Is Hillwood Medical Center? 459Team Exercise: Words-in-Sentences Company 460Endnotes 46114 Organizational Change and Development 467Exploring Behavior in Action: Onward and Upward at Starbucks 467The Strategic Importance of: Organizational Change and Development 468Pressures for Organizational Change 469Internal Pressures for Change 470External Pressures for Change 472Managerial Advice: Social Pressures for “Green” Policies and Practices: The War against Carbon Emissions 475Planned Change 477Process of Planned Change 477Experiencing Organizational Behavior: The Rapid Growth and Development of Chobani 479Managerial Change Capabilities 480Important Tactical Choices 481Experiencing Organizational Behavior: Making Changes When Things Are Going Well: Instagram Versus Snapchat 484Organization Development 485The Basic OD Model 486Organization Development Interventions 487Organizational Learning 491Organization Development across Cultures 491The Strategic Lens 491What This Chapter Adds to Your KnowledgePortfolio 492Back to the Knowledge Objectives 493Thinking about Ethics 493Key Terms 494Human Resource Management Applications 494Building Your Human Capital: An Assessment of Low Tolerance for Change 494An Organizational Behavior Moment: Organization Development at KBTZ 495Team Exercise: Identifying Change Pressures and Their Effects 497Endnotes 497Concluding Case Study: Transforming The Texas Plant 503Part Ending Case Study I - Cooperating and Communicating across Cultures (online at www.wiley.com/college/hitt)Part Ending Case Study II - Brussels and Bradshaw (Online at www.wiley.com/college/hitt)Part Ending Case Study III - Bright and Dedicated: What More Do You Want? (online at www.wiley.com /college/hitt)Part Ending Case Study IV - Anna Frisch At Aesch AG: Initiating Lateral Change (online at www.wiley.com /college/hitt)Glossary 509Organization index 517Name index 519Subject index 533