Chapter 1 What Is Organizational Behavior? 1
What Managers Do 2
Enter Organizational Behavior 6
Replacing Intuition with Systematic Study 7
Myth or Science? Preconceived Notions vs. Substantive Evidence 9
Contributing Disciplines to the OB Field 9
There Are Few Absolutes in OB 12
Challenges and Opportunities for OB 12
OB in the News: Matsushita's New "Temp" Workers 17
Coming Attractions: Developing an OB Model 19
Summary and Implications for Managers 23
Point/Counterpoint:Successful Organizations Put People First 25
Questions for Review 26
Questions for Critical Thinking 26
Team Exercise:Workforce Diversity 26
Internet Search Exerciese 28
Case Incident:Thanks for 24 Years of Service. Now Here's the Door! 28
Real OB Diversity-Jim Sierk, Allied Signal
Integrative Video Case, Part One, Introduction-Starbucks as "The Front Porch" 31
top

Chapter 2 Foundations of Individual Behavior 32
Biographical Characteristics 33
Ability 36
Learning 39
Myth or Science? "You Can't Teach an Old Dog New Tricks!" 47
OB in the News: OB Mod at Turner Bros. Trucking 49
From Concepts to Skills: Effective Discipline Skills 50
Sumary and Implications for Managers 51
Individual Differences Explain Organizational Behavior 53
Questions for Review 54
Questions for Critical Thinking 54
Team Exercise: Positive and Negative Reinforcement 54
Internet Search Exerciese 55
Case Incident: Predicting Performance 55
top

Chapter 3 Values, Attitudes, and Job Satisfaction
Values 62
Attitudes 68
OB in the News: Attitudes Around the World 70
From Concepts to Skills: Changing Attitudes 75
Job Satisfaction 76
Myth or Science? "Happy Workers Are Productive Workers" 77
Summary and Implications for Managers 80
Point/Counterpoint: Managers Can Create Satisfied Employees 82
Questions for Review 83
Questions for Critical Thinking 83
Team Exercise: Assessing Work Attitudes 83
Internet Search Exerciese 84
Case Incident: Will Volvo's Perks Give Ford Sticker Shock? 84
Video Case: Madison Park Greeting Card Company 85
top

Chapter 4 Personality and Emotions 90
Personality 91
Myth or Science? "Deep Down, People Are All Alike" 100
Emotions 103
From Concepts to Skills: Reading Emotions 107
OB in the News: Hiring for Emotional Intelligence at the Men's Wearhouse 110
Summary and Implications for Managers 112
Point/Counterpoint: Traits Are Powerful Predictors of Behavior 113
Questions for Review 114
Questions for Critical Thinking 114
Team Exercise: "What Is a Team Personality?" 114
Internet Search Exerciese 114
Case Incident: Using the Predictive Index 115
Real OB Emotions and Personality-Geoff Gilpin, GTE
top

Chapter 5 Perception and Individual Decision Making 120
What Is Perception, and Why Is It Important? 121
Factors Influencing Perception 122
Person Perception: Making Judgments About
About Others 124
The Link Between Perception and Individual Decision Making 131
How Should Decisions Be Made? 132
How Are Decisions Actually Made in Organizations? 135
OB in the News: W. Brian Arthur Speaks Out on Intuition 138
What About Ethics in Decision Making? 143
Myth or Science? "Ethical People Don't Do Unethical Things" 144
Summary and Implications for Managers 145
Point/Counterpoint: When Hiring Employees: Emphasize the Positive 148
Questions for Review 149
Questions for Critical Thinking 149
Team Exercise: Biases in Decision Making 149
Ethical Dilemma: Five Ethical Decisions: What Would You Do? 150
Internet Search Exercieses 150
Case Incident: Good Decisions That Went Bad? 151
Video Case: The Fluker Cricket Farm 151
top

Chapter 6 Basic Motivation Concepts 154
What Is Motivation? 155
Early Theories of Motivation 156
Myth or Science? "People Are Inherently Lazy" 158
Two-Factor Theory 158
Contemporary Theories of Motivation 160
Integrating Contemporary Theories of Motivation 174
Caveat Emptor: Motivation Theories Are Culture Bound 175
Summary and Implications for Managers 177
Point/Counterpoint: Money Motivates! 179
Questions for Review 180
Questions for Critical Thinking 180
Team Exercise: What Do People Want from Their Jobs? 180
Internet Search Exercieses 181
Case Incident: Motivation (or Punishment) at Click Interactive Inc. 182
Video Case: Harbor Marine Corporation 182
Motivation-Jim Sierk, Allied Signal
top

Chapter 7 Motivation: From Concept to Applications 188 Management by Objectives 189
Employee Recognition Programs 191
Employee Involvement Programs 193
Variable Pay Programs 198
OB in the News: Linking Executive Pay to Satisfaction at UAL 201
Skill-Based Pay Plans 201
Flexible Benefits 204
Special Issues in Motivation 205
Summary and Implications for Managers 208
Point/Counterpoint: The Power of Stock Options as a Motivator 209
Questions for Review 210
Questions for Critical Thinking 210
Team Exercise: Goal-Setting Task 210
Ethical Dilemma: Are American CEOs Paid Too Much? 211
Internet Search Exercieses 211
Case Incident: The Memo 212
Real OB Employee and Reward Recognition
Programs-James Fripp, Taco Bell
Integrative Video Case, Part Two, The Individual Being the Best at Doc Martens: Motivation and Values at a Company with Attitude 215
top

Chapter 8 Foundations of Group Behavior 216
Defining and Classifying Groups 217
Stages of Group Development 219
Sociometry: Analyzing Group Interaction 221
OB in the News: Using Sociometry to Help Build Submarines 223
Toward Explaining Work Group Behavior 223
External Conditions Imposed on the Group 224
Group Member Resources 226
Group Structure 226
Group Processes 238
Group Tasks 239
Group Decision Making 240
Myth or Science? "Two Heads Are Better Than One" 241
Group Decision-Making Techniques 244
Summary and Implications for Managers 246
Point/Counterpoint: All Jobs Should Be Designed Around Groups 248
Questions for Review 249
Questions for Critical Thinking 249
Team Exercise: Assessing Occupational Status 249
Internet Search Exercieses 250
Case Incident: The Law Offices of Dickinson, Stilwell, and Gardner (DSG) 250
Video Case: All Brand Appliance 251
top

Chapter 9 Understanding Work Teams 256
Why Have Teams Become So Popular? 257
Teams vs. Groups: What's the Difference? 258
Types of Teams 259
OB in the News: Virtual Teams at VeriFone 262
Beware! Teams Aren't Always the Answer 263
Creating Effective Teams 263
Turning Individuals into Team Players 269
Contemporary Issues in Managing Teams 271
Summary and Implications for Managers 273
Point/Counterpoint: Teams Benefit Both Employees and the Organization 275
Questions for Review 276
Questions for Critical Thinking 276
Team Exercise: Building Effective Work Teams 276
Internet Search Exercieses 277
Case Incident: Tape Resources, Inc. 277
Video Case: Jim Morris Environmental Tee Shirt Company 278
Real OB Teams and Groups-James Fripp, Taco Bell
top

Chapter 10 Communication 282
Functions of Communications 284
The Communication Process 285
Myth or Science? "It's Not What You Say, It's What You Do" 288
Communication Fundamentals 289
Current Issues in Communication 296
From Concepts to Skills: Improving Your
Communication Skills 302
Summary and Implications for Managers 304
Point/Counterpoint: Open-Book Management Improves the Bottom Line 306
Questions for Review 307
Questions for Critical Thinking 307
Team Exercise: The Impact of Attentive Listening Skills 307
Internet Search Exercieses 308
Case Incident: Have We Got a Communication Problem Here? 308
Video Case: Community Insurance Company 308
Real OB Communication-Barbara Whittaker, GM
top

Chapter 11 Leadership and Trust 312
What Is Leadership 313
Trait Theories 314
Behavioral Theories 315
Contingency Theories 318
Neocharismatic Theories 327
Myth or Science? "Men Make Better Leaders Than Women" 331
Contemporary Issues in LEadership 332
Trust and Leadership 336
OB in the News: Pamela Barefoot and the Blue Crab Bay Co. 337
From Concepts to Skills: How Do You Build Trust? 339
Summary and Implications for Managers 340
Point/Counterpoint: The Perils of Leadership Training 342
Questions for Review 343
Questions for Critical Thinking 343
Team Exercise: Practicing to Be Charismatic 343
Internet Search Exercise 344
Case Incident: Jack Hartnett at D.L. Rogers Corp.344
Video Case: Ironbound Supply Company 345
Real OB Leadership-Jim Sierk, Allied Signal
top

Chapter 12 Power and Politics 350
A Definition of Power 352
Contrasting Leadership and Power 352
Bases of Power 353
Dependency: The Key to Power 355
Identifying Where the Power Is 357
Power Tactics 358
Power in Groups: Coalitions 360
Sexual Harassment: Uneaqual Power in the Workplace 361
Politics: Power in Action 362
Myth or Science? "It's Not What You Know, It's Who You Know" 365
From Concepts to Skills: Politicking 368
Summary and Implications for Managers 373
Point/Counterpoint: Productivity 375
Questions for Review 376
Questions for Critical Thinking 376
Team Exercise: Understanding Power Dynamics 376
Internet Search Exercise 377
Case Incident: Damned If You Do; Damned If You Don't 377
Video Case: Cloud 9 378
top

Chapter 13 Conflict and Negotiation 382
A Definition of Conflict 383
Transitions in Clonflict Thought 384
Functional vs. Dysfunctional Conflict 385
The Conflict Process 385
Myth or Science? "The Source of Most Conflicts Is Lack of Communication" 388
Negotiation 395
OB in the News: Behind the Labor Peace at Ford 396
From Concepts to Skills: Negotiating 400
Summary and Implications for Managers 403
Point/Counterpoint: Questions for Reiview 406
Questions for Review 406
Questions for Critical Thinking 406
Team Exercise: A Negotiation Role Play 406
Internet Search Exercises 407
Case Incident: Working at ThinkLink 407
Integrative Video Case, Part Three, The Group-A
Coach for All Seasons: Effictive Group Behavior Can Be Learned 411
top

Chapter 14 Foundations of Organization Structure 412
What Is Organizational Structure? 413
From Concepts to Skills: Delegating Authority 421
Common Organizational Designs 422
New Design Options 425
Why Do Structures Differ? 429
Myth or Science? "Bureaucracy Is Dead" 434
Organizational Designs and Employee Behavior 434
Summary and Implications for Managers 436
Point/Counterpoint: The Case for Flexibility in Organizations Design 438
Questions for Review 439
Questions for Critical Thinking 439
Team Exercise: Authority Figures 439
Ethical Dilemma: Employee Monitoring: How Far Is Too Far? 440
Internet Search Exercises 440
Case Incident: Motorola Inc.: What Went Wrong? 441
Video Case: Urocor 441
Real OB Spans of Control-James Fripp Taco Bell
top

Chapter 15 Work Design and Technology 444
Conceptual Framworks for Analyzing Work Tasks 445
Myth or Science? "Everyone Wants a Challenging Job" 450
Technology and New Work Designs 450
Work Space Design 456
OB in the News: The Remaking of LLG 456
Work Redesign Options 459
From Concerpts to Skills: Designing Enriched Jobs 461
Work Schedule Options 462
Summary and Implications for Managers 466
Point/Counterpoint: Jobs Are Becoming Obsolete 467
Questions for Review 468
Questions for Critical Thinking 468
Team Exerciese: Analyzing and Redesigning Jobs 468
Internet Search Exercises 469
Cases Incident: One Man's Saturn Experience 469
Video Case: The King Company 470
top

Chapter 16 Human Resource Policies and Practices 474
Selection Practices 475
From Concepts to Skills: Selection Interviewing 478
Training and Development Programs 480
Performance Evaluation 485
The Union-Management Interface 494
Internatinal Humban Resource Practices: Selected Issues 496
Managing Diversity in Organizations 497
Summary and Implications for Managers 499
Point/Counterpoint: Layoffs Are an Indication of Management Failures 501
Questions for Rivew 502
Team Exercies: Evaluating Performance and Providing Feedback 502
Ethical Dilemma: What's the Right Balance Between Work and Family? 503
Internet Search Exercies 503
Case Incident: Is This Any Way to Run a Business? 503
Real OB Flexible Policies-Barbara Whittaker, GM
top

Chapter 17 Organizational Culture 508
Institutinalization: A Forerunner of Culture 509
What is Organizational Culture? 510
From Concepts to Skills: How to "Read" an Organizaiton's Culture 513
What Do Cultures Do? 515
Myth or Science? " Success Breeds Success" 517
Creating and Sustaining Culture 518
OB in the News: Learning the Disney CUlture 519
How Employees Learn CUlture 524
Matching People with CUltures 526
Point/Coutnerpoint: Organizational Cultures Can't Be Changed 530
Questions For Review 531
Questions for Critical Thinking 531
Team Exercies: Rate Your Classroom Culture 531
Ethical Dilemma: Cultural Factors and Unethical Behavior 532
Internet Search Exercises 533
Case Incident: Shaking Up P&G 533
Video Case: The Jagged Edge 534
Real OB Corporate Culture-Duke Rohlen, Blue CHalk Cafe´
Integrative Video Case, Part Four, The Organization Systems-It's Impossible Not To Do Your Work: Human Resource Practices at the Sanest Company in America 537
top

Chapter 18 Organizational Change and Stress Management 538
Forces for Change 540
Managing Planned Change 541
What Can Change Agents Change? 543
Resistance to Change 545
From Concepts to Skills: Assessing the Climate for CHange 550
Approaches to Managing Organizatinal Change 551
Contemporary Change Issues for Today's Managers 557
Work Stress and Its Management 563
OB in the News: Canadian Study Finds Demanding Job Plus Lack of Power Equals Stress 569
Summary and Implications for Managers 572
Point/Counterpoint: Managing Change is an Episodic Activity 574
Questions for Review 575
Questions for Critical Thinking 575
Team Exercise: The Beacon Aircraft Company 575
Internet Search Exercises 576
Case Incident: Wisconsin Art & Greetings 576
Video Case: Boardroom Incorporated 577
Real OB Changes and Stress-Barbara Whittaker, GM
Integrative Video Case, Part Five, Organizational Dynamics-SEE the Wind Blow at Waterford Crystal: Change and Innovation at the World's Finest Glassmaker 581
top

Appendix A: The Historical Evolution of Organizational Behavior 582
Appendix B: Research in Organizational Behavior 594
Illustration Credits
Name Index
top