Organizational Behavior: Wiley Plus Stand-alone (Wiley Plus Products) 7th edition

371 Pages·2007·3.33 MB·English

by  John Schermerhorn

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O
rganizational
Behavior
Seventh Edition
John R. Schermerhorn, Jr.
Ohio University
James G. Hunt
Texas Tech University
Richard N. Osborn
Wayne State University
ORGANIZATIONAL BEHAVIOR 7TH edition
Copyright 2002 © John Wiley & Sons, Inc. All rights reserved. Printed in the United States of
America. Except as permitted under the United States Copyright Act of 1976, no part of this
publication may be reproduced or distributed in any form or by any means, or stored in a data base
retrieval system, without prior written permission of the publisher.
ISBN 0-471-22819-2 (ebook)
0-471-42063-8 (print version)
Brief Contents
Management Challenges of High Performance
SECTION ONE 1 SECTION FOUR 171
Organizations 81
Organizational Behavior Today 3 Illustrative Case: Creating a High Performance Power 173
Learning About Organizational Behavior 5 Organization 84 Empowerment 181
Organizations as Work Settings 7 Groups in Organizations 87 Organizational Politics 183
Organizational Behavior and Management 9 Stages of Group Development 90 Political Action and the Manager 186
Ethics and Organizational Behavior 12 Input Foundations of Group Effectiveness 92 The Nature of Communication 190
Workforce Diversity 15 Group and Intergroup Dynamics 95 Essentials of Interpersonal Communication
Demographic Differences 17 Decision Making in Groups 96 192
Aptitude and Ability 18 High Performance Teams 100 Communication Barriers 195
Personality 19 Team Building 103 Organizational Communication 197
Personality Traits and Classifications 21 Improving Team Processes 105 Communication and the High Performance
Workplace 200
Values and Attitudes 27 Teams and the High Performance Workplace
110
Managing Diversity and Individual Differences Footnotes 203
31 Decision Making Process 114 Source Notes 204
The Perceptual Process 32 Decision Making Models 115
Common Perceptual Distortions 37 Intuition, Judgment, and Creativity 118 SECTION FIVE 205
Managing the Perceptual Process 40 Managing the Decision-Making Process 120
Organizational Behavior and Globalization
Attribution Theory 41 Technology, Culture, and Ethics in Decision 207
Making 124
The Concept of Organizational Culture 43 Cultures and Cultural Diversity 209
Conflict 127
Observable Aspects of Organizational Culture Globalization and People at Work 214
48 Managing Conflict 130
A Global View of Organizational Learning
Values and Organizational Culture 49 Negotiation 135 219
Managing Organizational Culture 52 Negotiation Strategies 137 Technology and Job Design 220
Organizational Development Process and Footnotes 140 Goal Setting and Job Design 222
Applications 54
Source Notes 144 Alternative Work Arrangements 225
Change in Organizations 59
Organizational Design and Size 228
Planned Change Strategies 62 SECTION THREE 145 Operations Technology and Organizational
Resistance to Change 64 Design 229
What Is Motivation? 147
Information Technology and Organizational
Footnotes 67 Reinforcement 148
Design 231
Source Notes 71 Content Theories of Motivation 155
Environment and Organizational Design
Process Theories 159 234
SECTION TWO 73
Integrating the Motivation Theories 162 Strategy and Organizational Design 237
High Performance Context of Organizational Dynamics of Stress 165
Footnotes 238
Behavior 75
Footnotes 168 Source Notes 241
What is a High Performance Organization? 78
Source Notes 169
iv
(cid:2) Brief Contents
THE OB SKILLS WORKBOOK 243 CASE 13Motorola: Is a High Organizations Alive! 324
Performance Culture Enough? Fast Food Technology 325
David S. Chappell 287 Alien Invasion 326
The Collection 245
CASE 14Perot Systems: Can a High Interview a Leader 327
ARTICLE 1 The Company of the Performance Company Have a Leadership Skills Inventories
Future Robert B. Reich 245 Human Side? 289 328
ARTICLE 2 Life In The Fast Lane CASE 15Power or Empowerment at Leadership and Participation in
Chuck Salter 252 GM? Aneil Mishra, Karen Mishra, Decision Making 329
ARTICLE 3 Danger: Toxic Company and Kim Cameron 293 My Best Manager: Revisited 330
Alan M. Webber 255 CASE 16The Poorly Informed Walrus Active Listening 331
ARTICLE 4 Learning for a Change Barbara McCain 296 Upward Appraisal 331
Alan M. Webber 258 CASE 17Johnson and Johnson: "360" Feedback 332
Futuristic Decision Making Role Analysis Negotiation 332
Cases for Critical David S. Chappell 297 Lost at Sea 333
Thinking 265 CASE 18American Airlines David S. Entering the Unknown 334
Chappell 299 Vacation Puzzle 335
CASE 1Drexler’s Bar-B-Que
CASE 19The New Vice President The Ugli Orange 336
Forest F. Aven, Jr., V. Jean Ramsey
303 Force-Field Analysis 336
265
CASE 2Sun Microsystems: Experiential Exercises 306 Self-Assessment
"We’re the dot in .com"
Inventories 338
David S. Chappell 267 My Best Manager 306
CASE 3Crossing Borders Graffiti Needs 307 Managerial Assumptions 338
Bernardo M. Ferdman, My Best Job 307 A 21st-Century Manager 339
Plácida I. Gallegos and the Kaleel What Do You Value in Work? Turbulence Tolerance Test 340
Jamison Consulting Group, Inc. 270 307 Global Readiness Index 341
CASE 4Never on a Sunday My Asset Base 308 Personal Values 342
Anne C. Cowden 272 Expatriate Assignments 309 Intolerance for Ambiguity 343
CASE 5MAGREC, Inc. Mary McGarry, Cultural Cues 311 Two-Factor Profile 345
Barry R. Armandi 273 Prejudice in Our Lives 312 Are You Cosmopolitan? 345
CASE 6It Isn’t Fair Barry R. Armandi How We View Differences 313 Group Effectiveness 346
275 Alligator River Story 313 Organizational Design Preference
CASE 7Amoco’s Global Human Teamwork & Motivation 314 347
Resource Systems The Downside of Punishment Which Culture Fits You? 347
Ellen Ernst Kossek 277 315 Least Preferred Coworker Scale
CASE 8I’m Not in Kansas Anymore Annual Pay Raises 316 348
Anne C. Cowden 279 Tinker Toys 317 Leadership Style 349
CASE 9The Forgotten Group Job Design Preferences 318 "TT" Leadership Style 350
Member Franklin Ramsoomair My Fantasy Job 319 Empowering Others 351
280 Eggsperiential Exercises 319 Machiavellianism 352
CASE 10NASCAR’s Racing Teams Scavenger Hunt – Team Building Personal Power Profile 353
David S. Chappell 281 320 Your Intuitive Ability 354
CASE 11First Community Financial Work Team Dynamics 321 Decision-Making Biases 355
Mark Osborn 284 Identifying Group Norms 321 Conflict Management Styles 356
CASE 12Mission Management and Workgroup Culture 322 Your Personality Type 357
Trust Mark Osborn 285 The Hot Seat 323 Time Management Profile 358
Contents
Personality Traits and Classifications 21
SECTION ONE 1
Social Traits 22
Organizational Behavior Today 3 Personal Conception Traits 22
What Is Organizational Behavior? 3 Locus of Control 22
Shifting Paradigms of Organizational Behavior 3 Authoritarianism/Dogmatism 23
Organizational Behavior and Diversity 4 Machiavellianism 24
Self-Monitoring 25
Learning About Organizational Behavior 5
Emotional Adjustment Traits 25
Organizational Behavior and the Learning Imperative 5
Type A and Type B Orientation 25
Scientific Foundations of Organizational Behavior 5
Personality and Self-Concept 26
Interdisciplinary Body of Knowledge 5
Use of Scientific Methods 6 Values and Attitudes 27
Focus on Application 6 Values 27
Contingency Thinking 6 Sources and Types of Values 27
Patterns and Trends in Values 29
Organizations as Work Settings 7
Attitudes 29
Purpose, Mission, and Strategies 7
Attitudes and Behavior 30
People and Work Systems 8
Attitudes and Cognitive Consistency 31
Organizational Behavior and Management 9
Managing Diversity and Individual Differences 31
The Nature of Managerial Work 9
The Perceptual Process 32
The Management Process 9
Factors Influencing the Perceptual Process 33
Managerial Roles and Networks 10
The Perceiver 33
Managerial Skills and Competencies 11
The Setting 33
Technical Skills 11
The Perceived 34
Human Skills 12
Stages of the Perceptual Process 34
Conceptual Skills 12
Attention and Selection 35
Ethics and Organizational Behavior 12
Organization 35
Ways of Thinking About Ethical Behavior 12
Interpretation 36
Ethical Dilemmas in the Workplace 13
Retrieval 36
Organizational Social Responsibility 14
Response to the Perceptual Process 36
Work and the Quality of Life 14
Common Perceptual Distortions 37
Workforce Diversity 15
Stereotypes or Prototypes 37
Equal Employment Opportunity 16
Halo Effects 38
Managing Diversity 16
Selective Perception 38
Demographic Differences 17 Projection 38
Gender 17 Contrast Effects 39
Age 17 Self-Fulfilling Prophecy 39
Able-Bodiedness 18 Managing the Perceptual Process 40
Racial and Ethnic Groups 18
Impression Management 40
Aptitude and Ability 18 Distortion Management 40
Personality 19 Attribution Theory 41
Personality Determinants and Development 19 Attribution Errors 42
vi
(cid:2) Contents
Attributions Across Cultures 42
SECTION TWO 73
The Concept of Organizational Culture 43
Functions and Components of Organizational Culture 43 High Performance Context of Organizational Behavior 75
External Adaptation 43 OB and Changing Customer Expectations 75
Internal Integration 44 OB and the Changing Workforce 75
Dominant Culture, Subcultures, and Countercultures 45 OB and Changing Organizations 77
Importing Subcultures 46
What is a High Performance Organization? 78
Valuing Cultural Diversity 46
Emphasis on Intellectual Capital 78
Levels of Cultural Analysis 47
Key Components of High Performance Organizations 79
Observable Aspects of Organizational Culture 48 Employee Involvement 79
Stories, Rites, Rituals, and Symbols 48 Self-Directing Work Teams 79
Cultural Rules and Roles 49 Integrated Production Technologies 80
The Evolution of Shared Meanings from Observable Culture 49 Organizational Learning 80
Values and Organizational Culture 49 Total Quality Management 80
Management Philosophy 50 Management Challenges of High Performance Organizations 81
Organizational Myths 50
Environmental Linkages 81
National Culture Influences 51
Internal Integration 81
Managing Organizational Culture 52 Middle Manager Roles 82
Building, Reinforcing, and Changing Culture 52 High Level Leadership 83
Continuous Cultural Development 53 Greenfield Sites Versus Redesigns 83
Organizational Development Process and Applications 54 Illustrative Case: Creating a High Performance Organization 84
Underlying Assumptions of OD 54 Change Leadership 84
Shared Values and Principles Underlying OD 55 Total Systems Commitment 85
Action Research Foundations of OD 55 Implementation Processes 85
Organizational Development Interventions 56
Groups in Organizations 87
Organizationwide Interventions 56
What Is an Effective Group 87
Group and Intergroup Interventions 58
Unique Contributions of Groups 87
Individual Interventions 58
Formal Groups 89
OD and the Continuous Cultural Evolution 59
Informal Groups 90
Change in Organizations 59
Stages of Group Development 90
Planned and Unplanned Change 60
Forming Stage 90
Organizational Forces and Targets for Change 60
Storming Stage 90
Phases of Planned Change 61
Norming Stage 91
Unfreezing 61
Performing Stage 91
Changing 62
Adjourning Stage 92
Refreezing 62
Input Foundations of Group Effectiveness 92
Planned Change Strategies 62
Tasks 93
Force—Coercion 62
Goals, Rewards, and Resources 93
Rational Persuasion 63
Technology 93
Shared Power 64
Membership Characteristics 94
Resistance to Change 64
Group Size 95
Why People Resist Change 64
Group and Intergroup Dynamics 95
Resistance to the Change Itself 65
What Goes on within Groups 95
Resistance to the Change Strategy 65
What Goes on between Groups 96
Resistance to the Change Agent 65
How to deal with Resistance 65 Decision Making in Groups 96
How Groups Make Decisions 97
Footnotes 67 Assets and Liabilities of Group Decision Making 98
Source Notes 71 Groupthink 98
vii
Contents (cid:2)
How to Improve Group Decision Making 99 Functional and Dysfunctional Conflicts 128
Brainstorming 99 Culture and Conflict 129
Nominal Group Technique 99 Managing Conflict 130
Delphi Technique 100 Stages of Conflict 130
Computer-Mediated Decision Making 100 Causes of Conflict 131
High Performance Teams 100 Indirect Conflict Management Approaches 132
Types of Teams 100 Reduced Interdependence 132
The Nature of Teamwork 101 Appeals to Common Goals 132
Diversity and Team Performance 102 Hierarchical Referral 133
Team Building 103 Altering Scripts and Myths 133
Direct Conflict Management Approaches 133
How Team Building Works 103
Lose—Lose Conflict 134
Approaches to Team Building 104
Win—Lose Conflict 134
Improving Team Processes 105
Win—Win Conflict 135
New Member Problems 105
Negotiation 135
Task and Maintenance Leadership 105
What is Negotiation? 135
Roles and Role Dynamics 106
Negotiation Goals and Outcomes 135
Positive Norms 107
Ethical Aspects of Negotiation 136
Team Cohesiveness 108
Organizational Settings for Negotiation 136
Conformity to Norms 109
Culture and Negotiation 136
Influencing Cohesiveness 109
Negotiation Strategies 137
Teams and the High Performance Workplace 110
Distributive Negotiation 137
Problem-Solving Teams 110
Integrative Negotiation 138
Cross-Functional Teams 111
How to Gain Integrative Agreements 138
Virtual Teams 111
Attitudinal Foundations 139
Self-Managing Teams 112
Behavioral Foundations 139
How Self-Managing Teams Work 112
Information Foundations 139
Operational Implications of Self-Managing Teams 113
Common Negotiation Pitfalls 139
Decision Making Process 114
Third-Party Roles in Negotiation 140
Decision Environments 114
Types of Decisions 115 Footnotes 140
Decision Making Models 115 Source Notes 144
Classical and Behavioral Decision Theory 116
The Garbage Can Model 117
SECTION THREE 145
Decision Making Realities 118
Intuition, Judgment, and Creativity 118 What Is Motivation 147
Judgmental Heuristics 119 Reinforcement, Content, and Process Theories 147
Creativity Factors 120 Motivation Across Cultures 147
Managing the Decision-Making Process 120 Reinforcement 148
Choosing Problems to Address 121 Classical and Operant Conditioning 148
Deciding Who Should Participate 121 Reinforcement Strategies 150
Knowing When to Quit – Eliminating Escalating Commitments 123 Positive Reinforcement 150
Technology, Culture, and Ethics in Decision Making 124 Negative Reinforcement (Avoidance) 152
Information Technology and Decision Making 124 Punishment 153
Cultural Factors and Decision Making 125 Extinction 153
Ethical Issues and Decision Making 126 Summary of Reinforcement Strategies 153
Conflict 127 Reinforcement Perspectives: Usage and Ethical Issues 154
Types of Conflict 127 Content Theories of Motivation 155
Levels of Conflict 127 Hierarchy of Needs Theory 155
viii
(cid:2) Contents
ERG Theory 156 Redirecting Responsibility 185
Acquired Needs Theory 157 Defending Turf 186
Two-Factor Theory 157 Political Action and the Manager 186
Process Theories 159 Political Action and Subunit Power 187
Equity Theory 159 Political Action in the Chief Executive Suite 187
Expectancy Theory 160 Resource Dependencies 188
Organizational Governance 188
Integrating the Motivation Theories 162
Job Satisfaction 162 The Nature of Communication 190
Job Satisfaction, Retention and Performance 163 The Communication Process 190
Argument: Satisfaction Causes Performance 163 Feedback and Communication 192
Argument: Performance Causes Satisfaction 163 Essentials of Interpersonal Communication 192
Argument: Rewards Cause Both Satisfaction and Effective and Efficient Communication 192
Performance 164 Nonverbal Communication 193
Integrated Model of Motivation 164 Active Listening 194
Dynamics of Stress 165 Communication Barriers 195
Sources of Stress 165 Physical Distractions 195
Work-Related Stressors 165 Semantic Problems 195
Nonwork and Personal Stressors 166 Mixed Messages 196
Stress and Performance 166 Cultural Differences 196
Stress and Health 167 Absence of Feedback 196
Stress Management 167 Status Effects 197
Organizational Communication 197
Footnotes 168
Formal and Informal Channels 197
Source Notes 169
Communication Flows and Directions 198
Communication Networks 199
SECTION FOUR 171 Communication and the High Performance Workplace 200
Changing Technologies 201
Power 173 Complex Social Context 202
Position Power 173
Personal Power 174 Footnotes 203
Acquiring and Using Power and Influence 175 Source Notes 204
Building Position Power 175
Building Personal Power 176
SECTION FIVE 205
Combined Building of Position and Personal Power 176
Turning Power into Relational Influence 177 Organizational Behavior and Globalization 207
Power, Formal Authority, and Obedience 178 A Global Economy 207
The Milgram Experiments 178 Regional Economic Alliances 208
Obedience and the Acceptance of Authority 179 Global Quality Standards 209
Obedience and the Zone of Indifference 180 Global Managers 209
Empowerment 181 Cultures and Cultural Diversity 209
The Power Keys to Empowerment 181 Popular Dimensions of Culture 210
Changing Position Power 182 Language 210
Expanding the Zone of Indifference 182 Time Orientation 210
Power as an Expanding Pie 182 Use of Space 211
Organizational Politics 183 Religion 211
The Two Traditions of Organizational Politics 183 Values and National Cultures 212
The Double-Edged Sword of Organizational Politics 184 Understanding Cultural Differences 213
Organizational Politics and Self-Protection 184 Globalization and People at Work 214
Avoidance 185 Multinational Employers 215
ix
Contents (cid:2)
Multicultural Workforces 215 Money Makes It Mutual 246
Expatriate Work Assignments 216 Mission Makes a Difference 247
Ethical Behavior Across Cultures 217 Learning Makes You Grow 248
Fun Makes It Fresh 249
A Global View of Organizational Learning 219
Pride Makes It Special 250
Are Management Theories Universal? 219
Balance Makes It Sustainable 250
Best Practices Around the World 220
The 21st-Century Company 252
Technology and Job Design 220 ARTICLE 2 Life In The Fast Lane Chuck Salter 252
Automation and Robotics 220 It Sounds a Lot Like Auto Racing 252
Flexible Manufacturing Systems 221 New Teams Should Do Things in New Ways 253
Electronic Offices 221 You Win as a Team 253
Work-Flow and Process Reengineering 222 Push for Perfection – but Accept Imperfection 254
To Speed Up, Slow Down 254
Goal Setting and Job Design 222
Don’t Strut Your Stuff 254
Goal Setting Theory 222
To Win the Race, Drive by Different Rules 254
Goal Setting Guidelines 222
Face Down Your Toughest Competitor: Success 255
Goal Setting and MBO 224 ARTICLE 3 Danger: Toxic Company Alan M. Webber 255
Alternative Work Arrangements 225 The One Guaranteed Way to Get a 30% to 40% Productivity
Compressed Work Weeks 225 Gain 255
“Welcome to the Toxic Workplace! We Fire at Will!” 256
Flexible Working Hours 225
A Place Where People Come to Work to Get Rich Enough to
Job Sharing 226
Quit 256
Work at Home and the Virtual Office 227
Toxic Flextime: "Work any 18 Hours You Want." 256
Part-Time Work 227
What’s the Difference Between a Factor of Production and a
Organizational Design and Size 228 Human Being? 256
The Simple Design for Smaller Units and Firms 228 If Your Company Is So Great, Why Doesn’t Anyone Want to
Operations Technology and Organizational Design 229 Work There? 256
Which is Better Business – Paying Signing Bonuses or Treating
Thompson’s View of Technology 229
People Right? 257
Woodward’s View of Technology 230
When You Look at Your People, What Do You See – Expenses
Where Operations Technology Dominates: The Adhocracy 230
or Assets? 257
Information Technology and Organizational Design 231 Why Nothing Changes #1: Wishing Doesn’t Make It So
Information Technology as a Substitute 231 257
Information Technology as a Capability for Learning 232 Why Nothing Changes #2: Memory Is No Substitute for
Information Technology as a Strategic Capability 233 Thinking 258
How to Make Something Change: Start with You 258
Environment and Organizational Design 234
ARTICLE 4 Learning for a Change Alan M. Webber 258
Environmental Complexity 235
What’s Your Assessment of the Performance of Large-Scale
Environmental Richness 235 Change Efforts over the Past Decade? 259
Environmental Interdependence 236 Why Haven’t There Been More Successful Change Efforts?
Uncertainty and Volatility 236 259
Using Alliances Where Environmental Factors Dominate 236 So What Is the Deeper Explanation for the Failure of
Corporate Change Efforts? 259
Strategy and Organizational Design 237
What Implications Does a Machine Mind-Set Have for
Competency-Based Strategies 238
Companies that Seek to Undergo Change? 260
Footnotes 238 Where, Specifically, Does the Mechanical Approach Go
Wrong in Effecting Change? 260
Source Notes 241
What Happens When You See a Company as a Part of
Nature? 260
How Does Challenging the Idea of the Hero-Leader Promote
THE OB SKILLS WORKBOOK 243
Change? 261
If the Idea of the Hero-Leader Takes Us in the Wrong
The Collection 245
Direction, What’s the Right Direction? 261
ARTICLE 1 The Company of the Future Robert B. Reich What’s the Best Way to Begin Creating Change? 262
245 After a Pilot Group Forms, What Are the Next Steps? 262