Mastering Organizational Behaviour: version 14.0 9781453379493, 1453379495

Table of contents :
Brief Contents......Page 4
Contents......Page 6
About the Authors......Page 10
Acknowledgments......Page 12
Dedications......Page 14
Preface......Page 15
Chapter 1: Learning about Organizational Behavior......Page 20
Leadership versus Management......Page 22
The Individual in Organizations......Page 24
Competencies for Individual, Team, and Organizational Effectiveness......Page 25
Ethical Dilemmas......Page 27
Key Attributes......Page 30
Career Development......Page 31
Categories of Diversity......Page 32
Secondary Categories......Page 33
Avoiding Stereotypes......Page 35
Key Attributes......Page 37
Teams Competency......Page 39
Key Attributes......Page 40
Teams and Individualism......Page 41
Key Attributes......Page 42
Social Networks and Change......Page 43
Chapter Summary......Page 44
Endnotes......Page 50
Chapter 2: Individual Differences and Job Attitudes......Page 52
Bases of Personality......Page 54
Environment......Page 55
Life Experiences......Page 56
Personality and Behavior......Page 58
Big Five Personality Factors......Page 59
Insight for Leaders......Page 61
Other Personality Factors Relevant to Organizational Behavior......Page 62
Insight for Leaders......Page 66
Cultural Values......Page 67
Cultural Differences in Emotional Display......Page 69
Components of Attitudes......Page 70
Hope......Page 71
Job Satisfaction......Page 72
Organizational Commitment......Page 75
Chapter Summary......Page 77
Endnotes......Page 83
Chapter 3: Perceptions and Attributions......Page 84
Perceptual Process......Page 86
External Factors ......Page 88
Internal Factors ......Page 90
Motivation......Page 91
The Perceiver......Page 92
The Situation in Foreign Assignments......Page 93
Perceptual Errors......Page 94
Stereotyping......Page 95
Halo Effect......Page 96
Projection......Page 97
Impression Management......Page 98
Motivation to Manage Impressions......Page 99
Results of Impression Management......Page 100
Making Attributions......Page 101
Internal versus External Causes of Behavior......Page 102
Attributions of Success and Failure......Page 106
Chapter Summary......Page 108
Endnotes......Page 113
Chapter 4: Learning and Performance Management......Page 114
Classical Conditioning......Page 116
Operant Conditioning......Page 117
Contingencies of Reinforcement......Page 118
Positive Reinforcement......Page 119
Primary and Secondary Reinforcers......Page 120
Concepts of Positive Reinforcement ......Page 121
Organizational Rewards......Page 122
Extinction......Page 123
Negative Effects of Punishment......Page 124
Effective Use of Punishment......Page 126
Insights for Leaders ......Page 127
Continuous and Intermittent Reinforcement......Page 128
Fixed Interval Schedule......Page 129
Variable Ratio Schedule......Page 130
Social Learning Theory......Page 131
Self Control......Page 132
Insights for Leaders......Page 134
Chapter Summary......Page 135
Endnotes......Page 138
Chapter 5: Motivating Employees......Page 140
Motivational Processes......Page 141
Insights for Leaders......Page 142
Influencing Performance Expectations......Page 145
Instrumentality......Page 146
The Expectancy Model in Action......Page 147
Insights for Leaders......Page 148
General Equity Model ......Page 150
Consequences of Inequity......Page 151
Job Characteristics Model......Page 153
Job Characteristics......Page 155
Insights for Leaders......Page 156
Cultural Influences......Page 157
Combining Intrinsic and Extrinsic Approaches......Page 158
Insights for Leaders......Page 159
Chapter Summary......Page 160
Endnotes......Page 164
Chapter 6: Motivation: Goal Setting and Reward Programs......Page 166
Importance of Goal Setting......Page 168
Challenge......Page 170
Goal Commitment......Page 171
Performance......Page 173
Rewards......Page 174
Effects of Goal Setting......Page 175
Conditions for Effective Goal Setting......Page 176
Limitations to Goal Setting......Page 177
Reward Programs for Improving Performance......Page 180
Characteristics of Informal Rewards......Page 182
Profit-Sharing Plans......Page 183
Flexible Benefit Programs......Page 185
Insights for Leaders......Page 186
Reward Practices in Different Cultures......Page 188
Chapter Summary......Page 189
Endnotes......Page 194
Chapter 7: Workplace Stress and Aggression......Page 196
Influences on the Stress Experience......Page 198
Individual Differences......Page 199
Workload......Page 200
Career Development......Page 201
Interpersonal Relations......Page 202
Life Stressors......Page 203
Severe Stress......Page 204
Impacts on Performance......Page 205
Impacts on Job Burnout......Page 207
Individual Differences and Stress......Page 208
The Hardy Personality......Page 210
Insight for Individuals......Page 213
Reducing Work Stressors......Page 214
Wellness Programs......Page 215
Self-Serving Biases......Page 217
Workplace Bullying......Page 218
Insight for Leaders......Page 220
Stopping Sexual Harassment......Page 221
Warning Signs......Page 222
Insight for Leaders......Page 223
Aggression toward the Organization......Page 224
Chapter Summary......Page 225
Endnotes......Page 228
Chapter 8: Interpersonal Communication in Organizations......Page 230
Elements of Interpersonal Communication......Page 231
Messages and Channels......Page 232
Media Richness......Page 233
Interpersonal Barriers......Page 234
Lying and Distortion......Page 235
Ethical Interpersonal Communications......Page 236
Communication Openness......Page 238
Constructive Feedback......Page 239
Insight for Individuals......Page 240
Active Listening......Page 241
Insights for Individuals......Page 242
Types of Nonverbal Cues......Page 245
Importance to Verbal Messages......Page 246
Insight for Leaders......Page 247
Cultural Context......Page 248
Ethnocentrism......Page 249
Chronemics......Page 251
Body Language......Page 252
Individual Network......Page 253
Informal Group Network......Page 255
Insights for Leaders......Page 256
Impact of Text and Instant Messaging......Page 258
Chapter Summary......Page 260
Endnotes......Page 265
Chapter 9: Promoting Fairness and Trust......Page 268
Forms of Justice......Page 269
Enhancing Positive Outcomes Associated with Fair Treatment......Page 271
Insights for Leaders......Page 272
The Nature of Trust......Page 274
Perceived Trustworthiness......Page 275
Propensity to Trust......Page 276
Trust and Outcomes......Page 277
Insights for Leaders......Page 278
Repairing Broken Trust......Page 279
Key Contingencies......Page 280
Did My Actions Result from a Lapse in Ability or Integrity?......Page 281
Trust Within Teams......Page 283
Key Contingencies......Page 284
Insights for Leaders......Page 285
Chapter Summary......Page 286
Endnotes......Page 290
Chapter 10: Leadership Effectiveness: Foundations......Page 292
Legitimate Power......Page 294
Referent Power......Page 295
Leaders’ Use of Interpersonal Infuence......Page 296
Insight for Leaders......Page 297
Legacy Leadership Models......Page 299
Insight for Leaders......Page 300
Behavioral Model of Leadership......Page 301
Initiating Structure......Page 303
Insights for Leaders......Page 304
Situational Leadership® Model......Page 305
Choosing a Leadership Style......Page 306
Insight for Leaders......Page 307
Core Components......Page 308
Assessing LMX......Page 310
Insight for Leaders......Page 311
Chapter Summary......Page 312
Endnotes......Page 317
Chapter 11: Leadership Effectiveness: New Perspectives......Page 318
Insight for Leaders......Page 320
Shows Individualized Consideration......Page 322
Provides Inspirational Motivation......Page 323
Insight for Leaders......Page 324
Ethical Leadership......Page 326
Insights for Leaders......Page 327
Core Components......Page 328
Shows Positive Emotions......Page 329
Insights for Leaders......Page 330
Chapter Summary......Page 332
Endnotes......Page 337
Chapter 12: Developing and Leading Teams......Page 338
Teams......Page 339
Team Empowerment......Page 340
When to Use Teams......Page 342
Five-Stages Model......Page 343
Norming Stage......Page 345
Punctuated Equilibrium Model......Page 346
Functional Team......Page 347
Self-Managed Team......Page 348
Virtual Team......Page 349
Insights for Leaders......Page 350
Core Influences on Team Effectiveness......Page 351
Context......Page 352
Insights for Leaders......Page 353
Goals......Page 354
Team Size......Page 355
Self-Oriented Role......Page 356
Member Diversity......Page 357
Insights for Leaders......Page 358
Norms versus Organizational Rules......Page 359
Insights for Leaders......Page 360
Potential Team Dysfunctions......Page 361
Groupthink......Page 362
Free Riding......Page 363
Avoidance of Accountability for Results......Page 364
Chapter Summary......Page 365
Endnotes......Page 370
Chapter 13: Managing Conflict and Negotiating Effectively......Page 372
Insights for Leaders......Page 374
Conflict Levels......Page 375
Role Conflict......Page 376
Intergroup Conflict......Page 377
Interpersonal Conflict-Handling Styles......Page 379
Insights for Individuals......Page 380
Forcing Style......Page 381
Avoiding Style......Page 382
Insights for Leaders......Page 383
Stages of Negotiation......Page 384
Distributive Negotiations Strategy......Page 385
Principled Negotiations......Page 386
Attitudinal Structuring......Page 387
Negotiator’s Dilemma......Page 388
Mediation......Page 390
Differences in Negotiators......Page 391
Cross-Cultural Emotional Intelligence......Page 392
Insights for Leaders......Page 393
Chapter Summary......Page 395
Endnotes......Page 401
Chapter 14: Managerial Decision Making......Page 402
Decision-Making Conditions......Page 404
Objective Probability......Page 405
Uncertainty......Page 406
Bounded Rationality......Page 409
Limited Search......Page 410
Insights for Leaders......Page 411
Knowledge Management......Page 412
Enabling Technology......Page 413
Evidence-Based Management......Page 414
Role of Wisdom......Page 415
Limitations......Page 416
Divergence in Problem Definition......Page 419
Insights for Leaders......Page 420
Creative Stages......Page 421
Idea-Finding Phase......Page 423
Solution-Finding Phase......Page 424
Insights for Leaders......Page 426
Chapter Summary......Page 427
Endnotes......Page 432
Chapter 15: Organization Design......Page 434
Key Factors in Organization Design......Page 435
Environmental Factors......Page 436
Distributors......Page 437
Strategic Factors......Page 438
Differentiation Strategy......Page 439
Fundamentals of Organizing......Page 441
Integration......Page 442
Mechanistic and Organic Management Practices......Page 443
Span of Control......Page 446
Authority, Responsibility, and Accountability......Page 447
Insights for Leaders......Page 449
Insights for Leaders......Page 450
Functional Design......Page 452
Potential Pitfalls......Page 453
Product Design......Page 454
Potential Benefits......Page 455
Potential Pitfalls......Page 456
Chapter Summary......Page 458
Endnotes......Page 463
Chapter 16: Cultivating Organizational Culture......Page 464
Dynamics of Organizational Culture......Page 466
Insight for Leaders......Page 470
Societal and Organizational Cultures......Page 471
Sustaining a Culture: Insights for Leaders......Page 472
Allocation of Rewards and Status......Page 473
Organizational Rites and Ceremonies......Page 474
Changing a Culture......Page 475
Types of Organizational Culture......Page 477
Bureaucratic Culture......Page 478
Entrepreneurial Culture......Page 479
Insights for Leaders......Page 481
Impact of Culture......Page 482
Whistle-Blowing......Page 483
Insights for Leaders......Page 484
Organizational Socialization Process......Page 485
Insights for Leaders......Page 488
Chapter Summary......Page 489
Endnotes......Page 496
Chapter 17: Managing Organizational Change......Page 498
Why Change?......Page 499
Technology......Page 500
Generational Differences......Page 501
Economic Approach......Page 503
Effective Change Programs......Page 504
Insights for Leaders......Page 505
Resistance to Change......Page 506
Personality......Page 507
Economic Reasons......Page 508
Resource Limitations......Page 510
Interorganizational Agreements......Page 511
Information Needed......Page 512
Capacity for Change......Page 513
Implementing Planned Change......Page 514
Kotter’s Model......Page 515
Chapter Summary......Page 519
Endnotes......Page 523
Al Dunlap......Page 524
Dunlap at Scott Paper......Page 525
Dunlap at Sunbeam Corporation: The Honeymoon......Page 526
Abstract ......Page 529
Informal Leadership and Communication......Page 530
A Challenge to Hierarchy?......Page 531
A Day in the Life of Carolina Suarez......Page 532
Matthew Rennalls......Page 534
Baker and Rennalls’ Meeting......Page 535
Rennalls’ Memo......Page 536
Bob Knowlton......Page 537
John Mackey......Page 541
Working at Whole Foods Market......Page 542
Market/Cultural Shifts......Page 543
Natural and Organic Products......Page 544
Profits and Growth......Page 545
Mackey’s View of Stakeholders......Page 546
Endnotes......Page 548
Index......Page 549

Citation preview

Mastering Organizational Behavior Cecily D. Cooper, Don Hellriegel, and John W. Slocum Jr. Version 14.0

Mastering Organizational Behavior Version 14.0 Cecily D. Cooper, Don Hellriegel, and John W. Slocum Jr.

2541248

Mastering Organizational Behavior Version 14.0 Cecily D. Cooper, Don Hellriegel, and John W. Slocum Jr.

Published by: FlatWorld 175 Portland Street Boston, MA 02114 © 2018 by Boston Academic Publishing, Inc. d.b.a. FlatWorld All rights reserved. Your use of this work is subject to the License Agreement available at http://catalog.flatworldknowledge.com/legal. No part of this work may be used, modified, or reproduced in any form or by any means except as expressly permitted under the License Agreement.

Brief Contents About the Authors Acknowledgments Dedications Preface Chapter 1 Learning about Organizational Behavior Chapter 2 Individual Differences and Job Attitudes Chapter 3 Perceptions and Attributions Chapter 4 Learning and Performance Management Chapter 5 Motivating Employees Chapter 6 Motivation: Goal Setting and Reward Programs Chapter 7 Workplace Stress and Aggression Chapter 8 Interpersonal Communication in Organizations Chapter 9 Promoting Fairness and Trust Chapter 10 Leadership Effectiveness: Foundations Chapter 11 Leadership Effectiveness: New Perspectives Chapter 12 Developing and Leading Teams Chapter 13 Managing Conflict and Negotiating Effectively Chapter 14 Managerial Decision Making Chapter 15 Organization Design Chapter 16 Cultivating Organizational Culture Chapter 17 Managing Organizational Change Chapter 18 Integrating Cases Index

Contents About the Authors

1

Acknowledgments

3

Dedications

5

Preface

6

Chapter 1

Chapter 2

Chapter 3

Learning about Organizational Behavior Leadership versus Management

13

Learning Framework

15

Ethics Competency

18

Self Competency

21

Diversity Competency

23

Across Cultures Competency

26

Communication Competency

28

Teams Competency

30

Change Competency

33

Chapter Summary

35

Endnotes

41

Individual Differences and Job Attitudes

43

Bases of Personality

45

Personality and Behavior

49

Cross-Cultural Differences

58

Work-Related Attitudes

61

Chapter Summary

68

Endnotes

74

Perceptions and Attributions

75

Perceptual Process

77

Perceptual Selection

79

Person Perception

83

Perceptual Errors

85

Impression Management

89

Attribution Process

92

Chapter Summary

99

Endnotes

Chapter 4

11

Learning and Performance Management Learning Through Rewards and Punishments

104

105 107

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Contingencies of Reinforcement

109

Schedules of Reinforcement

119

Social Learning Theory

122

Chapter Summary

126

Endnotes

129

Motivating Employees

131

Motivational Processes

132

Influencing Performance Expectations

136

Ensuring Equity

141

Designing Jobs

144

Combining Intrinsic and Extrinsic Approaches

149

Chapter Summary

151

Endnotes

155

Motivation: Goal Setting and Reward Programs

157

Model of Goal Setting and Performance

159

Effects of Goal Setting

166

Reward Programs for Improving Performance

171

Chapter Summary

180

Endnotes

185

Workplace Stress and Aggression

187

Concept of Stress

189

Primary Stressors

191

Severe Stress

195

Individual Differences and Stress

199

Stress Management

204

Workplace Aggression

208

Chapter Summary

216

Endnotes

219

Interpersonal Communication in Organizations

221

Elements of Interpersonal Communication

222

Ethical Interpersonal Communications

227

Nonverbal Communication

236

Intercultural Communication

239

Interpersonal Communication Networks

244

Chapter Summary

251

Endnotes

256

Promoting Fairness and Trust

259

The Art of Managing Fairly

260

The Nature of Trust

265

Repairing Broken Trust

270

Chapter 10

Chapter 11

Chapter 12

Chapter 13

Chapter 14

Trust Within Teams

274

Chapter Summary

277

Endnotes

281

Leadership Effectiveness: Foundations

283

Power and Interpersonal Influence

285

Legacy Leadership Models

290

Leader-Member Exchange

299

Chapter Summary

303

Endnotes

308

Leadership Effectiveness: New Perspectives

309

Transactional Leadership

311

Transformational Leadership

313

Ethical Leadership

317

Authentic Leadership

319

Chapter Summary

323

Endnotes

328

Developing and Leading Teams

329

Introduction to Groups and Teams

330

Team Development

334

Types of Work-Related Teams

338

Core Influences on Team Effectiveness

342

Potential Team Dysfunctions

352

Chapter Summary

356

Endnotes

361

Managing Conflict and Negotiating Effectively

363

Types of Conflict

365

Conflict Levels

366

Interpersonal Conflict-Handling Styles

370

Negotiation in Conflict Management

375

Across Culture Negotiations

382

Chapter Summary

386

Endnotes

392

Managerial Decision Making

393

Decision-Making Conditions

395

Bounded Rationality

400

Evidence-Based Management

405

Political Decision Making

410

Creative Decision Making

412

Chapter Summary

418

Endnotes

423

Chapter 15

Chapter 16

Chapter 17

Chapter 18

Index

Organization Design

425

Key Factors in Organization Design

426

Fundamentals of Organizing

432

Vertical Organizational Design

437

Horizontal Organizational Design

443

Chapter Summary

449

Endnotes

454

Cultivating Organizational Culture

455

Dynamics of Organizational Culture

457

Types of Organizational Culture

468

Ethical Behavior and Organizational Culture

473

Socialization of New Employees

476

Chapter Summary

480

Endnotes

487

Managing Organizational Change

489

Pressures for Change

490

Planned Organizational Change

494

Resistance to Change

497

Organizational Diagnosis

503

Implementing Planned Change

505

Chapter Summary

510

Endnotes

514

Integrating Cases

515

Al Dunlap

515

Valve’s Way

520

A Day in the Life of Carolina Suarez

523

The Road to Hell

525

Bob Knowlton

528

Whole Foods Market

532

Endnotes

539

541

About the Authors CECILY D. COOPER Cecily Cooper is an Associate Professor at the University of Miami School of Business. Her research interests include trust, trust repair, fairness, and leadership. This research has been published in many leading management journals and has received three national conference awards. Professor Cooper serves on the editorial boards of the Academy of Management Journal, Academy of Management Review, Organizational Behavior and Human Decision Processes, and Journal of Trust Research (Associate Editor). In 2014 and 2016, Professor Cooper served as a Program Chair for the International Conference on Trust in Organizations sponsored by FINT (First International Network on Trust). Professor Cooper is also a member of the FINT Executive Board. At the University of Miami she teaches in the undergraduate, MBA, Executive MBA, and PhD Programs and has previously served as the PhD Program coordinator for the Management Department. She received her BS from the Warrington College of Business at the University of Florida and her PhD from the Marshall School of Business at the University of Southern California. Prior to joining the University of Miami, Professor Cooper served as a Visiting Assistant Professor at Southern Methodist University.

DON HELLRIEGEL Don Hellriegel is Emeritus Professor of Management within the Mays Business School at Texas A&M University. He received his BS and MB. from Kent State University and his PhD from the University of Washington. Dr. Hellriegel became a member of the faculty at Texas A&M in 1975. He has served on the faculties of the Pennsylvania State University and the University of Colorado. His research interests include organizational behavior, the effects of organizational environments, managerial cognitive styles, and organizational innovation and strategic management processes. His research has been published in a number of leading journals. Professor Hellriegel served as Vice President and Program Chair of the Academy of Management (1986), President Elect (1987), President (1988), and Past President (1989). In September 1999, he was elected to a three-year term as Dean of the Fellows Group of the Academy of Management. He served a term as Editor of the Academy of Management Review and served as a member of the Board of Governors of the Academy of Management (1979–1981 and 1982–1989). Dr. Hellriegel has performed many other leadership roles, among which include President, Eastern Academy of Management; Division Chair, Organization and Management Theory Division; President, Brazos County United Way; Co-Consulting Editor, West Series in Management, Head (1976–1980 and 1989–1994), Department of Management (TAMU); Interim Dean, Executive Associate Dean (1995–2000), Mays School of Business (TAMU); and Interim Executive Vice Chancellor (TAMUS). He has consulted with a variety of groups and organizations, including 3DI, Sun Ship Building, Penn Mutual Life Insurance, Texas A&M University System, Ministry of Industry and Commerce (Nation of Kuwait), Ministry of Agriculture (Nation of Dominican Republic), AACSB, and Texas Innovation Group.

JOHN W. SLOCUM JR. John Slocum is the O. Paul Corley Professor Emeritus at Southern Methodist University, Dallas, Texas. He taught on the faculties of the University of Washington, the Fisher School of Business at The Ohio State University, the Smeal School of Business at the Pennsylvania State University, the International University of Japan, and Amos Tuck at Dartmouth College. He holds a BBA from Westminster College, an MBA from Kent State University, and a PhD in organizational behavior from the University of Washington. He is currently a lecturer in SMU’s Video Game Development Program, and an adjunct professor of organizational behavior in the Jindal School of Management, University of Texas, Dallas,. Professor Slocum has held a number of positions in professional societies. He was elected as a Fellow to the Academy of Management in 1976 for his outstanding contributions to the profession of management, a Fellow to the Decision Sciences Institute in 1984 for his research in behavioral decision theory, and a Fellow in the Center for Leadership at the University of Texas, Dallas in 2010. He was awarded the Alumni Citation for Professional Accomplishment by Westminster College, both the Nicolas Salgo and Rotunda Outstanding Teaching Awards from SMU, the Executive MBA Most Valuable Faculty Member Award, the SMU Alumni Award for Outstanding Service to Alumni, and was the recipient of the inaugural Carl Sewell Distinguished Service and Distinguished University Citizen Award by SMU. He is a charter member of the Academy of Management’s Journals Hall of Fame, former Editor of the Academy of Management Journal, Founding Editor of Organization Sciences, Journal of World Business, and Associate Editor of the Academy of Management Executive and Organizational Dynamics. He is currently Co-editor of the Journal of Leadership and Organizational Studies. From 1975–1986, he served as a member of the Board of Governors of the Academy of

2

MASTERING ORGANIZATIONAL BEHAVIOR VERSION 14.0

Management and in 1983 and 1984, he served as 39th President of the Academy. He is the co-author of 30 books and 134 journal articles. Professor Slocum has served as a consultant to such organizations as Andrews Distributing Company, GeoDynamics, OxyChem, ARAMARK, Elsevier Publishing Company, the Governor of Texas, AAA for Northern California, Brakke Consulting, Fort Worth Museum of Science and History, Pier 1, Kimberly-Clark Corporation, Kisco Senior Living, UNT Health Science Center, Celanese, NASA, Lockheed Martin Corporation, WorkingSolutions, and Key-Span Energy.

Acknowledgments We express our sincere and grateful appreciation to the following individuals who provided thoughtful reviews and useful suggestions for improving this edition of Mastering Organizational Behavior. Their insights were critical in making a number of important revisions. < < < < < < < < < < < < < < < < < < < < < < < < < < <