Schermerhorn OB, TOC

ORGANIZATIONALBEHAVIOR

EXPERIENCE | GROW | CONTRIBUTE

T W E L F T H E D I T I O N

SCHERMERHORN OSBORN HUNT UHL-BIEN

xviii

brief contents

1 Introducing Organizational Behavior 3

2 Individual Differences, Values, and Diversity 25

3 Emotions, Attitudes, and Job Satisfaction 53

4 Perception, Attribution, and Learning 75

5 Motivation Theories 101

6 Motivation and Performance 121

7 Teams in Organizations 145

8 Teamwork and Team Performance 169

9 Decision Making and Creativity 195

10 Confl ict and Negotiation 219

11 Communication and Collaboration 241

12 Power and Politics 263

13 Leadership Essentials 291

14 Leadership Challenges and Organizational Change 319

15 Organizational Culture and Innovation 347

16 Organizational Goals and Structures 373

17 Strategy, Technology, and Organizational Design 399

Learning Style Inventory W-9Student Leadership Practices Inventory W-13Self-Assessment Portfolio W-33Team and Experiential Exercises W-55Cases for Critical Thinking W-99

Research Methods in OB

part 1 Organizational Behavior Today

part 2 Individual Behavior and Performance

part 3 Teams and Teamwork

part 4 Infl uence Processes and Leadership

part 5 Organizational Context

OB Skills Workbook

OB Module Online

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xix

contents

part 1 Organizational Behavior Today

1 Introducing Organizational Behavior 3Introducing Organizational Behavior 4

Why Organizational Behavior Is Important 4Scientifi c Foundations of Organizational Behavior 4Organizational Behavior in a Changing World 6

Organizations as Work Settings 8Organizational Behavior in Context 9Organizational Environments and Stakeholders 9Diversity and Multiculturalism 10

Management and Leadership 11Managerial Activities and Roles 12Managerial Skills 13Leadership in Organizations 14Ethical Management and Leadership 16

Learning about Organizational Behavior 17Learning from Experience 18Learning Styles 18Learning Guide to Organizational Behavior 12/E 19

Chapter 1 Study Guide 20

part 2 Individual Behavior and Performance

2 Individual Differences, Values, and Diversity 25

Individual Differences 26Self-Awareness and Awareness of Others 26Components of Self 26Nature versus Nurture 27

Personality 29Big Five Personality Traits 29Social Traits 29Personal Conception Traits 31Emotional Adjustment Traits 34

Personality and Stress 35Sources of Stress 35Outcomes of Stress 36Managing Stress 37

Values 38Sources of Values 38Personal Values 39Cultures Values 40

Diversity 42Importance of Diversity 42Types of Diversity 42Challenges in Managing Diversity 47


3 Emotions, Attitudes, and Job Satisfaction 53

Understanding Emotions and Moods 54The Nature of Emotions 54Emotional Intelligence 54Types of Emotions 56The Nature of Moods 56

How Emotions and Moods Infl uence Behavior 57Emotion and Mood Contagion 58Emotional Labor 58Cultural Aspects of Emotions and Moods 59Emotions and Moods as Affective Events 60

How Attitudes Infl uence Behavior 60Components of Attitudes 61Linking Attitudes and Behavior 62Attitudes and Cognitive Consistency 62Types of Job Attitudes 62

Job Satisfaction and Its Importance 63Components of Job Satisfaction 64Job Satisfaction Trends 65How Job Satisfaction Infl uences Work Behavior 66Linking Job Satisfaction and Job Performance 67


4 Perception, Attribution, and Learning 75

The Perception Process 76Factors Infl uencing Perception 76Information Processing and the Perception Process 78Perception, Impression Management, and Social

Media 80

Common Perceptual Distortions 81Stereotypes 81Halo Effects 83Selective Perception 83Projection 84

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xx Contents

Contrast Effects 84Self-Fulfi lling Prophecies 85

Perception, Attribution, and Social Learning 86Importance of Attributions 86Attribution Errors 87Attribution and Social Learning 87

Learning by Reinforcement 89Operant Conditioning and the Law of Effect 89Positive Reinforcement 90Negative Reinforcement 94Punishment 94Extinction 94Reinforcement Pros and Cons 95


5 Motivation Theories 101

What Is Motivation? 102Motivation Defi ned 102Types of Motivation Theories 102

Needs Theories of Motivation 103Hierarchy of Needs Theory 103ERG Theory 104Acquired Needs Theory 104Two-Factor Theory 106

Equity Theory of Motivation 107Equity and Social Comparisons 107Equity Theory Predictions and Findings 108Equity and Organizational Justice 109

Expectancy Theory of Motivation 111Expectancy Terms and Concepts 111Expectancy Theory Predictions 111Expectancy Implications and Research 112

Goal-Setting Theory of Motivation 112Motivational Properties of Goals 113Goal-Setting Guidelines 113Goal Setting and the Management Process 115


6 Motivation and Performance 121

Motivation and Rewards 122Integrated Model of Motivation 122Intrinsic and Extrinsic Rewards 122Pay for Performance 124

Motivation and Performance Management 127Performance Management Process 127

Performance Measurement Methods 128Performance Measurement Errors 131

Motivation and Job Design 131Scientifi c Management 132Job Enlargement and Job Rotation 133Job Enrichment 133Job Characteristics Model 134

Alternative Work Schedules 136Compressed Workweeks 137Flexible Working Hours 137Job Sharing 138Telecommuting 138Part-Time Work 138


part 3 Teams and Teamwork

7 Teams in Organizations 145

Teams in Organizations 146Teams and Teamwork 146What Teams Do 147Organizations as Networks of Teams 147Cross-Functional and Problem-Solving

Teams 149Self-Managing Teams 150Virtual Teams 151

Team Effectiveness 152Criteria of an Effective Team 152Synergy and Team Benefi ts 153Social Facilitation 153Social Loafi ng and Team Problems 153

Stages of Team Development 156Forming Stage 156Storming Stage 156Norming Stage 157Performing Stage 157Adjourning Stage 158

Understanding Teams at Work 158Open Systems Model of Teams 158Team Resources and Setting 159Nature of the Team Task 160Team Size 160Membership Composition of the Team 161Diversity and Team Performance 162Team Processes 164


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Contents xxi

8 Teamwork and Team Performance 169

High Performance Teams 170Characteristics of High-Performance

Teams 170The Team-Building Process 171Team-Building Alternatives 172

Improving Team Processes 173Entry of New Members 174Task and Maintenance Leadership 174Roles and Role Dynamics 175Team Norms 176Team Cohesiveness 179Inter-Team Dynamics 180

Improving Team Communications 182Communication Networks 183Proxemics and Use of Space 184Communication Technologies 184

Improving Team Decisions 185Ways Teams Make Decisions 185Assets and Liabilities of Team Decisions 187Groupthink Symptoms and Remedies 188Team Decision Techniques 189


9 Decision Making and Creativity 195

The Decision-Making Process 196Steps in Decision Making 196Ethical Reasoning and Decision Making 197Types of Decisions 200Decision Environments 201Risk Management in Decision Making 202

Decision-Making Models 202Classical Decision Model 203Behavioral Decision Model 203Systematic and Intuitive Thinking 204

Decision-Making Traps and Issues 205Judgmental Heuristics 205Decision Biases 206Knowing When to Decide 206Knowing Who to Involve 207Knowing When to Quit 209

Creativity in Decision Making 211Stages of Creative Thinking 211Personal Creativity Drivers 212Team Creativity Drivers 212


10 Confl ict and Negotiation 219

Confl ict in Organizations 220Types of Confl ict 220Levels of Confl ict 220Functional and Dysfunctional Confl ict 222Culture and Confl ict 223

Confl ict Management 224Stages of Confl ict 224Hierarchical Causes of Confl ict 225Contextual Causes of Confl ict 225Indirect Confl ict Management

Strategies 226Direct Confl ict Management Strategies 228

Negotiation 230Negotiation Goals and Outcomes 230Ethical Aspects of Negotiation 232Organizational Settings for Negotiation 232

Negotiation Strategies 232Approaches to Distributive

Negotiation 233How to Gain Integrative Agreements 234Common Negotiation Pitfalls 235Third-Party Roles in Negotiation 235


part 4 Infl uence Processes and Leadership

11 Communication and Collaboration 241

The Nature of Communication 242The Communication Process 242Feedback and Communication 243Nonverbal Communication 244

Interpersonal Communication 245Communication Barriers 245Active Listening 246Cross-Cultural Communication 248

Organizational Communication 251Communication Channels 251Communication Flows 252Status Effects 255

Collaborative Work Environments 255Collaboration Technologies 255Interactional Transparency 256Supportive Communication Principles 257


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xxii Contents

12 Power and Politics 263

Power and Infl uence 264Interdependence, Legitimacy, and Power 264Obedience 265Acceptance of Authority and the Zone of Indifference 266

Sources of Power and Infl uence 268Position Power 268Personal Power 270Power and Infl uence Capacity 272Relational Infl uence Techniques 274

Empowerment 275Keys to Empowerment 275Power as an Expanding Pie 276From Empowerment to Valuing People 277

Organizational Politics 278Traditions of Organizational Politics 278Politics of Self-Protection 281Politics and Governance 283


13 Leadership Essentials 291

Leadership 292Managers versus Leaders 292Trait Leadership Perspectives 293Behavioral Leadership Perspectives 294

Situational Contingency Leadership 296Fiedler’s Leadership Contingency View 296Path-Goal View of Leadership 300Hersey and Blanchard Situational Leadership

Model 301Substitutes for Leadership 304

Follower-Centered Approaches 305Implicit Leadership Theories (ILTs) 305Implicit Followership Theories 307

Inspirational and Relational Leadership Perspectives 309

Charismatic Leadership 309Transactional and Transformational

Leadership 310Leader—Member Exchange Theory 313


14 Leadership Challenges and Organizational Change 319

Moral Leadership 320Authentic Leadership 320

Spiritual Leadership 320Servant Leadership 322Ethical Leadership 323

Shared Leadership 324Shared Leadership in Work Teams 324Shared Leadership and Self-Leadership 326

Leadership across Cultures 327The GLOBE Perspective 328Leadership Aspects and Culture 329Culturally Endorsed Leadership Matches 330Universally Endorsed Aspects of Leadership 331

Leading Organizational Change 332Contexts for Leadership Action 332Leaders as Change Agents 335Planned Change Strategies 338Resistance to Change 339


part 5 Organizational Context

15 Organizational Culture and Innovation 347

Organizational Culture 348Functions of Organizational Culture 348Subcultures and Countercultures 350National Culture and Corporate Culture 351

Understanding Organizational Cultures 353Layers of Cultural Analysis 353Stories, Rites, Rituals, and Symbols 354Cultural Rules and Roles 355Shared Values, Meanings, and Organizational

Myths 356

Innovation in Organizations 360The Process of Innovation 361Product and Process Innovations 362Balancing Exploration and Exploitation 364

Managing Organizational Culture and Innovation 365

Management Philosophy and Strategy 365Building, Reinforcing, and Changing Culture 366Tensions Between Cultural Stability

and Innovation 367


16 Organizational Goals and Structures 373

Organizational Goals 374Societal Goals 374

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Output Goals 375Systems Goals 375

Hierarchy and Control 377Organizations as Hierarchies 377Controls Are a Basic Feature 380Centralization and Decentralization 383

Organizing and Coordinating Work 384Traditional Types of Departments 385Coordination 388

Bureaucracy and Beyond 392Mechanistic Structures and the Machine

Bureaucracy 392Organic Structures and the Professional

Bureaucracy 393Hybrid Structures 393


17 Strategy, Technology, and Organizational Design 399

Strategy and Organizational Learning 400Strategy 400Organizational Learning 401Linking Strategy and Organizational Learning 403

Strategy and Organizational Design 404Organizational Design and Strategic Decisions 404Organizational Design, Age, and Growth 405Smaller Size and the Simple Design 406

Technology and Organizational Design 408Operations Technology and Organizational

Design 408

Adhocracy as a Design Option for Innovation and Learning 409

Information Technology and Organizational Design 411

Environment and Organizational Design 413Environmental Complexity 414Using Networks and Alliances 415

Strategic Leadership of the Whole Organization 416Strategic Leadership and the Challenges at Multiple

Levels 416Developing a Top-Management Team 417Using Top-Management Leadership Skills 419


OB Skills Workbook W-1

Learning Style Inventory W-9

Student Leadership Practices Inventory W-13

Self-Assessment Portfolio W-33

Team and Experiential Exercises W-55

Cases for Critical Thinking W-99

Glossary G-1

Self-Test Answers ST-1

Notes N-1

Photo Credits PC-1

Organization Index OI-1

Name Index NI-1

Subject Index SI-1

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Documents

Schermerhorn OB, TOC