Organizational Behavior: Human Behavior at Work PDF
Preview Organizational Behavior: Human Behavior at Work
Organizational Behavior Human Behavior at Work Organizational Behavior Human Behavior at Work Twelfth Edition John W. Newstrom, Ph.D. University of Minnesota Duluth Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto ORGANIZATIONAL BEHAVIOR: HUMAN BEHAVIOR AT WORK Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2007by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 CCW/CCW 0 9 8 7 6 ISBN-13: 978-0-07-287546-1 ISBN-10: 0-07-287546-1 Editorial director:John E. Biernat Executive editor:John Weimeister Editorial assistant:Heather Darr Associate marketing manager:Margaret A. Beamer Senior media producer:Damian Moshak Senior project manager:Laura Griffin Senior production supervisor:Rose Hepburn Lead designer:Matthew Baldwin Media project manager:Joyce J. Chappetto Cover image:© Getty Images Typeface:10/12 Times Roman Compositor:Techbooks Printer:Courier Westford Library of Congress Cataloging-in-Publication Data Newstrom, John W. Organizational behavior: human behavior at work/John W. Newstrom, Keith Davis. p. cm. Includes bibliographical references and indexes. Contents: Fundamentals of organizational behavior—Motivation and reward systems—Leadership and empowerment—Individual and interpersonal behavior— Group behavior—Change and its effects—Emerging aspects of organizational behavior— Case problems. ISBN-13: 978-0-07-287546-1 (alk. paper) ISBN-10: 0-07-287546-1 (alk. paper) 1. Organizational behavior. 2. Industrial sociology. I. Davis, Keith. II. Title. HD58.7.D36 2007 302.3 5–dc22 2006041925 www.mhhe.com To the memory of Keith Davis—admired coauthor, gentle coach, and thoughtful friend—who gave me the opportunity and assistance vital to establishing a highly successful book-publishing career. To Jon L. Pierce—academic hero, productive coauthor, and close personal friend—who sets high standards for himself and others, delivers on his promises beyond expectations, provides wise counsel when asked, and has been a staunch supporter through thick and thin. About the Author John W. Newstrom University of Minnesota Duluth John W.Newstrom is a respected teacher, widely published author, and consultant to organizations in the areas of training and supervisory development. He is a Professor Emeritus of Management in the Management Studies Department of the Labovitz School of Business and Economics at the University of Minnesota Duluth (UMD). While there, he taught courses in managing change, training and development, organi- zational behavior and management, and interpersonal and group relations for nearly thirty years. He was previously on the faculty at Arizona State University (ASU), and he also worked at Honeywell Company. He holds bachelor’s, master’s, and Ph.D. degrees from the University of Minnesota. He has conducted training programs on a wide range of topics for organizations in the health care, steel, taconite mining, consumer products, gas transmission, public utility, and paper products industries as well as for city governments and federal agencies. Dr. Newstrom has published more than sixty professional and practitioner articles in periodicals such as Academy of Management Executive, Academy of Management Journal,Workforce,Personnel Journal,Human Resource Planning,Business Horizons, Training and Development, Journal of Management Development, California Manage- ment Review,S.A.M. Advanced Management Journal,Training,Supervisory Management, Journal of Management, Journal of Occupational Behavior, and Supervision; he has served on the editorial review boards for several management journals; and he is the coauthor of thirty-five books in various editions, including The Manager’s Bookshelf, Organizational Behavior, Supervision: Managing for Results, Transfer of Training, Games Trainers Play, Leaders and the Leadership Process, and The Big Book of Team Building Games. His administrative experiences include being chairperson of UMD’s Business Adminis- tration Department, director of the Center for Professional Development, acting director of ASU’s Bureau of Business and Economic Research, and chairperson of the Management Education and Development (MED) division of the Academy of Management. He has also served on (or as a strategic consultant to) the boards of directors of several organizations, such as the American Society for Training & Development, St. Louis County Heritage and Arts Center, United Developmental Achievement Center, Duluth-Superior Community Foundation, Riverwood Healthcare Center, and Arrowhead Food Bank. He has held mem- berships in the Academy of Management, Organizational Behavior Teaching Society, and the Society for Advancement of Management. Dr. Newstrom has received many awards in recognition of his innovative teaching and service to students and the community. He was the recipient of an Outstanding Reviewer Award from the MED division of the Academy of Management, the Outstanding Faculty Award from the UMD Student Association, the campus Outstanding Adviser Award, and several “favorite professor” recognition awards at UMD. His highest honor occurred when he was named a recipient of the Horace T. Morse-University of Minnesota Alumni Associ- ation Award for Outstanding Contributions to Undergraduate Education. Dr. Newstrom is also a member of the University of Minnesota’s prestigious Academy of Distinguished Teachers. On the personal side, John is married (to Diane, for over 40 years) and is the father of two college graduates (Scott and Heidi). He loves to hunt, work crossword and su- doku puzzles, bake Scandinavian pastries, drive his 1980 red MGB sportster, play golf, vi About the Author vii maintain contact with former students, conduct genealogical research, work outdoors at his cabin in northern Minnesota, spend quality time with family members and friends, play cribbage, and vacation in sunny climates. His favorite community service activities include being a frequent blood donor, coleader of a Paint-A-Thon team for painting the houses of low-income persons, hospice volunteer, and “big brother” to a young boy. John also sings bass in a barbershop quartet, the Northern Knights. He and his wife live in Aitkin, Minnesota, where he practices the fine art of “neoteny” (energetic and joyful living). Contents in Brief Preface xvi PART FIVE Group Behavior 275 PART ONE 12 Informal and Formal Groups 276 Fundamentals of Organizational 13 Teams and Team Building 302 Behavior 1 1 The Dynamics of People and PART SIX Organizations 2 Change and Its Effects 323 2 Models of Organizational Behavior 24 14 Managing Change 324 3 Managing Communications 44 15 Stress and Counseling 352 4 Social Systems and Organizational Culture 74 PART SEVEN Emerging Aspects of Organizational PART TWO Behavior 379 Motivation and Reward Systems 99 16 Organizational Behavior across 5 Motivation 100 Cultures 380 6 Appraising and Rewarding Performance 130 PART EIGHT Case Problems 403 PART THREE Leadership and Empowerment 157 GLOSSARY 454 7 Leadership 158 APPENDIX: PERSONAL 8 Empowerment and Participation 180 DEVELOPMENT PLAN 468 PART FOUR REFERENCES 471 Individual and Interpersonal Behavior 201 9 Employee Attitudes and Their NAME INDEX 488 Effects 202 10 Issues between Organizations and SUBJECT INDEX 493 Individuals 226 11 Interpersonal Behavior 252 viii Contents Preface xvi Chapter 2 Models of Organizational Behavior 24 PART ONE CHAPTER OBJECTIVES 24 FUNDAMENTALS OF An Organizational Behavior System 25 ORGANIZATIONAL BEHAVIOR 1 Elements of the System 25 Models of Organizational Behavior 28 Chapter 1 The Autocratic Model 31 The Dynamics of People and The Custodial Model 31 Organizations 2 The Supportive Model 33 The Collegial Model 34 CHAPTER OBJECTIVES 2 The System Model 35 Understanding Organizational Behavior 3 Conclusions about the Models 37 Definition 3 SUMMARY 39 Goals 4 Terms and Concepts for Review 40 Forces 4 Discussion Questions 40 Positive Characteristics of the Organizational Assess Your Own Skills 41 Behavior Field 6 Incident: The New Plant Manager 42 Fundamental Concepts 8 Experiential Exercise: The Rapid The Nature of People 9 Corporation 43 The Nature of Organizations 10 Generating OB Insights 43 Basic Approaches of This Book 12 WHATMANAGERSAREREADING 32, 37 A Human Resources (Supportive) Approach 12 ANETHICALISSUE 36 A Contingency Approach 13 MANAGINGACROSSNATIONALBOUNDARIES 38 A Results-Oriented Approach 13 ADVICETOFUTUREMANAGERS 40 A Systems Approach 15 Limitations of Organizational Behavior 16 Chapter 3 Behavioral Bias 16 Managing Communications 44 The Law of Diminishing Returns 17 Unethical Manipulation of People 17 CHAPTER OBJECTIVES 44 Continuing Challenges 18 Communication Fundamentals 45 Seeking Quick Fixes 18 The Importance of Communication 45 Varying Environments 19 The Two-Way Communication Process 46 SUMMARY 19 Potential Problems 49 Terms and Concepts for Review 19 Communication Barriers 50 Discussion Questions 20 Communication Symbols 51 Assess Your Own Skills 20 The Impact of Barriers on the Communication Incident: The Transferred Sales Process 54 Representative 21 Downward Communication 55 Experiential Exercise: Ethics in Organizational Prerequisites and Problems 55 Behavior 22 Communication Needs 56 Generating OB Insights 23 Upward Communication 57 WHATMANAGERSAREREADING 7, 11 Difficulties 58 ADVICETOFUTUREMANAGERS 18 Upward Communication Practices 59 ix x Contents Other Forms of Communication 62 Incident: Liberty Construction Company 97 Lateral Communication 62 Experiential Exercise: Role Perceptions of Students Electronic Communication 63 and Instructors 97 Informal Communication 65 Generating OB Insights 97 Features of the Grapevine 66 ANETHICSQUESTION 80 Rumor 67 WHATMANAGERSAREREADING 88 SUMMARY 68 ADVICETOFUTUREMANAGERS 94 Terms and Concepts for Review 69 Discussion Questions 69 PART TWO Assess Your Own Skills 70 MOTIVATION AND REWARD Incident: A Breakdown in Communications 71 SYSTEMS 99 Experiential Exercise: Communication Style 72 Generating OB Insights 72 Chapter 5 WHATMANAGERSAREREADING 48 Motivation 100 GLOBALCOMMUNICATIONPRACTICES 51 ANETHICALQUESTION 56 CHAPTER OBJECTIVES 100 DIVERSITYINCOMMUNICATIONS 59 A Model of Motivation 101 ADVICETOFUTUREMANAGERS 69 Motivational Drives 102 Achievement Motivation 102 Chapter 4 Affiliation Motivation 103 Power Motivation 103 Social Systems and Organizational Managerial Application of the Drives 103 Culture 74 Human Needs 103 CHAPTER OBJECTIVES 74 Types of Needs 104 Understanding a Social System 75 Maslow’s Hierarchy of Needs 105 Social Equilibrium 75 Herzberg’s Two-Factor Model 106 Functional and Dysfunctional Effects 76 Alderfer’s E-R-G Model 108 Psychological and Economic Contracts 76 Comparison of the Maslow, Herzberg, and Alderfer Social Culture 78 Models 109 Cultural Diversity 78 Behavior Modification 109 Social Culture Values 79 Law of Effect 109 Role 80 Alternative Consequences 110 Role Perceptions 80 Schedules of Reinforcement 112 Mentors 82 Interpreting Behavior Modification 112 Role Conflict 83 Goal Setting 113 Role Ambiguity 84 Elements of Goal Setting 113 Status 84 The Expectancy Model 115 Status Relationships 85 The Three Factors 115 Status Symbols 85 How the Model Works 116 Sources of Status 86 Interpreting the Expectancy Model 118 Significance of Status 87 The Equity Model 119 Organizational Culture 87 Interpreting the Equity Model 121 Characteristics of Cultures 88 Interpreting Motivational Models 122 Measuring Organizational Culture 90 SUMMARY 123 Communicating and Changing Culture 90 Terms and Concepts for Review 124 Fun Workplaces 93 Discussion Questions 124 SUMMARY 94 Assess Your Own Skills 125 Terms and Concepts for Review 95 Role-Play: The Downsized Firm 126 Discussion Questions 95 Incident: The Piano Builder 127 Assess Your Own Skills 95 Experiential Exercise: Are Grades Motivators? 128
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