{"product_id":"organizational-behavior-isbn-9781119391739","title":"Organizational Behavior","description":"\u003cp\u003ePeople, 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.\u003c\/p\u003e \u003cp\u003eIn this updated edition of \u003ci\u003e\u003cb\u003eOrganizational Behavior,\u003c\/b\u003e\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eAbout the authors iii\u003c\/p\u003e \u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003eOpening Case Study: “The Right Thing to Do Is Start with the Crew” The Case of Trader Joe’s xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1 The Strategic Lens \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 A Strategic Approach to Organizational Behavior 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Strategic Use of Human Capital: A Key Element of Success at P\u0026amp;G and The Container Store 1\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Organizational Behavior 3\u003c\/p\u003e \u003cp\u003eBasic Elements of Organizational Behavior 3\u003c\/p\u003e \u003cp\u003eImportance of Using a Strategic Lens 4\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Nick Johnson, Susan Williams, and Other Not-Ready-for- Primetime Managers 6\u003c\/p\u003e \u003cp\u003eFoundations of a Strategic Approach to Organizational Behavior 7\u003c\/p\u003e \u003cp\u003eDefinition of an Organization 7\u003c\/p\u003e \u003cp\u003eThe Role of Human Capital in Creating Competitive Advantage 8\u003c\/p\u003e \u003cp\u003eThe Nature of Human Capital 8\u003c\/p\u003e \u003cp\u003eThe Concept of Competitive Advantage 9\u003c\/p\u003e \u003cp\u003eHuman Capital as a Source of Competitive Advantage 9\u003c\/p\u003e \u003cp\u003eOverall Potential for Competitive Advantage 11\u003c\/p\u003e \u003cp\u003eManagerial Advice: Leveraging Human Capital with Twitter, Workplace, and Other Social Networking Tools 12\u003c\/p\u003e \u003cp\u003ePositive Organizational Behavior 13\u003c\/p\u003e \u003cp\u003eHigh-Involvement Management 14\u003c\/p\u003e \u003cp\u003eKey Characteristics of High-Involvement Management 14\u003c\/p\u003e \u003cp\u003eEvidence for the Effectiveness of High-Involvement Management 17\u003c\/p\u003e \u003cp\u003eDemands on Managers 17\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Pixar: An Organization of Happy, Innovative People 19\u003c\/p\u003e \u003cp\u003eOrganization of the Book 20\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 21\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 22\u003c\/p\u003e \u003cp\u003eKey Terms 22\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 22\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Career Style Inventory 23\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: All in a Day’s Work 26\u003c\/p\u003e \u003cp\u003eTeam Exercise: McDonald’s: A High-Involvement Organization? 27\u003c\/p\u003e \u003cp\u003eEndnotes 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Organizational Diversity 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Diversity in Silicon Valley: An Example from Twitter 33\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Organizational Diversity 34\u003c\/p\u003e \u003cp\u003eDiversity Defined 36\u003c\/p\u003e \u003cp\u003eForces of Change 38\u003c\/p\u003e \u003cp\u003eChanging Population Demographics 38\u003c\/p\u003e \u003cp\u003eIncrease in the Service Economy 40\u003c\/p\u003e \u003cp\u003eThe Global Economy 40\u003c\/p\u003e \u003cp\u003eRequirements for Teamwork 40\u003c\/p\u003e \u003cp\u003eDiversity Management and High-Involvement Organizations 41\u003c\/p\u003e \u003cp\u003eIndividual Outcomes 41\u003c\/p\u003e \u003cp\u003eGroup Outcomes 42\u003c\/p\u003e \u003cp\u003eOrganizational Outcomes 42\u003c\/p\u003e \u003cp\u003eSocietal and Moral Outcomes 43\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Diversity at the Top 45\u003c\/p\u003e \u003cp\u003eRoadblocks to Diversity 46\u003c\/p\u003e \u003cp\u003ePrejudice and Discrimination 46\u003c\/p\u003e \u003cp\u003eStereotyping 47\u003c\/p\u003e \u003cp\u003eDifferences in Social Identity 50\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Women, Work, and Stereotypes 52\u003c\/p\u003e \u003cp\u003ePower Differentials 53\u003c\/p\u003e \u003cp\u003ePoor Structural Integration 53\u003c\/p\u003e \u003cp\u003eCommunication Problems 55\u003c\/p\u003e \u003cp\u003eEffectively Creating and Managing Diversity 55\u003c\/p\u003e \u003cp\u003eManagerial Advice: Promoting a Positive Diversity Environment 57\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 58\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 59\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 59\u003c\/p\u003e \u003cp\u003eThinking about Ethics 60\u003c\/p\u003e \u003cp\u003eKey Terms 60\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 60\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: What’s Your DQ (Diversity Quotient)? 61\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Project ‘Blow Up’ 62\u003c\/p\u003e \u003cp\u003eTeam Exercise: What Is It Like to Be Different? 63\u003c\/p\u003e \u003cp\u003eEndnotes 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Organizational Behavior in a Global Context 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: McDonald’s Thinks Globally and Acts Locally 69\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Organizational Behavior in a Global Context 71\u003c\/p\u003e \u003cp\u003eGlobalization and Institutions 71\u003c\/p\u003e \u003cp\u003eGlobalization 71\u003c\/p\u003e \u003cp\u003eManagerial Advice: Multinational Corporations Achieving Globalization 73\u003c\/p\u003e \u003cp\u003eInstitutions 74\u003c\/p\u003e \u003cp\u003eThe Globalization Experience for Associates and Managers 75\u003c\/p\u003e \u003cp\u003eInternationally Focused Jobs 76\u003c\/p\u003e \u003cp\u003eForeign Job Assignments 78\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: I Am a Triangle: The Difficulties of Repatriation Story 80\u003c\/p\u003e \u003cp\u003eForeign Nationals as Colleagues 82\u003c\/p\u003e \u003cp\u003eOpportunities for International Participation 83\u003c\/p\u003e \u003cp\u003eMultidomestic Firms 84\u003c\/p\u003e \u003cp\u003eGlobal Firms 84\u003c\/p\u003e \u003cp\u003eHigh-Involvement Management in the International Dimensions of National Culture 86\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Managing Diverse Cultures 88\u003c\/p\u003e \u003cp\u003eNational Culture and High-Involvement Management 89\u003c\/p\u003e \u003cp\u003eInformation Sharing 89\u003c\/p\u003e \u003cp\u003eDecision Power and Individual Autonomy 90\u003c\/p\u003e \u003cp\u003eDecision Power and Self-Managing Teams 90\u003c\/p\u003e \u003cp\u003eEthics in the International Context 91\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 94\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 94\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 95\u003c\/p\u003e \u003cp\u003eThinking about Ethics 96\u003c\/p\u003e \u003cp\u003eKey Terms 96\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 96\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Assessment of Openness for International Work 96\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Managing in a Foreign Land 98\u003c\/p\u003e \u003cp\u003eTeam Exercise: International Etiquette 98\u003c\/p\u003e \u003cp\u003eEndnotes 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2 Individual Processes\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Learning and Perception 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: The Strategic Importance of Learning and Perception 105\u003c\/p\u003e \u003cp\u003eFundamental Learning Principles 107\u003c\/p\u003e \u003cp\u003eOperant Conditioning and Social Cognitive Theory 108\u003c\/p\u003e \u003cp\u003eContingencies of Reinforcement 108\u003c\/p\u003e \u003cp\u003eManagerial Advice: Punishment: Creating a Climate of Fear 110\u003c\/p\u003e \u003cp\u003eSchedules of Reinforcement 111\u003c\/p\u003e \u003cp\u003eSocial Learning and Cognition 113\u003c\/p\u003e \u003cp\u003eOther Conditions for Learning 114\u003c\/p\u003e \u003cp\u003eTraining and Enhancing the Performance of Associates 115\u003c\/p\u003e \u003cp\u003eOB Mod 116\u003c\/p\u003e \u003cp\u003eSimulations 116\u003c\/p\u003e \u003cp\u003eLearning from Failure 118\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Why Training Doesn’t Always Work! 120\u003c\/p\u003e \u003cp\u003ePerception 121\u003c\/p\u003e \u003cp\u003ePerceptions of People 122\u003c\/p\u003e \u003cp\u003eSelf-Perception 126\u003c\/p\u003e \u003cp\u003eAttributions of Causality 126\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Great Bear Wilderness Crash 126\u003c\/p\u003e \u003cp\u003eInternal–External Attribution 127\u003c\/p\u003e \u003cp\u003eAttributions of Success and Failure 128\u003c\/p\u003e \u003cp\u003eTask Perception 129\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 129\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 130\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 131\u003c\/p\u003e \u003cp\u003eThinking about Ethics 131\u003c\/p\u003e \u003cp\u003eKey Terms 131\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 131\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations 132\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: It’s Just a Matter of Timing 132\u003c\/p\u003e \u003cp\u003eTeam Exercise: Best Bet for Training 133\u003c\/p\u003e \u003cp\u003eEndnotes 134\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Personality, Intelligence, Attitudes, and Emotions 138\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Personality Testing in the Hiring Process: I Know She’s Smart and Accomplished But Does She Have “Personality”? 138\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Personality, Intelligence, Attitudes, and Emotions 140\u003c\/p\u003e \u003cp\u003eFundamentals of Personality 140\u003c\/p\u003e \u003cp\u003eDeterminants of Personality Development 141\u003c\/p\u003e \u003cp\u003eThe Big Five Personality Traits 142\u003c\/p\u003e \u003cp\u003eThe Big Five and High-Involvement Management 145\u003c\/p\u003e \u003cp\u003eThe Dark Triad 145\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Narcissism in the CEO Suite and Oval Office 147\u003c\/p\u003e \u003cp\u003eGeneral Cognitive and Motivational Aspects of Personality 148\u003c\/p\u003e \u003cp\u003eSome Cautionary and Concluding Remarks 151\u003c\/p\u003e \u003cp\u003eIntelligence 151\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Intelligence and Intelligence Testing in the National Football League 153\u003c\/p\u003e \u003cp\u003eAttitudes 153\u003c\/p\u003e \u003cp\u003eAttitude Formation 155\u003c\/p\u003e \u003cp\u003eTwo Important Attitudes in the Workplace 157\u003c\/p\u003e \u003cp\u003eManagerial Advice: Job Satisfaction Remains Too Low! 158\u003c\/p\u003e \u003cp\u003eAttitude Change 161\u003c\/p\u003e \u003cp\u003eEmotions 163\u003c\/p\u003e \u003cp\u003eDirect Effects of Emotions on Behavior 164\u003c\/p\u003e \u003cp\u003eEmotional Labor 164\u003c\/p\u003e \u003cp\u003eEmotional Intelligence 165\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 167\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 167\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 168\u003c\/p\u003e \u003cp\u003eThinking about Ethics 169\u003c\/p\u003e \u003cp\u003eKey Terms 169\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 169\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Big Five Personality Assessment 169\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Whatever Is Necessary! 171\u003c\/p\u003e \u003cp\u003eTeam Exercise: Experiencing Emotional Labor 171\u003c\/p\u003e \u003cp\u003eEndnotes 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Work Motivation 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Work Motivation at W.L. Gore \u0026amp; Associates 179\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Work Motivation 181\u003c\/p\u003e \u003cp\u003eWhat Is Motivation? 181\u003c\/p\u003e \u003cp\u003eContent Theories of Motivation 182\u003c\/p\u003e \u003cp\u003eHierarchy of Needs Theory 182\u003c\/p\u003e \u003cp\u003eTheory of Achievement, Affiliation, and Power 184\u003c\/p\u003e \u003cp\u003eTwo-Factor Theory 186\u003c\/p\u003e \u003cp\u003eManagerial Advice: Managers over the Edge 187\u003c\/p\u003e \u003cp\u003eConclusions Regarding Content Theories 188\u003c\/p\u003e \u003cp\u003eProcess Theories of Motivation 189\u003c\/p\u003e \u003cp\u003eExpectancy Theory 189\u003c\/p\u003e \u003cp\u003eEquity Theory 191\u003c\/p\u003e \u003cp\u003eGoal-Setting Theory 193\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Making Visible Changes 196\u003c\/p\u003e \u003cp\u003eConclusions Regarding Process Theories 197\u003c\/p\u003e \u003cp\u003eMotivating Associates: An Integration of Motivation Theories 198\u003c\/p\u003e \u003cp\u003eFind Meaningful Individual Rewards 198\u003c\/p\u003e \u003cp\u003eTie Rewards to Performance 199\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Tying Rewards to Performance at Microsoft 201\u003c\/p\u003e \u003cp\u003eRedesign Jobs 202\u003c\/p\u003e \u003cp\u003eProvide Feedback 203\u003c\/p\u003e \u003cp\u003eClarify Expectations and Goals 204\u003c\/p\u003e \u003cp\u003ePutting Employee Motivation into Practice through Employee Engagement 204\u003c\/p\u003e \u003cp\u003eWhat Organizations Are Doing to Promote Employee Engagement 205\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 207\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 208\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 209\u003c\/p\u003e \u003cp\u003eThinking about Ethics 209\u003c\/p\u003e \u003cp\u003eKey Terms 209\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 210\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Assessing Your Needs 210\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: The Motivation of a Rhodes scholar 211\u003c\/p\u003e \u003cp\u003eTeam Exercise: Workplace Needs and Gender 212\u003c\/p\u003e \u003cp\u003eEndnotes 212\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Stress and Well-Being 218\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Stress Can Be Deadly 218\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Workplace Stress 219\u003c\/p\u003e \u003cp\u003eWorkplace Stress Defined 220\u003c\/p\u003e \u003cp\u003eTwo Models of Workplace Stress 222\u003c\/p\u003e \u003cp\u003eDemand–Control Model 222\u003c\/p\u003e \u003cp\u003eEffort–Reward Imbalance Model 224\u003c\/p\u003e \u003cp\u003eOrganizational and Work-Related Stressors 225\u003c\/p\u003e \u003cp\u003eRole Conflict 225\u003c\/p\u003e \u003cp\u003eManagerial Advice: Restoring and Maintaining Work–Life Balance 226\u003c\/p\u003e \u003cp\u003eRole Ambiguity 227\u003c\/p\u003e \u003cp\u003eWork Overload 227\u003c\/p\u003e \u003cp\u003eOccupation 228\u003c\/p\u003e \u003cp\u003eResource Inadequacy 228\u003c\/p\u003e \u003cp\u003eWorking Conditions 228\u003c\/p\u003e \u003cp\u003eManagement Style 228\u003c\/p\u003e \u003cp\u003eMonitoring 229\u003c\/p\u003e \u003cp\u003eJob Insecurity 229\u003c\/p\u003e \u003cp\u003eBullying and Incivility in the Workplace 229\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Incivility on the Job: The Cost of Being Nasty 230\u003c\/p\u003e \u003cp\u003eIndividual Influences on Experiencing Stress 231\u003c\/p\u003e \u003cp\u003eType A versus Type B Personality 231\u003c\/p\u003e \u003cp\u003eSelf-Esteem 232\u003c\/p\u003e \u003cp\u003eHardiness 232\u003c\/p\u003e \u003cp\u003eGender 232\u003c\/p\u003e \u003cp\u003eIndividual and Organizational Consequences of Stress 233\u003c\/p\u003e \u003cp\u003eIndividual Consequences 233\u003c\/p\u003e \u003cp\u003eOrganizational Consequences 235\u003c\/p\u003e \u003cp\u003eManaging Workplace Stress 235\u003c\/p\u003e \u003cp\u003eIndividual Stress Management 236\u003c\/p\u003e \u003cp\u003eOrganizational Stress Management 237\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Incentives for Participating in Wellness Programs 238\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 239\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 240\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 240\u003c\/p\u003e \u003cp\u003eThinking about Ethics 241\u003c\/p\u003e \u003cp\u003eKey Terms 241\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 241\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: How Well Do You Handle Stress? 241\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Friend or Associate? 242\u003c\/p\u003e \u003cp\u003eTeam Exercise: Dealing with Stress 243\u003c\/p\u003e \u003cp\u003eEndnotes 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3 Groups, Teams, and Social Processes\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Leadership 250\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Maria Yee and the Green Furniture Revolution 250\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Leadership 252\u003c\/p\u003e \u003cp\u003eThe Nature of Leadership 252\u003c\/p\u003e \u003cp\u003eTrait Theory of Leadership 253\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: The Merchant Prince 255\u003c\/p\u003e \u003cp\u003eBehavioral Theories of Leadership 257\u003c\/p\u003e \u003cp\u003eUniversity of Michigan Studies 257\u003c\/p\u003e \u003cp\u003eThe Ohio State University Studies 258\u003c\/p\u003e \u003cp\u003eContingency Theories of Leadership 259\u003c\/p\u003e \u003cp\u003eFiedler’s Contingency Theory of Leadership Effectiveness 259\u003c\/p\u003e \u003cp\u003eThe Path–Goal Leadership Theory 262\u003c\/p\u003e \u003cp\u003eConclusions Regarding Contingency Theories 263\u003c\/p\u003e \u003cp\u003eTransactional and Transformational Leadership 264\u003c\/p\u003e \u003cp\u003eManagerial Advice: Ursula Burns, Chairwoman and CEO of Xerox 265\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Effective Leadership. Authentic Leadership! 269\u003c\/p\u003e \u003cp\u003eAdditional Topics of Current Relevance 270\u003c\/p\u003e \u003cp\u003eLeader–Member Exchange 270\u003c\/p\u003e \u003cp\u003eServant Leadership 271\u003c\/p\u003e \u003cp\u003eGender and Leadership 271\u003c\/p\u003e \u003cp\u003eGlobal Differences in Leadership 273\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 275\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 275\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 276\u003c\/p\u003e \u003cp\u003eThinking about Ethics 277\u003c\/p\u003e \u003cp\u003eKey Terms 277\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 277\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Are You a Transformational Leader? 277\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: The Two Presidents 279\u003c\/p\u003e \u003cp\u003eTeam Exercise: Coping with People Problems 280\u003c\/p\u003e \u003cp\u003eEndnotes 281\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Communication 286\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Misunderstandings and Dangerous Runway Incidents 286\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Communication 288\u003c\/p\u003e \u003cp\u003eThe Communication Process 288\u003c\/p\u003e \u003cp\u003eInterpersonal Communication 290\u003c\/p\u003e \u003cp\u003eFormal versus Informal Communication 290\u003c\/p\u003e \u003cp\u003eCommunication Styles 291\u003c\/p\u003e \u003cp\u003eCommunication Media 292\u003c\/p\u003e \u003cp\u003eCommunication Technology 293\u003c\/p\u003e \u003cp\u003eNonverbal Communication 294\u003c\/p\u003e \u003cp\u003eManagerial Advice: Surfing for Applicants 295\u003c\/p\u003e \u003cp\u003eOrganizational Communication 297\u003c\/p\u003e \u003cp\u003eCommunication Networks 297\u003c\/p\u003e \u003cp\u003eDirection of Organizational Communication 299\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Communication at J. Crew: Mickey Drexler 300\u003c\/p\u003e \u003cp\u003eBarriers to Effective Communication 302\u003c\/p\u003e \u003cp\u003eIndividual Barriers 302\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Adverse Events in the Hospital Operating Room 304\u003c\/p\u003e \u003cp\u003eOrganizational Barriers 305\u003c\/p\u003e \u003cp\u003eOvercoming Communication Barriers 309\u003c\/p\u003e \u003cp\u003eEncourage Proactive Individual Actions 309\u003c\/p\u003e \u003cp\u003eConduct Communication Audits 310\u003c\/p\u003e \u003cp\u003eImprove Communication Climates 311\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 311\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 312\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 312\u003c\/p\u003e \u003cp\u003eThinking about Ethics 313\u003c\/p\u003e \u003cp\u003eKey Terms 313\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 313\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Presentation Dos and Don’ts 314\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment:\u003c\/p\u003e \u003cp\u003eGoing North 315\u003c\/p\u003e \u003cp\u003eTeam Exercise: Communication Barriers 316\u003c\/p\u003e \u003cp\u003eEndnotes 316\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Decision Making by Individuals and Groups 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Decision Outcomes: Billy Beane and the Oakland Athletics Baseball Club 321\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Decision Making 322\u003c\/p\u003e \u003cp\u003eFundamentals of Decision Making 323\u003c\/p\u003e \u003cp\u003eBasic Steps in Decision Making 323\u003c\/p\u003e \u003cp\u003eOptimal versus Satisfactory Decisions 325\u003c\/p\u003e \u003cp\u003eIndividual Decision Making 326\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Complex Decisions at Unilever: Large, Diverse and Socially Responsible 326\u003c\/p\u003e \u003cp\u003eDecision-Making Styles 327\u003c\/p\u003e \u003cp\u003eManagerial Advice: Nurturing Alternative Decision Styles 330\u003c\/p\u003e \u003cp\u003eDegree of Acceptable Risk 331\u003c\/p\u003e \u003cp\u003eCognitive Biases 332\u003c\/p\u003e \u003cp\u003eMoods and Emotions 333\u003c\/p\u003e \u003cp\u003eGroup Decision Making 335\u003c\/p\u003e \u003cp\u003eGroup Decision-Making Pitfalls 335\u003c\/p\u003e \u003cp\u003eGroup Decision-Making Techniques 338\u003c\/p\u003e \u003cp\u003eWho Should Decide? Individual versus Group Decision Making 341\u003c\/p\u003e \u003cp\u003eAssociate Involvement in Managerial Decisions 341\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: The Vroom– Yetton Model and Military Decisions during the U.S. Civil War 343\u003c\/p\u003e \u003cp\u003eValue of Individual versus Group Decision Making 344\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 347\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 347\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 348\u003c\/p\u003e \u003cp\u003eThinking about Ethics 349\u003c\/p\u003e \u003cp\u003eKey Terms 349\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 349\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Decision Style Assessment 349\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Decision Making at a Nuclear Power Facility 350\u003c\/p\u003e \u003cp\u003eTeam Exercise: Group Decision Making in Practice 352\u003c\/p\u003e \u003cp\u003eEndnotes 352\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Groups and Teams 358\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Teamwork at Starbucks 358\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Groups and Teams 359\u003c\/p\u003e \u003cp\u003eThe Nature of Groups and Teams 360\u003c\/p\u003e \u003cp\u003eGroups and Teams Defined 360\u003c\/p\u003e \u003cp\u003eInformal and Formal Groups 361\u003c\/p\u003e \u003cp\u003eIdentity Groups 361\u003c\/p\u003e \u003cp\u003eVirtual Teams 362\u003c\/p\u003e \u003cp\u003eFunctional Teams 363\u003c\/p\u003e \u003cp\u003eSelf-Managing Teams 363\u003c\/p\u003e \u003cp\u003eTeam Effectiveness 364\u003c\/p\u003e \u003cp\u003eKnowledge Criteria 364\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Teams at McKinsey \u0026amp; Company 365\u003c\/p\u003e \u003cp\u003eAffective Criteria 366\u003c\/p\u003e \u003cp\u003eOutcome—Acceptability of Team Outputs 366\u003c\/p\u003e \u003cp\u003eOutcome—Team Viability for the Future 366\u003c\/p\u003e \u003cp\u003eIs the Team Needed? 366\u003c\/p\u003e \u003cp\u003eFactors Affecting Team Effectiveness 367\u003c\/p\u003e \u003cp\u003eTeam Composition 367\u003c\/p\u003e \u003cp\u003eTeam Structure 369\u003c\/p\u003e \u003cp\u003eTeam Processes 372\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Backup at Cirque Du Soleil 373\u003c\/p\u003e \u003cp\u003eTeam Development 377\u003c\/p\u003e \u003cp\u003eManaging for Effective Teams 378\u003c\/p\u003e \u003cp\u003eTop Management Support 378\u003c\/p\u003e \u003cp\u003eSupport Systems 379\u003c\/p\u003e \u003cp\u003eManagerial Advice: The Pros and Cons of Experiential Teambuilding 381\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 382\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 383\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 383\u003c\/p\u003e \u003cp\u003eThinking about Ethics 384\u003c\/p\u003e \u003cp\u003eKey Terms 384\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 384\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Do You Have a Team? 384\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: The New Quota 385\u003c\/p\u003e \u003cp\u003eTeam Exercise: Virtual Versus Real Teams 386\u003c\/p\u003e \u003cp\u003eEndnotes 386\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Conflict, Negotiation, Power, and Politics 392\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: The Green Revolution 392\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Conflict, Negotiation, Power, and Politics 394\u003c\/p\u003e \u003cp\u003eThe Nature of Conflict 394\u003c\/p\u003e \u003cp\u003eDysfunctional and Functional Conflict 395\u003c\/p\u003e \u003cp\u003eTypes of Conflict 396\u003c\/p\u003e \u003cp\u003eCauses of Dysfunctional Conflict within Organizations 397\u003c\/p\u003e \u003cp\u003eStructural Factors 397\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Avoiding Dysfunctional Conflict at Chemonics and the\u003c\/p\u003e \u003cp\u003eVancouver Aquarium 399\u003c\/p\u003e \u003cp\u003eCommunication 400\u003c\/p\u003e \u003cp\u003eLeadership 400\u003c\/p\u003e \u003cp\u003eCognitive Factors 401\u003c\/p\u003e \u003cp\u003eIndividual Characteristics 401\u003c\/p\u003e \u003cp\u003eHistory 403\u003c\/p\u003e \u003cp\u003eConflict Escalation and Outcomes 403\u003c\/p\u003e \u003cp\u003eConflict Escalation 403\u003c\/p\u003e \u003cp\u003eConflict Outcomes 404\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Workplace Aggression 405\u003c\/p\u003e \u003cp\u003eResponses to Conflict 406\u003c\/p\u003e \u003cp\u003eNegotiation 407\u003c\/p\u003e \u003cp\u003eNegotiation Strategies 408\u003c\/p\u003e \u003cp\u003eThe Formal Negotiation Process 408\u003c\/p\u003e \u003cp\u003eManagerial Advice: A Costly Conflict Resolution: The Importance of Negotiation 410\u003c\/p\u003e \u003cp\u003ePower 412\u003c\/p\u003e \u003cp\u003eBases of Individual Power 412\u003c\/p\u003e \u003cp\u003eAn Example of Power 413\u003c\/p\u003e \u003cp\u003eStrategic Contingencies Model of Power 415\u003c\/p\u003e \u003cp\u003eOrganizational Politics 416\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 418\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 418\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 419\u003c\/p\u003e \u003cp\u003eThinking about Ethics 419\u003c\/p\u003e \u003cp\u003eKey Terms 419\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 420\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: Are You Ready to Manage with Power? 420\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: The Making of The Brooklyn Bluebirds 420\u003c\/p\u003e \u003cp\u003eTeam Exercise: Managing Conflict 421\u003c\/p\u003e \u003cp\u003eEndnotes 422\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4 The Organizational Context\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Organizational Structure and Culture 427\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx 427\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Organizational Structure and Culture 429\u003c\/p\u003e \u003cp\u003eFundamental Elements of Organizational Structure 430\u003c\/p\u003e \u003cp\u003eStructural Characteristics 430\u003c\/p\u003e \u003cp\u003eStructuring Characteristics 433\u003c\/p\u003e \u003cp\u003eThe Modern Organization 433\u003c\/p\u003e \u003cp\u003eFactors Affecting Organizational Structure 434\u003c\/p\u003e \u003cp\u003eThe Role of Strategy 435\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: The IDEO Way: Adapting through Innovative Design 437\u003c\/p\u003e \u003cp\u003eThe Role of Environment 438\u003c\/p\u003e \u003cp\u003eThe Role of Technology 441\u003c\/p\u003e \u003cp\u003eThe Role of Organizational Size 443\u003c\/p\u003e \u003cp\u003eSummary Comments on Structure 444\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Google\u003c\/p\u003e \u003cp\u003eCulture and High-Quality Associates Produce Innovation 444\u003c\/p\u003e \u003cp\u003eOrganizational Culture 445\u003c\/p\u003e \u003cp\u003eCompeting Values Model of Culture 447\u003c\/p\u003e \u003cp\u003eCultural Socialization 448\u003c\/p\u003e \u003cp\u003eCultural Audits 450\u003c\/p\u003e \u003cp\u003eSubcultures 450\u003c\/p\u003e \u003cp\u003eManagerial Advice: A Costly Culture 451\u003c\/p\u003e \u003cp\u003ePerson–Organization Fit 452\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 454\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge Portfolio 455\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 456\u003c\/p\u003e \u003cp\u003eThinking about Ethics 456\u003c\/p\u003e \u003cp\u003eKey Terms 457\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 457\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: An Assessment of Creativity 457\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: How Effective Is Hillwood Medical Center? 459\u003c\/p\u003e \u003cp\u003eTeam Exercise: Words-in-Sentences Company 460\u003c\/p\u003e \u003cp\u003eEndnotes 461\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Organizational Change and Development 467\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring Behavior in Action: Onward and Upward at Starbucks 467\u003c\/p\u003e \u003cp\u003eThe Strategic Importance of: Organizational Change and Development 468\u003c\/p\u003e \u003cp\u003ePressures for Organizational Change 469\u003c\/p\u003e \u003cp\u003eInternal Pressures for Change 470\u003c\/p\u003e \u003cp\u003eExternal Pressures for Change 472\u003c\/p\u003e \u003cp\u003eManagerial Advice: Social Pressures for “Green” Policies and Practices: The War against Carbon Emissions 475\u003c\/p\u003e \u003cp\u003ePlanned Change 477\u003c\/p\u003e \u003cp\u003eProcess of Planned Change 477\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: The Rapid Growth and Development of Chobani 479\u003c\/p\u003e \u003cp\u003eManagerial Change Capabilities 480\u003c\/p\u003e \u003cp\u003eImportant Tactical Choices 481\u003c\/p\u003e \u003cp\u003eExperiencing Organizational Behavior: Making Changes When Things Are Going Well: Instagram Versus Snapchat 484\u003c\/p\u003e \u003cp\u003eOrganization Development 485\u003c\/p\u003e \u003cp\u003eThe Basic OD Model 486\u003c\/p\u003e \u003cp\u003eOrganization Development Interventions 487\u003c\/p\u003e \u003cp\u003eOrganizational Learning 491\u003c\/p\u003e \u003cp\u003eOrganization Development across Cultures 491\u003c\/p\u003e \u003cp\u003eThe Strategic Lens 491\u003c\/p\u003e \u003cp\u003eWhat This Chapter Adds to Your Knowledge\u003c\/p\u003e \u003cp\u003ePortfolio 492\u003c\/p\u003e \u003cp\u003eBack to the Knowledge Objectives 493\u003c\/p\u003e \u003cp\u003eThinking about Ethics 493\u003c\/p\u003e \u003cp\u003eKey Terms 494\u003c\/p\u003e \u003cp\u003eHuman Resource Management Applications 494\u003c\/p\u003e \u003cp\u003eBuilding Your Human Capital: An Assessment of Low Tolerance for Change 494\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Moment: Organization Development at KBTZ 495\u003c\/p\u003e \u003cp\u003eTeam Exercise: Identifying Change Pressures and Their Effects 497\u003c\/p\u003e \u003cp\u003eEndnotes 497\u003c\/p\u003e \u003cp\u003eConcluding Case Study: Transforming The Texas Plant 503\u003c\/p\u003e \u003cp\u003ePart Ending Case Study I - Cooperating and Communicating across Cultures (online at \u003ca href=\"http:\/\/www.wiley.com\/college\/hitt\"\u003ewww.wiley.com\/college\/hitt\u003c\/a\u003e)\u003c\/p\u003e \u003cp\u003ePart Ending Case Study II - Brussels and Bradshaw (Online at www.wiley.com\/college\/hitt)\u003c\/p\u003e \u003cp\u003ePart Ending Case Study III - Bright and Dedicated: What More Do You Want? (online at \u003ca href=\"http:\/\/www.wiley.com\/\"\u003ewww.wiley.com\u003c\/a\u003e \/college\/hitt)\u003c\/p\u003e \u003cp\u003ePart Ending Case Study IV - Anna Frisch At Aesch AG: Initiating Lateral Change (online at \u003ca href=\"http:\/\/www.wiley.com\/\"\u003ewww.wiley.com\u003c\/a\u003e \/college\/hitt)\u003c\/p\u003e \u003cp\u003eGlossary 509\u003c\/p\u003e \u003cp\u003eOrganization index 517\u003c\/p\u003e \u003cp\u003eName index 519\u003c\/p\u003e \u003cp\u003eSubject index 533\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989735817445,"sku":"NP9781119391739","price":107.5,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119391739.jpg?v=1761785300","url":"https:\/\/k12savings.com\/es\/products\/organizational-behavior-isbn-9781119391739","provider":"K12savings","version":"1.0","type":"link"}