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Test Bank for Understanding and Managing Organizational Behavior, 6th Edition: George

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Test Bank for Understanding and Managing Organizational Behavior, 6th Edition: George

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This book makes an authoritative and practical introduction to organizational behavior. It contains leading-edge coverage of topics and issues combined with a wealth of learning tools that help readers experience Organizational Behavior and guide them to becoming better managers. Chapter topics discuss individual differences: personality, ability, and job performance; work values, attitudes, moods, and emotions; perception, attribution, and the management of diversity; learning and creativity at work; pay, careers, and changing employment relationships; managing stress and work-life linkages; leadership; power, politics, conflict, and negotiation; communication flows and information technology; organizational culture and ethical behavior; and organizational change and development . For business professionals preparing for a career in management.

 

Table of Content:

  1. Chapter 1 Introduction to Organizational Behavior
  2. Outline
  3. Learning Objectives
  4. Overview
  5. What is Organizational Behavior?
  6. The Nature of Organizational Behavior
  7. Levels of OB
  8. OB and Management
  9. Managerial Functions
  10. Planning
  11. Organizing
  12. Leading
  13. Controlling
  14. Managerial Roles
  15. Managerial Skills
  16. Challenges for OB
  17. Challenge 1: The Changing Social and Cultural Environment
  18. Developing Organizational Ethics and Well-Being
  19. Dealing with a Diverse Workforce
  20. Fairness and Justice Challenge
  21. Decision-Making and Performance Challenge
  22. Flexibility Challenge
  23. Challenge 2: The Evolving Global Environment
  24. Understanding Global Differences
  25. Global Learning
  26. Global Crisis Management
  27. Challenge 3: Advancing Information Technology
  28. IT and Organizational Effectiveness
  29. IT, Creativity, and Organizational Learning
  30. Challenge 4: Shifting Work and Employment Relationships
  31. Summary
  32. Exercises in Understanding and Managing Organizational Behavior
  33. Questions for Discussion and Review
  34. Key Terms in Review
  35. OB: Increasing Self-Awareness Behavior in Organizations
  36. A Question of Ethics Ethical versus Unethical Behavior
  37. Small Group Break-Out Exercise Identifying an Open System
  38. Topic for Debate
  39. Experiential Exercise Ethical Issues in Globalization
  40. Closing Case How Jeff Bezos Manages At Amazon.com
  41. Questions for Discussion
  42. F. W. Taylor and Scientific Management
  43. The Work of Mary Parker Follett
  44. The Hawthorne Studies and Human Relations
  45. Theory X and Theory Y
  46. Theory X
  47. Theory Y
  48. Part 1 Individuals in Organizations
  49. Chapter 2 Individual Differences: Personality and Ability
  50. Outline
  51. Learning Objectives
  52. Overview
  53. The Nature of Personality
  54. Determinants of Personality: Nature and Nurture
  55. Personality and the Situation
  56. Personality: A Determinant of the Nature of Organizations
  57. The Big Five Model of Personality
  58. Extraversion
  59. Neuroticism
  60. Agreeableness
  61. Conscientiousness
  62. Openness to Experience
  63. Conclusions
  64. Other Organizationally Relevant Personality Traits
  65. Locus of Control
  66. Self-Monitoring
  67. Self-Esteem
  68. Type A and Type B Personalities
  69. Needs for Achievement, Affiliation, and Power
  70. How Personality Is Measured
  71. The Nature of Ability
  72. Cognitive Ability
  73. Physical Ability
  74. Where Do Abilities Come from and How Are They Measured?
  75. Emotional Intelligence: A Different Kind of Ability
  76. The Management of Ability in Organizations
  77. Selection
  78. Placement
  79. Training
  80. Summary
  81. Exercises in Understanding and Managing Organizational Behavior
  82. Questions for Discussion and Review
  83. Key Terms in Review
  84. OB: Increasing Self-Awareness Characteristics of People and Jobs
  85. A Question of Ethics
  86. Questions
  87. Small Group Break-Out Exercise Understanding Situational Influences
  88. Topic for Debate
  89. Experiential Exercise Individual Differences in Teams
  90. Objective
  91. Procedure
  92. Closing Case Mark Wilson Creates a Different Kind of Telemarketer
  93. Questions for Discussion
  94. Chapter 3 Values, Attitudes, and Moods and Emotions
  95. Outline
  96. Learning Objectives
  97. Overview
  98. Values, Attitudes, and Moods and Emotions
  99. The Nature of Values
  100. Work values
  101. Ethical values
  102. The Nature of Work Attitudes
  103. The Nature of Moods and Emotions
  104. Relationships between Values, Attitudes, and Moods and Emotions
  105. Job Satisfaction
  106. Determinants of Job Satisfaction
  107. Personality
  108. Values
  109. The work situation
  110. Social influence
  111. Theories of Job Satisfaction
  112. The Facet Model of Job Satisfaction
  113. Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
  114. The Discrepancy Model of Job Satisfaction
  115. The Steady-State Theory of Job Satisfaction
  116. Measuring Job Satisfaction
  117. Potential Consequences of Job Satisfaction
  118. Does Job Satisfaction Affect Job Performance?
  119. Absenteeism
  120. Turnover
  121. Organizational Citizenship Behavior
  122. Employee Well-Being
  123. Organizational Commitment
  124. Determinants of Affective Commitment
  125. Potential Consequences of Affective Commitment
  126. Summary
  127. Exercises in Understanding and Managing Organizational Behavior
  128. Questions for Discussion and Review
  129. Key Terms in Review
  130. OB: Increasing Self-Awareness Understanding Your Own Experience of Work
  131. A Question of Ethics
  132. Questions
  133. Small Group Break-Out Exercise Identifying Unethical behavior
  134. Topic for Debate
  135. Experiential Exercise Promoting Organizational Citizenship Behavior
  136. Objective
  137. Procedure
  138. Closing Case PAETEC’s Values Lead to a Satisfied and Committed Workforce
  139. Questions for Discussion
  140. Chapter 4 Perception, Attribution, and the Management of Diversity
  141. Outline
  142. Learning Objectives
  143. Overview
  144. The Nature of Perception
  145. Motivation and Performance
  146. Fairness and Equity
  147. Ethical Action
  148. Characteristics of the Perceiver
  149. Schemas: The Perceiver’s Knowledge Base
  150. Are schemas functional?
  151. Stereotypes: An example of a dysfunctional schema
  152. The Perceiver’s Motivational State
  153. The Perceiver’s Mood
  154. Characteristics of the Target and Situation
  155. Ambiguity of the Target
  156. Social Status of the Target
  157. Impression Management by the Target
  158. Information Provided by the Situation
  159. Standing Out in the Crowd: The Effects of Salience in a Situation
  160. Extreme evaluations
  161. Stereotyping
  162. Biases and Problems in Person Perception
  163. Primacy Effects
  164. Contrast Effects
  165. Halo Effects
  166. Similar-to-Me Effects
  167. Harshness, Leniency, and Average Tendency Biases
  168. Knowledge-of-Predictor Bias
  169. Attribution Theory
  170. Internal and External Attributions
  171. The fundamental attribution error
  172. Attributional Biases
  173. The actor–observer effect
  174. Self-serving attribution
  175. Effectively Managing a Diverse Workforce
  176. Securing Top-Management Commitment to Diversity
  177. Diversity Training
  178. Education
  179. Mentoring Programs
  180. Sexual Harassment
  181. Summary
  182. Exercises in Understanding and Managing Organizational Behavior
  183. Questions for Discussion and Review
  184. Key Terms in Review
  185. OB: Increasing Self-Awareness Understanding Perceptions and Attributions in Group Meetings
  186. A Question of Ethics
  187. Questions
  188. Small Group Break-Out Exercise Dealing with Salience
  189. Topic for Debate
  190. Experiential Exercise Managing Diversity
  191. Objective
  192. Procedure
  193. Closing Case Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity
  194. Questions for Discussion
  195. Chapter 5 Learning and Creativity
  196. Outline
  197. Learning Objectives
  198. Overview
  199. The Nature of Learning
  200. Learning through Consequences
  201. Encouraging Desired Behaviors through Positive and Negative Reinforcement
  202. Identifying desired behaviors
  203. Positive reinforcement
  204. Negative reinforcement
  205. Using reinforcement appropriately
  206. Reinforcement schedules
  207. Shaping
  208. Discouraging Undesired Behaviors through Extinction and Punishment
  209. Extinction
  210. Punishment
  211. Organizational Behavior Modification
  212. Identify the behavior to be learned
  213. Measure the frequency of the behavior
  214. Analyze the antecedents and consequences of the behavior
  215. Intervene to change the frequency of the behavior
  216. Evaluate whether the intervention was successful in changing behavior
  217. Ethical Issues in OB MOD
  218. Learning from Others
  219. Learning on Your Own
  220. Beliefs about One’s Ability to Learn: The Role of Self-Efficacy
  221. Sources of Self-Efficacy
  222. Learning by Doing
  223. Continuous Learning through Creativity
  224. The Creative Process
  225. Characteristics of Employees That Contribute to Creativity
  226. Individual differences
  227. Task-relevant knowledge
  228. Intrinsic motivation
  229. Characteristics of the Organizational Situation That Contribute to Creativity
  230. Level of autonomy
  231. Form of evaluation
  232. Reward system
  233. Importance of a task
  234. The Interaction of Personality and Situational Factors
  235. The Learning Organization
  236. Summary
  237. Exercises in Understanding and Managing Organizational Behavior
  238. Questions for Discussion and Review
  239. Key Terms in Review
  240. OB: Increasing Self-Awareness Learning Difficult Behaviors
  241. A Question of Ethics
  242. Questions
  243. Small Group Break-Out Exercise Raising Self-Efficacy
  244. Topic for Debate
  245. Experiential Exercise Managing the Learning Process
  246. Objective
  247. Procedure
  248. Closing Case Continuous Learning and Innovation
  249. Questions for Discussion
  250. Chapter 6 The Nature of Work Motivation
  251. Outline
  252. Learning Objectives
  253. Overview
  254. What Is Work Motivation?
  255. Direction of Behavior
  256. Level of Effort
  257. Level of Persistence
  258. The Distinction Between Motivation and Performance
  259. Intrinsic and Extrinsic Motivation
  260. Theories of Work Motivation
  261. Need Theory
  262. Maslow’s Hierarchy of Needs
  263. Alderfer’s ERG Theory
  264. The Research Evidence
  265. Expectancy Theory
  266. Valence: How Desirable Is an Outcome?
  267. Instrumentality: What Is the Connection Between Job Performance and Outcomes?
  268. Expectancy: What Is the Connection Between Effort and Job Performance?
  269. The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation
  270. Equity Theory
  271. Equity
  272. Inequity
  273. Ways to Restore Equity
  274. The Effects of Inequity and the Research Evidence
  275. Organizational Justice Theory
  276. Forms of Organizational Justice
  277. Consequences of Organizational Justice
  278. Summary
  279. Exercises in Understanding and Managing Organizational Behavior
  280. Questions for Discussion and Review
  281. Key Terms in Review
  282. OB: Increasing Self-Awareness Peak Motivation Experiences
  283. A Question of Ethics
  284. Questions
  285. Small Group Break-Out Exercise Promoting Procedural Justice
  286. Topic for Debate
  287. Experiential Exercise Motivating in Lean Economic Times
  288. Objective
  289. Procedure
  290. Closing Case Motivating Employees at the Sas Institute
  291. Questions for Discussion
  292. Chapter 7 Creating a Motivating Work Setting
  293. Outline
  294. Learning Objectives
  295. Overview
  296. Job Design: Early Approaches
  297. Scientific Management
  298. Job Enlargement and Job Enrichment
  299. Job Design: The Job Characteristics Model
  300. Core Job Dimensions
  301. The Motivating Potential Score
  302. Critical Psychological States
  303. Work and Personal Outcomes
  304. The Role of Individual Differences in Employees’ Responses to Job Design
  305. The Research Evidence
  306. Job Design: The Social Information Processing Model
  307. The Role of the Social Environment
  308. The Role of Past Behaviors
  309. Job Design Models Summarized
  310. Organizational Objectives
  311. Goal Setting
  312. What Kinds of Goals Lead to High Motivation and Performance?
  313. Why Do Goals Affect Motivation and Performance?
  314. Limits to Goal-Setting Theory
  315. Management by Objectives
  316. Goal Setting and Job Design as Motivation Tools
  317. Summary
  318. Exercises in Understanding and Managing Organizational Behavior
  319. Questions for Discussion and Review
  320. Key Terms in Review
  321. OB: Increasing Self-Awareness Extrinsic and Intrinsic Motivation
  322. A Question of Ethics
  323. Questions
  324. Small Group Break-Out Exercise The Power of Social Influence
  325. Topic for Debate
  326. Experiential Exercise Increasing Autonomy
  327. Objective
  328. Procedure
  329. Closing Case Motivating Employees at Google
  330. Questions for Discussion
  331. Chapter 8 Pay, Careers, and Changing Employment Relationships
  332. Outline
  333. Learning Objectives
  334. Overview
  335. Psychological Contracts
  336. Determinants of Psychological Contracts
  337. Direct communication
  338. Observation
  339. Written documents
  340. Types of Psychological Contracts
  341. Transactional contracts
  342. Relational contracts
  343. When Psychological Contracts Are Broken
  344. Performance Appraisal
  345. Encouraging High Levels of Motivation and Performance
  346. Providing Information for Decision Making
  347. Developing a Performance Appraisal System
  348. Choice 1: The mix of formal and informal appraisals
  349. Choice 2: What factors to evaluate
  350. Choice 3: Methods of appraisal
  351. Choice 4: Who appraises performance?
  352. Potential Problems in Subjective Performance Appraisal
  353. Pay and the Employment Relation
  354. Merit Pay Plans
  355. Should Merit Pay Be Based on Individual, Group, or Organizational Performance?
  356. Should Merit Pay Be in the Form of a Salary Increase or a Bonus?
  357. Examples of Merit Pay Plans
  358. The Ethics of Pay Differentials and Comparable Worth
  359. Careers
  360. The Nature of Careers
  361. Types of Careers
  362. Steady-state careers
  363. Linear careers
  364. Spiral careers
  365. Transitory careers
  366. Career Stages
  367. Preparation for work
  368. Organizational entry
  369. Early career
  370. Mid-career
  371. Late career
  372. Contemporary Career Challenges
  373. Ethical career management
  374. Career management that supports diversity
  375. Career management in an era of dual-career couples
  376. Summary
  377. Exercises in Understanding and Managing Organizational Behavior
  378. Questions for Discussion and Review
  379. Key Terms in Review
  380. OB: Increasing Self-Awareness Determining Career Aspirations and Goals
  381. A Question of Ethics
  382. Questions
  383. Small Group Break-Out Exercise When Performance Appraisals Seem Unfair
  384. Topic for Debate
  385. Experiential Exercise Designing Effective Performance Appraisal and Pay Systems
  386. Objective
  387. Procedure
  388. Closing Case Valuing Employees at Costco
  389. Questions for Discussion
  390. Chapter 9 Managing Stress and Work-Life Balance
  391. Outline
  392. Learning Objectives
  393. Overview
  394. The Nature of Stress
  395. Individual Differences and Stress
  396. Personality
  397. Ability
  398. Consequences of Stress
  399. Physiological consequences
  400. Psychological consequences
  401. Behavioral consequences
  402. Sources of Stress
  403. Personal Stressors
  404. Job-Related Stressors
  405. Group- and Organization-Related Stressors
  406. Stressors Arising Out of Work-Life Balance
  407. Environmental Uncertainty
  408. Coping with Stress
  409. Problem-Focused Coping Strategies for Individuals
  410. Time management
  411. Getting help from a mentor
  412. Role negotiation
  413. Emotion-Focused Coping Strategies for Individuals
  414. Exercise
  415. Meditation
  416. Social support
  417. Clinical counseling
  418. Nonfunctional strategies
  419. Problem-Focused Coping Strategies for Organizations
  420. Job redesign and rotation
  421. Reduction of uncertainty
  422. Job security
  423. Company day care and family friendly benefits
  424. Flexible work schedules and job sharing
  425. Telecommuting
  426. Emotion-Focused Coping Strategies for Organizations
  427. On-site exercise facilities
  428. Organizational support
  429. Employee assistance programs
  430. Personal days, time off, and sabbaticals
  431. Summary
  432. Exercises in Understanding and Managing Organizational Behavior
  433. Questions for Discussion and Review
  434. Key Terms for Review
  435. OB: Increasing Self-Awareness The Nature of Stressful Experiences
  436. A Question of Ethics
  437. Questions
  438. Small Group Break-Out Exercise Emotion-Focused Ways of Coping
  439. Topic for Debate
  440. Experiential Exercise Developing Effective Coping Strategies
  441. Objective
  442. Procedure
  443. Closing Case Stress and Burnout Among Entrepreneurs and the Self-Employed
  444. Questions for Discussion
  445. Part 2 Group and Team Processes
  446. Chapter 10 The Nature of Work Groups and Teams
  447. Outline
  448. Learning Objectives
  449. Overview
  450. Introduction to Groups
  451. Types of Work Groups
  452. Types of formal work groups
  453. Types of informal work groups
  454. Group Development Over Time: The Five-Stage Model
  455. Characteristics of Work Groups
  456. Group Size
  457. Group Composition
  458. Group Function
  459. Group Status
  460. Group Efficacy
  461. Social Facilitation
  462. How Groups Control Their Members: Roles and Rules
  463. Roles
  464. Written Rules
  465. How Groups Control Their Members: Group Norms
  466. Why Do Group Members Conform to Norms?
  467. Idiosyncrasy Credit
  468. The Pros and Cons of Conformity and Deviance
  469. Balancing Conformity and Deviance
  470. Ensuring that Group Norms are Functional for the Organization
  471. Socialization: How Group Members Learn Roles, Rules, and Norms
  472. Socialization and Role Orientation
  473. Socialization Tactics
  474. Collective versus individual tactics
  475. Formal versus informal tactics
  476. Sequential versus random tactics
  477. Fixed versus variable tactics
  478. Serial versus disjunctive tactics
  479. Divestiture versus investiture tactics
  480. Summary
  481. Exercises in Understanding and Managing Organizational Behavior
  482. Questions for Discussion and Review
  483. Key Terms for Review
  484. OB: Increasing Self-Awareness Analyzing a “Real” Group
  485. A Question of Ethics
  486. Questions
  487. Small Group Break-Out Exercise Encouraging Dissenting Views
  488. Topic for Debate
  489. Experiential Exercise Developing Roles, Rules, and Norms
  490. Objective
  491. Procedure
  492. Closing Case Teams Fuel Global Innovation at Whirlpool
  493. Questions for Discussion
  494. Chapter 11 Effective Work Groups and Teams
  495. Overview
  496. Learning Objectives
  497. Overview
  498. Process Losses, Process Gains, and Group Effectiveness
  499. Potential Performance?
  500. Process Losses and Performance
  501. Process Gains and Performance
  502. Social Loafing: A Problem in Group Motivation and Performance
  503. Group Size and Social Loafing
  504. Ways to Reduce Social Loafing
  505. Making individual contributions identifiable
  506. Make individuals believe they provide a valuable contribution to a group
  507. Keeping the group as small as possible
  508. How Task Characteristics Affect Group Performance
  509. Pooled Interdependence
  510. Sequential Interdependence
  511. Reciprocal Interdependence
  512. Group Cohesiveness and Performance
  513. Factors that Contribute to Group Cohesiveness
  514. Group size
  515. Similarity/diversity of group members
  516. Competition between groups
  517. Success
  518. Exclusiveness
  519. Consequences of Group Cohesiveness
  520. Consequences when group goals are aligned with organizational goals
  521. Consequences when group goals are not aligned with organizational goals
  522. Important Organizational Groups
  523. The Top Management Team
  524. Self-Managed Work Teams
  525. Research and Development Teams
  526. Virtual Teams
  527. Summary
  528. Exercises in Understanding and Managing Organizational Behavior
  529. Questions for Discussion and Review
  530. Key Terms in Review
  531. OB: Increasing Self-Awareness Group Effectiveness
  532. A Question of Ethics
  533. Group Processes and Ethics
  534. Small Group Break-Out Exercise When and How to Use Groups
  535. Topic for Debate
  536. Experiential Exercise Curtailing Social Loafing
  537. Objective
  538. Procedure
  539. Closing Case Why Microsoft’s Measurement System Led to Problems with Group Performance
  540. Questions for Discussion
  541. Chapter 12 Leaders and Leadership
  542. Outline
  543. Learning Objectives
  544. Overview
  545. Introduction to Leadership
  546. Early Approaches to Leadership
  547. The Leader Trait Approach
  548. The Leader Behavior Approach
  549. Consideration
  550. Initiating structure
  551. The Behavior Approach: Leader Reward and Punishing Behavior
  552. Measuring Leader Behaviors
  553. What Is Missing in the Trait and Behavior Approaches?
  554. Fiedler’s Contingency Theory of Leadership
  555. Leader Style
  556. Situational Characteristics
  557. Leader–member relations
  558. Task structure
  559. Position power
  560. The Contingency Model
  561. Contemporary Perspectives on Leadership
  562. Path-Goal Theory: How Leaders Motivate Followers
  563. The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making
  564. Leader–Member Exchange Theory: Relationships Between Leaders and Followers
  565. Does Leadership Always Matter in Organizations?
  566. Leadership Substitutes
  567. Leadership Neutralizers
  568. The Romance of Leadership
  569. New Topics in Leadership Research
  570. Transformational and Charismatic Leadership
  571. Leader Mood
  572. Gender and Leadership
  573. Ethical Leadership
  574. Recap of Leadership Approaches
  575. Summary
  576. Exercises in Understanding and Managing Organizational Behavior
  577. Questions for Discussion and Review
  578. Key Terms for Review
  579. OB: Increasing Self-Awareness Contemporary Leaders
  580. A Question of Ethics Influence at Work
  581. Small Group Break-Out Exercise A Leadership Problem at HighandTall
  582. Topic for Debate
  583. Experiential Exercise Effectively Leading a Work Group
  584. Objective
  585. Procedure
  586. Closing Case Tammy Savage and the NETGENeration
  587. Questions for Discussion
  588. Chapter 13 Power, Politics, Conflict, and Negotiation
  589. Outline
  590. Learning Objectives
  591. Overview
  592. The Nature of Power and Politics
  593. Sources of Individual Power
  594. Sources of Formal Individual Power
  595. Legitimate power
  596. Reward power
  597. Coercive power
  598. Information power
  599. Sources of Informal Individual Power
  600. Expert power
  601. Referent power
  602. Charismatic power
  603. Sources of Functional and Divisional Power
  604. Ability to Control Uncertain Contingencies
  605. Irreplacability
  606. Centrality
  607. Ability to Control and Generate Resources
  608. Organizational Politics: The Use of Power
  609. Tactics for Increasing Individual Power
  610. Tapping the sources of functional and divisional power
  611. Recognizing who has power
  612. Controlling the agenda
  613. Bringing in an outside expert
  614. Building coalitions and alliances
  615. Managing Organizational Politics
  616. What Is Organizational Conflict?
  617. Sources of Organizational Conflict
  618. Differentiation
  619. Differences in functional orientations
  620. Status inconsistencies
  621. Task Relationships
  622. Overlapping authority
  623. Task interdependencies
  624. Incompatible evaluation systems
  625. Scarcity of Resources
  626. Pondy’s Model of Organizational Conflict
  627. Latent Conflict
  628. Perceived Conflict
  629. Felt Conflict
  630. Manifest Conflict
  631. Conflict Aftermath
  632. Negotiation: Resolving Conflict
  633. Individual-Level Conflict Management
  634. Group-Level Conflict Management
  635. Promoting Compromise
  636. Emphasize common goals
  637. Focus on the problem, not the people
  638. Focus on interests, not demands
  639. Create opportunities for joint gain
  640. Focus on what is fair
  641. Union–management negotiations
  642. Summary
  643. Exercises in Understanding and Managing Organizational Behavior
  644. Questions for Discussion and Review
  645. Key Terms in Review
  646. OB: Increasing Self-Awareness Understanding Conflict and Politics
  647. A Question of Ethics
  648. Power, Politics, and Negotiation
  649. Small Group Break-Out Exercise What Are the Sources of Conflict?
  650. Topic for Debate
  651. Experiential Exercise Managing Conflict Successfully
  652. Objective
  653. Procedure
  654. Closing Case Mixing Business and Family Causes Conflict
  655. Questions for Discussion
  656. Chapter 14 Communicating Effectively in Organizations
  657. Outline
  658. Learning Objectives
  659. Overview
  660. What Is Communication?
  661. The Functions of Communication
  662. Providing knowledge
  663. Motivating organizational members
  664. Controlling and coordinating group activities
  665. Expressing feelings and emotions
  666. Communication Networks in Organizations
  667. Group communication networks
  668. Organizational communication networks
  669. The Communication Process
  670. The Sender and the Message
  671. Encoding
  672. Jargon
  673. The Medium
  674. Verbal communication
  675. Nonverbal communication
  676. The Receiver: Decoding and the Feedback Loop
  677. Barriers to Effective Communication
  678. Filtering and Information Distortion
  679. Poor Listening
  680. Lack of or Inappropriate Feedback
  681. Rumors and the Grapevine
  682. Workforce Diversity
  683. Differences in Cross-cultural Linguistic Styles
  684. Selecting an Appropriate Communication Medium
  685. Information Richness
  686. Face-to-face communication
  687. Verbal communication electronically transmitted
  688. Personally addressed written communication
  689. Impersonal written communication
  690. Trade-Offs in the Choice of Media
  691. Using Advanced IT
  692. Internet and Intranet applications
  693. Persuasive Communication
  694. A Model of Persuasive Communication
  695. Characteristics of the sender
  696. Active listening
  697. Method of communication
  698. Characteristics of the receiver
  699. Communication in Crisis Situations
  700. Summary
  701. Exercises in Understanding and Managing Organizational Behavior
  702. Questions for Discussion and Review
  703. Key Terms in Review
  704. OB: Increasing Self-Awareness Effective and Ineffective Communication
  705. A Question of Ethics
  706. Small Group Break-Out Exercise
  707. Implementing IT in a Medical Clinic
  708. Topic for Debate
  709. Experiential Exercise
  710. Troubling Communication
  711. Objective
  712. Procedure
  713. Closing Case How Chrysler’s Tom LaSorda learned how to Talk to Employees
  714. Questions for Discussion
  715. Chapter 15 Decision Making and Organizational Learning
  716. Outline
  717. Learning Objectives
  718. Overview
  719. Types of Decisions
  720. Nonprogrammed Decisions
  721. Programmed Decisions
  722. Ethical Decision Making
  723. The Decision-Making Process
  724. The Classical Model of Decision Making
  725. March and Simon’s Administrative Model of Decision Making
  726. Satisficing
  727. Bounded rationality
  728. Sources of Error in Decision Making
  729. Heuristics and Their Effects
  730. Availability heuristic
  731. Representativeness heuristic
  732. Anchoring and adjustment heuristic
  733. Escalation of Commitment
  734. The Role of Information Technology
  735. Group Decision Making
  736. Advantages of Group Decision Making
  737. Availability and diversity of members’ skills and knowledge
  738. Enhanced memory for facts
  739. Capability of error detection
  740. Greater decision acceptance
  741. Disadvantages of Group Decision Making
  742. Time needed to make a decision
  743. The potential for groupthink
  744. Other Consequences of Group Decision Making
  745. Diffusion of responsibility
  746. Group polarization
  747. Potential for conflict
  748. Decision Making in Crisis Situations
  749. Group Decision-Making Techniques
  750. Brainstorming
  751. The Nominal Group Technique
  752. The Delphi Technique
  753. Group Decision-Making Techniques Used in Total Quality Management
  754. Benchmarking
  755. Empowerment
  756. Organizational Learning
  757. Types of Organizational Learning
  758. Principles of Organizational Learning
  759. Personal mastery
  760. Complex mental models
  761. Team learning
  762. Building a shared vision
  763. Systems thinking
  764. Leadership and Learning
  765. Summary
  766. Exercises in Understanding and Managing Organizational Behavior
  767. Questions for Discussion and Review
  768. Key Terms in Review
  769. OB: Increasing Self-Awareness
  770. Analyzing Individual and Group Decisions
  771. A Question of Ethics
  772. Small Group Break-Out Exercise
  773. Brainstorming
  774. Topic for Debate
  775. Experiential Exercise
  776. Using the Nominal Group Technique
  777. Objective
  778. Procedure
  779. Closing Case Turnaround Decision Making at Liz Claiborne
  780. Questions for Discussion
  781. Part 3 Organizational Processes
  782. Chapter 16 Organizational Design and Structure
  783. Outline
  784. Learning Objectives
  785. Overview
  786. Designing Organizational Structure
  787. The Organizational Environment
  788. Technology
  789. Human Resources and the Employment Relationship
  790. Organic and Mechanistic Structures
  791. Grouping Jobs into Functions and Divisions
  792. Functional Structure
  793. Advantages of a functional structure
  794. Coordination advantages
  795. Motivational advantages
  796. Disadvantages of a functional structure
  797. Divisional Structures: Product, Market, and Geographic
  798. Product structure
  799. Market structure
  800. Geographic structure
  801. Advantages of a Divisional Structure
  802. Coordination advantages
  803. Motivational advantages
  804. Disadvantages of a Divisional Structure
  805. Matrix Structure
  806. Coordination advantages
  807. Motivational advantages
  808. Disadvantages of a matrix structure
  809. Summary
  810. Coordinating Functions and Divisions
  811. Allocating Authority
  812. Tall and flat hierarchies
  813. The minimum chain of command
  814. Centralization versus decentralization
  815. Mutual Adjustment and Integrating Mechanisms
  816. Direct contact
  817. Liaison roles
  818. Teams and task forces
  819. Cross-functional teams
  820. Standardization
  821. Standardizing inputs
  822. Standardizing Outputs
  823. New IT-Enabled Forms of Organizational Design and Structure
  824. The Effects of IT Inside Organizations
  825. The Effects of IT Between Organizations
  826. Summary
  827. Exercises in Understanding and Managing Organizational Behavior
  828. Questions for Discussion and Review
  829. Key Terms in Review
  830. OB: Increasing Self-Awareness
  831. Understanding Organizational Structure
  832. A Question of Ethics
  833. How to Lay Off Employees
  834. Small Group Break-Out Exercise
  835. Speeding Up Website Design
  836. Topic for Debate
  837. Experiential Exercise
  838. Analyzing Organizational Structure
  839. Objective
  840. Procedure
  841. Closing Case Home Depot’s Military-Style Structure
  842. Questions for Discussion
  843. Chapter 17 Organizational Culture and Ethical Behavior
  844. Outline
  845. Learning Objectives
  846. Overview
  847. What Is Organizational Culture?
  848. How Is an Organization’s Culture Transmitted to Its Members?
  849. Socialization and Socialization Tactics
  850. Stories, Ceremonies, and Organizational Language
  851. Factors Shaping Organizational Culture
  852. Characteristics of People Within the Organization
  853. Organizational Ethics
  854. Societal ethics
  855. Professional ethics
  856. Individual ethics
  857. The Employment Relationship
  858. Organizational Structure
  859. Adaptive Cultures versus Inert Cultures
  860. Traits of Strong, Adaptive Corporate Cultures
  861. Values from the National Culture
  862. Hofstede’s Model of National Culture
  863. Individualism versus collectivism
  864. Power distance
  865. Achievement versus nurturing orientation
  866. Uncertainty avoidance
  867. Long-term versus short-term orientation
  868. Creating an Ethical Culture
  869. Why Does Unethical Behavior Occur?
  870. Lapses in individual ethics
  871. Ruthless pursuit of self-interest
  872. Outside pressure
  873. Ways to Create an Ethical Culture
  874. Summary
  875. Exercises in Understanding and Managing Organizational Behavior
  876. Questions for Discussion and Review
  877. Key Terms in Review
  878. OB: Increasing Self-Awareness Understanding Culture
  879. A Question of Ethics When Is Culture Too Strong?
  880. Small Group Break-Out Exercise Developing a Service Culture
  881. Experiential Exercise A Culture Problem at High and Tall
  882. Closing Case Why 3M has an Innovative Culture
  883. Questions for Discussion
  884. Chapter 18 Organizational Change and Development
  885. Outline
  886. Learning Objectives
  887. Overview
  888. Forces for and Resistance to Organization Change
  889. Forces for Change
  890. Competitive forces
  891. Economic, political, and global forces
  892. Demographic and social forces
  893. Ethical forces
  894. Impediments to Change
  895. Organization-Level Resistance to Change
  896. Group-Level Resistance to Change
  897. Group norms
  898. Group cohesiveness
  899. Groupthink and escalation of commitment
  900. Individual-Level Resistance to Change
  901. Uncertainty and insecurity
  902. Selective perception and retention
  903. Habit
  904. Lewin’s Force-Field Theory of Change
  905. Evolutionary and Revolutionary Change in Organizations
  906. Evolutionary Change I: Sociotechnical Systems Theory
  907. Evolutionary Change II: Total Quality Management
  908. Revolutionary Change I: Reengineering
  909. E-Engineering
  910. Revolutionary Change II: Restructuring
  911. Revolutionary Change III: Innovation
  912. Managing Change: Action Research
  913. Diagnosis of the Organization
  914. Determining the Desired Future State
  915. Implementing Action
  916. Evaluating the Action
  917. Institutionalizing Action Research
  918. Organization Development
  919. OD Techniques to Deal with Resistance to Change
  920. Education and communication
  921. Participation and empowerment
  922. Facilitation
  923. Bargaining and negotiation
  924. Manipulation
  925. Coercion
  926. OD Techniques to Promote Change
  927. Counseling, sensitivity training, and process consultation
  928. Team building and intergroup training
  929. Total organizational interventions
  930. Summary
  931. Exercises in Understanding and Managing Organizational Behavior
  932. Questions for Discussion and Review
  933. Key Terms in Review
  934. OB: Increasing Self-Awareness Coping with Change
  935. A Question of Ethics Managing the Change Process
  936. Small Group Break-Out Exercise Practicing Kaizen
  937. Topic for Debate
  938. Experiential Exercise Analyzing Forces for and Impediments to Change
  939. Objectives
  940. Procedure
  941. Closing Case How United Technologies Manages the Change Process
  942. Questions for Discussion
  943. Appendix Research Methods in Organizational Behavior
  944. Overview
  945. The Scientific Process
  946. Coming Up With General Explanations: The Role of Theory Building
  947. Developing Specific Predictions: Formulating Hypotheses
  948. Testing Hypotheses: Operationalizing Variables
  949. Research Designs
  950. Tradeoffs in the Choice of Research Designs
  951. Ethical Considerations in Organizational Behavior Research
  952. Glossary
  953. References
  954. Name Index
  955. A
  956. B
  957. C
  958. D
  959. E
  960. F
  961. G
  962. H
  963. I
  964. J
  965. K
  966. L
  967. M
  968. N
  969. O
  970. P
  971. Q
  972. R
  973. S
  974. T
  975. U
  976. V
  977. W
  978. Y
  979. Z
  980. Company Index
  981. A
  982. B
  983. C
  984. D
  985. E
  986. F
  987. G
  988. H
  989. I
  990. J
  991. K
  992. L
  993. M
  994. N
  995. O
  996. P
  997. Q
  998. R
  999. S
  1000. T
  1001. U
  1002. V
  1003. W
  1004. X
  1005. Y
  1006. Z
  1007. Subject Index
  1008. A
  1009. B
  1010. C
  1011. D
  1012. E
  1013. F
  1014. G
  1015. H
  1016. I
  1017. J
  1018. K
  1019. L
  1020. M
  1021. N
  1022. O
  1023. P
  1024. Q
  1025. R
  1026. S
  1027. T
  1028. U
  1029. V
  1030. W
  1031. Z

 

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