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本书是全球范围内140多位学者和教师在过去3年间共同努力的结晶，他们持续不断地检索文献并反复推敲，促成了日臻完善的教材体系和内容。本书涵盖组织行为学领域传统的基础内容，也引进了众多刚刚出现甚至正在形成的概念和理论，如心理契约、情绪智力、高阶教练、工作狂、价值探索、受雇能力等。本书精选的案例和大量的团队练习有助于读者更好地将概念应用于管理实践。

出版说明
导读
作者介绍
前言
术语表
第一篇　概论
第1章　组织行为学导论 2
1.1　欢迎进入组织行为学领域 4
1.2　组织行为学领域 4
组织行为学的发展历史 5
为什么要学习组织行为学 6
1.3　组织效能的观点 7
开放系统观点 8
全球链接：Zara依赖开放系统思考快时尚 9
组织学习观点 10
高绩效工作实务（HPWP）观点 13
利益相关者观点 14
把组织效能与组织行为联系起来 16
1.4　当今世界组织面临的挑战 17
全球化 17
深化的劳动力多元化 18
新兴的雇用关系 20
1.5　组织行为学知识的根基 22
系统研究根基 23
争论点：是否有足够的证据来支持循证管理 24
多学科基础 24
权变根基 25
多层次分析根基 25
1.6　旅程开始 25
本章概要 26
关键术语 26
复习思考题 27
应用案例：通过推进精益（生产）来提升组织活力 27
网络练习：判断组织利益相关者 28
自我评估：这些都合理吗 28
第二篇　个体行为
第2章　个体行为、人格和价值观 30
2.1　个体行为与业绩的MARS模型 32
员工激励 33
能力 33
角色认知 34
环境因素 35
2.2　个体行为的类型 35
任务业绩 35
组织公民 36
反生产行为 37
组织加入和留存 37
保持出勤率 38
2.3　组织中的人格 38
人格的决定：先天与后天 39
人格的五要素模型 40
荣格人格理论和迈尔斯–布里格斯性格分类法 42
组织中的性格测试 44
争论点：公司在选择求职者时是否应该使用性格测试 44
2.4　工作场所中的价值观 45
价值观的类型 45
价值观和个人行为 47
价值观的一致性 47
2.5　道德价值观与行为 48
三个道德原则 49
道德强度、道德敏感度和环境因素 49
对道德行为的支持 51
2.6　跨文化价值观 52
个人主义与集体主义 52
权力距离 53
不确定性规避 54
成就—培养导向型 54
全球链接：在高权力距离的中国工作 54
跨文化知识的附加说明 55
美国公司的文化多样性 55
本章概要 56
关键术语 56
复习思考题 57
应用案例：催文书也可以很有趣 57
课堂练习：测试你的人格知识 58
课堂练习：个人价值观测验 59
小组练习：伦理困境片段 59
自我评估：你是内向型还是外向型 60
第3章　感知自己和他人 62
3.1　自我概念：我们如何感知自己 64
自我概念的复杂性、一致性和清晰度 64
自我提升 66
自我验证 67
自我评价 67
社会自我 68
自我概念和组织行为 69
3.2　感知我们周围的世界 70
知觉的组织及解读 72
3.3　具体的知觉过程和问题 73
组织中的刻板印象 73
归因理论 76
自我实现预言 78
其他知觉偏差 79
3.4　改善知觉 81
对知觉偏差的认识 81
争论点：我们需要多元化培训项目吗 81
改善自我认知 82
有意义的交流 83
全球链接：在第一线体会有意义的交流 84
3.5　全球化思维：培养无国界的观念 84
培养一种全球化思维 85
通过扎根培养全球化思维 86
本章概要 86
关键术语 87
复习思考题 87
应用案例：Hy牛奶有限公司 88
网络练习：企业网站中的多样性与刻板印象 89
团队练习：个人和组织发展全球化思维的策略 89
自我评估：工作定义你的自我概念的比重有多大 90
第4章　员工激励基础 92
4.1　员工敬业度 94
4.2　员工的驱动力和需要 95
需要的个体差异 96
马斯洛的需求层次理论 97
习得需要理论 98
四驱动力理论 100
4.6　激励的期望理论 103
期望理论的运用 104
4.7　行为改变理论和社会认知理论 106
行为改变理论 106
全球链接：通过游戏矫正来强化工作行为 108
社会认知理论 108
4.8　目标设定及反馈 109
平衡计分卡 111
有效反馈的特征 111
反馈的来源 113
对目标设定与反馈的评估 114
4.9　组织公平 114
公平理论 114
争论点：公平比平等更能激励人吗 115
程序公正 117
本章概要 118
关键术语 119
复习思考题 119
应用案例：预测哈里的工作成果 120
应用案例：辛辛那提的Super Subs 121
课堂练习：需要的排序练习 122
课堂练习：学习练习 123
小组练习：奖金决策练习 123
自我评估：需要强度问卷 124
第5章　决策与创新 126
5.1　决策的理性选择范式 128
理性选择决策过程 129
理性选择范式存在的问题 130
5.2　识别问题和机遇 130
问题识别中存在的问题 131
全球链接：著名的错失机会的例子 132
更有效地识别问题和机遇 133
5.3　搜寻、评估与选择备选方案 133
目标存在的问题 133
信息处理存在的问题 133
最大化的问题 135
评估机遇 136
情绪与选择 136
直觉和选择 138
更有效地选择 138
5.4　执行决策 139
5.5　评估决策后果 139
承诺升级 140
更有效地评估决策后果 141
5.6　创新 141
创新过程 142
创新人才的特征 143
支持创新的组织条件 145
鼓励创新的活动 145
5.7　决策中的员工参与 146
争论点：组织应不应该实行全员参与 147
全球链接：Brasilata鼓励创意 148
员工参与的优点 148
员工参与的问题 149
本章概要 150
关键术语 151
复习思考题 151
应用案例：员工参与案例 152
小组练习：我们在哪里 153
课堂练习：蹦蹦跳跳的橘子 156
课堂练习：创新的大脑破坏者 156
自我评估：测量你的创新个性 156
第三篇　团队行为
第6章　群体和团队 158
6.1　团队和非正式群体 160
非正式群体 162
6.2　团队的优点和缺点 163
团队的挑战 164
6.3　团队效力模型 165
组织和团队环境 165
6.4　团队设计要素 166
任务特点 166
团队规模 168
团队组成成分 168
全球链接：在Menlo Innovations公司寻找团队“玩家” 169
6.5　团队发展过程 171
团队成长 171
发展团队角色和心理模型 172
团队规范 174
团队凝聚力 174
团队信任 177
6.6　自我管理团队 178
自我管理团队的成功因素 179
6.7　虚拟团队 179
争论点：相较于贡献，虚拟团队带来更多的是麻烦 180
虚拟团队的成功因素 181
6.8　团队决策制定 181
团队决策制定时将面临的限制 182
提高团队创新性决策制定能力 183
本章概要 185
关键术语 185
复习思考题 186
应用案例：ArbreCrop Ltée 186
小组练习：团队搭建高楼 187
团队练习：人力跳棋 188
团队练习：雾岭 189
自我评价：你更喜欢哪种团队角色 190
第7章　组织中的沟通 192
7.1　沟通的重要性 194
7.2　沟通模型 196
影响编码和解码有效性的因素 196
7.3　沟通渠道 197
以互联网为媒介的沟通 197
e-mail存在的问题 198
全球链接：再见，e-mail；社交媒体，你好 199
借助社交媒体的沟通 200
非语言沟通 201
7.4　选择最好的沟通渠道 202
社会接受度 202
媒介丰富度 203
沟通渠道和劝说 205
7.5　沟通障碍（噪声） 206
信息超载 207
7.6　跨文化和跨性别沟通 208
跨文化非语言沟通的差异 208
全球链接：礼貌地保持沉默 209
沟通中的性别差异 209
7.7　改善人际间的沟通 210
让别人理解你的信息 210
积极倾听 211
7.8　改善层级间的沟通 212
工作场所的设计 212
以网站为基础的组织沟通 212
与高级领导层直接沟通 213
7.9　通过小道消息进行沟通 214
小道消息的特点 214
小道消息的好处和坏处 214
争论点：管理者应该用小道消息与员工沟通吗 215
本章概要 216
关键术语 216
复习思考题 217
应用案例：与千禧一代的沟通 217
小组练习：积极倾听练习 218
小组练习：跨文化沟通知识竞赛 219
自我评价：你是积极倾听者吗 220
第8章　组织里的权力与影响力 222
8.1　权力的含义 224
8.2　组织中五种权力来源 226
法定性权力 226
奖赏性权力 228
强制性权力 228
专家性权力 228
参照性权力 229
8.3　权力的权变因素 230
可替代性 230
中心性 230
可见性 231
自主性 231
争论点：CEO们拥有多少权力 232
8.4　社交网络的权力 233
社会资本与权力的来源 233
通过社交网络获取权力 234
8.5　权力的结果 236
8.6　影响战略 236
全球链接：管理上司的艺术与科学 237
影响策略的类型 238
影响策略的结果和权变因素 241
8.7　组织政治 243
最小化组织政治 243
本章概要 244
关键术语 245
复习思考题 245
应用案例：Resonus公司 246
小组练习：破译社交网络 247
小组练习：影响你的上司 248
自我评估：你是怎么影响同事的 248
第9章　组织里的冲突管理 250
9.1　冲突的含义和后果 252
冲突是好的还是坏的 252
新兴观点：建设性冲突和关系冲突 253
全球链接：航线冲突的高成本 254
9.2　冲突过程模型 256
9.3　组织中的冲突结构来源 257
对立的目标 257
差异 257
互换 258
稀缺资源 259
模棱两可的规则 259
缺乏沟通 259
9.4　人际冲突处理风格 259
选择最优的冲突管理风格 261
在处理冲突时文化和性别的差异 263
9.5　结构性的冲突管理方法 263
强调主要目标 263
减少差异性 264
促进沟通与相互理解 264
减少相互依赖 265
增加资源 266
澄清规则与流程 266
9.6　第三方冲突解决 266
选择最优的第三方干预策略 267
9.7　通过谈判解决冲突 267
谈判的议价区模型 268
争论点：创造价值是如此有用的谈判策略吗 269
宣告价值的策略 269
创造价值的策略 270
谈判的“地利”影响 271
本章概要 272
关键术语 273
复习思考题 273
应用案例：Wolfsburg的汽车大战 274
课堂练习：突发事件的冲突处理 275
小组练习：丑橙子角色扮演 278
自我评估：你首选的冲突管理风格是什么 278
第10章　领导力 280
10.1　什么是领导力 282
共享领导 282
10.2　变革型领导观点 284
开发和传达战略愿景 284
示范愿景 286
鼓励试验 286
建立愿景承诺 287
变革型领导和魅力 287
评价变革型领导观点 288
10.3　管理型领导观点 288
任务导向型领导和以人为本型领导 290
公仆型领导 290
路径—目标理论 291
其他管理型领导力理论 294
领导力替代 295
10.5　内隐领导力观点 296
有效领导者的原型 296
领导者传奇 296
10.6　领导力胜任观点 297
真实性领导 299
胜任特征观点的局限性和实用性含义 300
10.7　领导力的跨文化与性别问题 300
争论点：领导者应该无时无刻不真实吗 301
性别与领导力 302
本章概要 302
关键术语 303
复习思考题 303
应用案例：人生的一扇窗 304
小组练习：领导力诊断分析 305
自我评估：领导者有发挥作用吗 305
第四篇　组织行为
第11章　组织结构的设计 308
11.1　劳动分工和协调 310
劳动分工 310
与协调相关的工作活动 311
11.2　组织结构的要素 313
控制幅度 314
争论点：组织是否应该削减中间管理 316
集权和分权 317
规范化 317
机械结构vs.有机结构 318
11.3　部门化的形式 319
直线型组织结构 320
职能型组织结构 320
全球链接：丰田公司将传动装置部门从职能型结构转变为地域事业部结构 321
事业部制组织结构 321
基于团队的组织结构 324
矩阵式组织结构 325
网状结构 327
11.4　组织设计中的权变因素 329
外部环境 329
组织规模 330
技术 331
组织战略 331
本章概要 331
关键术语 332
复习思考题 332
应用案例：Merritt的面包店 333
小组练习：Club ED练习 334
自我评估：你更喜欢哪种组织结构 334
第12章　组织文化 336
12.1　组织文化的要素 338
信仰价值观vs.行动价值观 339
全球链接：英国石油（BP）的信仰价值观vs.行动价值观 340
组织文化的内容 340
组织的亚文化 341
12.2　通过文化制品解读组织文化 342
组织的故事和传奇 343
组织语言 343
礼仪和典礼 343
实体结构和标志 344
12.3　组织文化重要吗 344
组织文化和组织有效性的权变因素 345
争论点：企业文化是一个被滥用的词语吗 347
组织文化和商业道德 348
12.4　融合组织文化 348
二元文化调查 349
融合不同组织文化的战略 349
12.5　变革和强化组织文化 351
创始人和领导者的行为 351
保持文化制品与期望文化的一致性 352
引进与文化一致的奖励机制 352
支持员工的稳定和沟通 352
吸引、筛选和社会化员工 353
12.6　组织社会化 354
组织社会化是学习和适应的过程 355
公司社会化和心理契约 355
组织社会化的阶段 356
改善社会化进程 357
本章概要 359
关键术语 359
复习思考题 360
应用案例：小城希尔顿的转变 360
小组练习：组织文化隐喻 361
课堂作业：诊断组织文化 362
自我评估：你的企业文化偏好是什么 363
第13章　组织变革 364
13.1　勒温的力场分析模型 366
13.2　理解变革的阻力 367
员工为什么抵制变革 368
13.3　解冻、变革与再冻结 371
制造出变革的紧迫感 371
减弱约束力 373
全球链接：与你的员工交流并影响或改变他们 375
理想状态的再冻结 376
13.4　领导、结盟及试探性尝试 376
转换型领导和变革 376
全球链接：用“一个福特”愿景驱动改革 377
结盟、社交网络和变革 377
试点项目和变革的推广 378
13.5　组织变革的四种方法 380
行动研究方法 380
肯定式探询方法 381
争论点：组织变革的最佳速度 382
大团体干预方法 385
并行学习结构方法 386
13.6　组织变革中的跨文化和道德问题 386
13.7　组织行为：进程仍在继续 387
本章概要 387
关键术语 388
复习思考题 388
应用案例：TransAct保险公司 389
小组练习：战略变革事件 390
自我评估：你能容忍变革吗 390
补充案例 392
附录A　理论建构与系统研究方法 413
附录B　自我评估部分的计分点 419
contents
Publisher’s Note
Foreword
About the Authors
Preface
Glossary
INTRODUCTION 1
CHAPTER 1 Introduction to the Field of Organizational Behavior 2
Welcome to the Field of Organizational Behavior! 4
The Field of Organizational Behavior 4
Historical Foundations of Organizational Behavior 5
Why Study Organizational Behavior? 6
Perspectives of Organizational
Effectiveness 7
Open Systems Perspective 8
Global Connections 1.1: Zara Relies on Open
Systems Thinking for Fast Fashion 9
Organizational Learning Perspective 10
High-Performance Work Practices (HPWP)
Perspective 13
Stakeholder Perspective 14
Connecting the Dots: Organizational Effectiveness and Organizational Behavior 16
Contemporary Challenges for Organizations 17
Globalization 17
Increasing Workforce Diversity 18
Emerging Employment Relationships 20
Anchors of Organizational Behavior Knowledge 22
The Systematic Research Anchor 23
Debating Point: Is There Enough Evidence to Support Evidence-Based Management? 24
The Multidisciplinary Anchor 24
The Contingency Anchor 25
The Multiple Levels of Analysis Anchor 25
The Journey Begins 25
Chapter Summary 26
Key Terms 26
Critical Thinking Questions 27
Case Study: Improving Health by Getting Lean 27
Web Exercise: Diagnosing Organizational
Stakeholders 28
Self-Assessment: It all Makes Sense? 28
INDIVIDUAL BEHAVIOR AND PROCESSES 2
CHAPTER 2 Individual Behavior, Personality, and Values 30
MARS Model of Individual Behavior and Performance 32
Employee Motivation 33
Ability 33
Role Perceptions 34
Situational Factors 35
Types of Individual Behavior 35
Task Performance 35
Organizational Citizenship 36
Counterproductive Work Behaviors 37
Joining and Staying with the Organization 37
Maintaining Work Attendance 38
Personality in Organizations 38
Personality Determinants: Nature versus Nurture 39
Five-Factor Model of Personality 40
Jungian Personality Theory and the Myers-Briggs Type Indicator 42
Personality Testing in Organizations 44
Debating Point: Should Companies Use Personality Tests to Select Job Applicants? 44
Values in the Workplace 45
Types of Values 45
Values and Individual Behavior 47
Values Congruence 47
Ethical Values and Behavior 48
Three Ethical Principles 49
Moral Intensity, Moral Sensitivity, and Situational Influences 49
Supporting Ethical Behavior 51
Values Across Cultures 52
Individualism and Collectivism 52
Power Distance 53
Uncertainty Avoidance 54
Achievement-Nurturing Orientation 54
Global Connections 2.1: Working with High Power Distance in China 54
Caveats About Cross-Cultural Knowledge 55
Cultural Diversity Within the United States 55
Chapter Summary 56
Key Terms 56
Critical Thinking Questions 57
Case Study: Pushing Papers Can Be Fun 57
Class Exercise: Test Your Knowledge of Personality 58
Class Exercise: Personal Values Exercise 59
Team Exercise: Ethics Dilemma Vignettes 59
Self-Assessment: Are You Introverted or Extroverted? 60
CHAPTER 3 Perceiving Ourselves and Others in Organizations 62
Self-Concept: How We Perceive Ourselves 64
Self-Concept Complexity, Consistency, and Clarity 64
Self-Enhancement 66
Self-Verification 67
Self-Evaluation 67
The Social Self 68
Self-Concept and Organizational Behavior 69
Perceiving the World Around Us 70
Perceptual Organization and Interpretation 72
Specific Perceptual Processes and Problems 73
Stereotyping in Organizations 73
Attribution Theory 76
Self-Fulfilling Prophecy 78
Other Perceptual Effects 79
Improving Perceptions 81
Awareness of Perceptual Biases 81
Debating Point: Do We Need Diversity Training Programs? 81
Improving Self-Awareness 82
Meaningful Interaction 83
Global Connections 3.1: Experiencing Meaningful Interaction on the Front Line 84
Global Mindset: Developing Perceptions Across Borders 84
Developing a Global Mindset 85
Developing a Global Mindset Through Immersion 86
Chapter Summary 86
Key Terms 87
Critical Thinking Questions 87
Case Study: Hy Dairies, Inc. 88
Web Exercise: Diversity & Stereotyping on Display in Corporate Websites 89
Team Exercise: Personal and Organizational Strategies for Developing a Global Mindset 89
Self-Assessment: How Much Does Work Define Your Self-Concept? 90
CHAPTER 4 Foundations of Employee Motivation 92
Employee Engagement 94
Employee Drives and Needs 95
Individual Differences in Needs 96
Maslow’s Needs Hierarchy Theory 97
Learned Needs Theory 98
Four-Drive Theory 100
Expectancy Theory of Motivation 103
Expectancy Theory in Practice 104
Organizational Behavior Modification and Social Cognitive Theory 106
Organizational Behavior Modification 106
Global Connections 4.1: Reinforcing Work Behavior Through Gamification 108
Social Cognitive Theory 108
Goal Setting and Feedback 109
Balanced Scorecard 111
Characteristics of Effective Feedback 111
Sources of Feedback 113
Evaluating Goal Setting and Feedback 114
Organizational Justice 114
Equity Theory 114
Debating Point: Does Equity Motivate More than Equality? 115
Procedural Justice 117
Chapter Summary 118
Key Terms 119
Critical Thinking Questions 119
Case Study: Predicting Harry’s Work Effort 120
Case Study: Cincinnati Super Subs 121
Class Exercise: Needs Priority Exercise 122
Class Exercise: The Learning Exercise 123
Team Exercise: Bonus Decision Exercise 123
Self-Assessment: Need Strength Questionnaire 124
CHAPTER 5 Decision Making and Creativity 126
Rational Choice Paradigm of Decision Making 128
Rational Choice Decision-Making Process 129
Problems with the Rational Choice Paradigm 130
Identifying Problems and Opportunities 130
Problems with Problem Identification 131
Global Connections 5.1: Famous Missed Opportunities 132
Identifying Problems and Opportunities More Effectively 133
Searching for, Evaluating, and Choosing Alternatives 133
Problems with Goals 133
Problems with Information Processing 133
Problems with Maximization 135
Evaluating Opportunities 136
Emotions and Making Choices 136
Intuition and Making Choices 138
Making Choices More Effectively 138
Implementing Decisions 139
Evaluating Decision Outcomes 139
Escalation of Commitment 140
Evaluating Decision Outcomes More Effectively 141
Creativity 141
The Creative Process 142
Characteristics of Creative People 143
Organizational Conditions Supporting Creativity 145
Activities That Encourage Creativity 145
Employee Involvement in Decision Making 146
Debating Point: Should Organizations Practice Democracy? 147
Global Connections 5.2: Brasilata, the Ideas Company 148
Benefits of Employee Involvement 148
Contingencies of Employee Involvement 149
Chapter Summary 150
Key Terms 151
Critical Thinking Questions 151
Case Study: Employee Involvement Cases 152
Team Exercise: Where in the World Are We? 153
Class Exercise: The Hopping Orange 156
Class Exercise: Creativity Brainbusters 156
Self-Assessment: Measuring Your Creative Personality 156
TEAM PROCESSES 3
CHAPTER 6 Team Dynamics 158
Teams and Informal Groups 160
Informal Groups 162
Advantages and Disadvantages of Teams 163
The Challenges of Teams 164
A Model of Team Effectiveness 165
Organizational and Team Environment 165
Team Design Elements 166
Task Characteristics 166
Team Size 168
Team Composition 168
Global Connections 6.1: Finding Team Players at Menlo Innovations 169
Team Processes 171
Team Development 171
Developing Team Identities and Mental Models 172
Team Norms 174
Team Cohesion 174
Team Trust 177
Self-Directed Teams 178
Success Factors for Self-Directed Teams 179
Virtual Teams 179
Debating Point: Are Virtual Teams More Trouble Than They’re Worth? 180
Success Factors for Virtual Teams 181
Team Decision Making 181
Constraints on Team Decision Making 182
Improving Creative Decision Making in Teams 183
Chapter Summary 185
Key Terms 185
Critical Thinking Questions 186
Case Study: ArbreCorp Ltée 186
Team Exercise: Team Tower Power 187
Team Exercise: Human Checkers 188
Team Exercise: Mist Ridge 189
Self-Assessment: What Team Roles Do You Prefer? 190
CHAPTER 7 Communicating in Teams and Organizations 192
The Importance of Communication 194
A Model of Communication 195
Influences on Effective Encoding and Decoding 196
Communication Channels 197
Internet-Based Communication 197
Problems with E-Mail 198
Global Connections 7.1: Good-Bye E-Mail, Hello Social Media! 199
Workplace Communication Through Social Media 200
Nonverbal Communication 201
Choosing the Best Communication Channel 202
Social Acceptance 202
Media Richness 203
Communication Channels and Persuasion 205
Communication Barriers (Noise) 206
Information Overload 207
Cross-Cultural and Gender Communication 208
Nonverbal Differences Across Cultures 208
Global Connections 7.2: Politely Waiting for Some Silence 209
Gender Differences in Communication 209
Improving Interpersonal Communication 210
Getting Your Message Across 210
Active Listening 211
Improving Communication Throughout the Hierarchy 212
Workspace Design 212
Internet-Based Organizational Communication 212
Direct Communication With Top Management 213
Communicating Through the Grapevine 214
Grapevine Characteristics 214
Grapevine Benefits and Limitations 214
Debating Point: Should Management Use the
Grapevine to Communicate to Employees? 215
Chapter Summary 216
Key Terms 216
Critical Thinking Questions 217
Case Study: Communicating with the Millennials 217
Team Exercise: Active Listening Exercise 218
Team Exercise: Cross-Cultural Communication Game 219
Self-Assessment: Are You an Active Listener? 220
CHAPTER 8 Power and Influence in the Workplace 222
The Meaning of Power 224
Sources of Power in Organizations 226
Legitimate Power 226
Reward Power 228
Coercive Power 228
Expert Power 228
Referent Power 229
Contingencies of Power 230
Substitutability 230
Centrality 230
Visibility 231
Discretion 231
Debating Point: How Much Power Do CEOs Really Possess? 232
The Power of Social Networks 233
Social Capital and Sources of Power 233
Gaining Power Through Social Networks 234
Consequences of Power 236
Influencing Others 236
Global Connections 8.1: The Art and Science of Managing Your Boss 237
Types of Influence Tactics 238
Consequences and Contingencies of Influence Tactics 241
Organizational Politics 243
Minimizing Organizational Politics 243
Chapter Summary 244
Key Terms 245
Critical Thinking Questions 245
Case Study: Resonus Corporation 246
Team Exercise: Deciphering the Network 247
Team Exercise: Managing Your Boss 248
Self-Assessment: How Do You Influence Coworkers and Other Peers? 248
CHAPTER 9 Conflict and Negotiation in the Workplace 250
The Meaning and Consequences of Conflict 252
Is Conflict Good or Bad? 252
The Emerging View: Task and Relationship Conflict 253
Global Connections 9.1: High Cost of On-Board Conflicts 254
Conflict Process Model 256
Structural Sources of Conflict in Organizations 257
Incompatible Goals 257
Differentiation 257
Interdependence 258
Scarce Resources 259
Ambiguous Rules 259
Communication Problems 259
Interpersonal Conflict Handling Styles 259
Choosing the Best Conflict Handling Style 261
Cultural and Gender Differences in Conflict Handling Styles 263
Structural Approaches to Conflict Management 263
Emphasizing Superordinate Goals 263
Reducing Differentiation 264
Improving Communication and Mutual Understanding 264
Reducing Interdependence 265
Increasing Resources 266
Clarifying Rules and Procedures 266
Third-Party Conflict Resolution 266
Choosing the Best Third-Party Intervention Strategy 267
Resolving Conflict through Negotiation 267
Bargaining Zone Model of Negotiations 268
Debating Point: Is Creating Value Such a Good Negotiation Strategy? 269
Strategies for Claiming Value 269
Strategies for Creating Value 270
Situational Influences on Negotiations 271
Chapter Summary 272
Key Terms 273
Critical Thinking Questions 273
Case Study: Car Wars at Wolfsburg 274
Class Exercise: The Contingencies of Conflict Handling 275
Team Exercise: Ugli Orange Role Play 278
Self-Assessment: What Is Your Preferred Conflict Handling Style? 278
CHAPTER 10 Leadership in Organizational Settings 280
What Is Leadership? 282
Shared Leadership 282
Transformational Leadership Perspective 284
Develop and Communicate a Strategic Vision 284
Model the Vision 286
Encourage Experimentation 286
Build Commitment Toward the Vision 287
Transformational Leadership and Charisma 287
Evaluating the Transformational Leadership Perspective 288
Managerial Leadership Perspective 288
Task-Oriented and People-Oriented Leadership 290
Servant Leadership 290
Path-Goal Leadership Theory 291
Other Managerial Leadership Theories 294
Leadership Substitutes 295
Implicit Leadership Perspective 296
Prototypes of Effective Leaders 296
The Romance of Leadership 296
Competency Perspective of Leadership 297
Authentic Leadership 299
Competency Perspective Limitations and Practical Implications 300
Cross-Cultural and Gender Issues in Leadership 300
Debating Point: Should Leaders Really Be Authentic All the Time? 301
Gender and Leadership 302
Chapter Summary 302
Key Terms 303
Critical Thinking Questions 303
Case Study: A Window on Life 304
Team Exercise: Leadership Diagnostic Analysis 305
Self-Assessment: Do Leaders Make a Difference? 305
ORGANIZATIONAL PROCESSES 4
CHAPTER 11 Designing Organizational Structures 308
Division of Labor and Coordination 310
Division of Labor 310
Coordinating Work Activities 311
Elements of Organizational Structure 313
Span of Control 314
Debating Point: Should Organizations Cut Back Middle Management? 316
Centralization and Decentralization 317
Formalization 317
Mechanistic versus Organic Structures 318
Forms of Departmentalization 319
Simple Structure 320
Functional Structure 320
Global Connections 111: Toyota Shifts Gears from a Functional to Regional Structure 321
Divisional Structure 321
Team-Based Structure 324
Matrix Structure 325
Network Structure 327
Contingencies of Organizational Design 329
External Environment 329
Organizational Size 330
Technology 331
Organizational Strategy 331
Chapter Summary 331
Key Terms 332
Critical Thinking Questions 332
Case Study: Merritt’s Bakery 333
Team Exercise: The Club Ed Exercise 334
Self-Assessment: What Organizational Structure Do You Prefer? 334
CHAPTER 12 Organizational Culture 336
Elements of Organizational Culture 338
Espoused vs. Enacted Values 339
Global Connections 12.1: BP’s Espoused vs. Enacted Values 340
Content of Organizational Culture 340
Organizational Subcultures 341
Deciphering Organizational Culture Through Artifacts 342
Organizational Stories and Legends 343
Organizational Language 343
Rituals and Ceremonies 343
Physical Structures and Symbols 344
Is Organizational Culture Important? 344
Contingencies of Organizational Culture and Effectiveness 345
Debating Point: Is Corporate Culture an Overused Phrase? 347
Organizational Culture and Business Ethics 348
Merging Organizational Cultures 348
Bicultural Audit 349
Strategies for Merging Different Organizational Cultures 349
Changing and Strengthening Organizational Culture 351
Actions of Founders and Leaders 351
Align Artifacts with the Desired Culture 352
Introduce Culturally Consistent Rewards and Recognition 352
Support Workforce Stability and Communication 352
Use Attraction, Selection, and Socialization for Cultural “Fit” 353
Organizational Socialization 354
Organizational Socialization as a Learning and Adjustment Process 355
Organizational Socialization and Psychological Contracts 355
Stages of Organizational Socialization 356
Improving the Socialization Process 357
Chapter Summary 359
Key Terms 359
Critical Thinking Questions 360
Case Study: Hillton’s Transformation 360
Team Exercise: Organizational Culture Metaphors 361
Class Exercise: Diagnosing Corporate Culture
Proclamations 362
Self-Assessment: Which Corporate Culture Do You Prefer? 363
CHAPTER 13 Organizational Change 364
Lewin’s Force Field Analysis Model 366
Understanding Resistance to Change 367
Why Employees Resist Change 368
Unfreezing, Changing, and Refreezing 371
Creating an Urgency for Change 371
Reducing the Restraining Forces 373
Global Connections 13.1: Communicate, Involve, or Change Your People 375
Refreezing the Desired Conditions 376
Leadership, Coalitions, and Pilot Projects 376
Transformational Leadership and Change 376
Global Connections 13.2: Driving Change Through a “One Ford” Vision 377
Coalitions, Social Networks, and Change 377
Pilot Projects and Diffusion of Change 378
Four Approaches to Organizational Change 380
Action Research Approach 380
Appreciative Inquiry Approach 381
Debating Point: What’s the Best Speed for Organizational Change? 382
Large Group Intervention Approach 385
Parallel Learning Structure Approach 386
Cross-Cultural and Ethical Issues in Organizational Change 386
Organizational Behavior: The Journey Continues 387
Chapter Summary 387
Key Terms 388
Critical Thinking Questions 388
Case Study: TransAct Insurance Corporation 389
Team Exercise: Strategic Change Incidents 390
Self-Assessment: Are You Tolerant of Change? 390
ADDITIONAL CASES
Case 1: A MIR Kiss? 392
Case 2: Arctic Mining Consultants 393
Case 3: Chengdu Bus Group 395
Case 4: Fran Hayden Joins Dairy Engineering 396
Case 5: From Lippert-Johanson Incorporated to Fenway Waste Management 398
Case 6: From REO to Nuclear to Nucor 399
Case 7: Going to the X-Stream 402
Case 8: The Regency Grand Hotel 404
Case 9: Simmons Laboratories 405
Case 10: Star Enterprises Rita’s Issues at Work 409
Case 11: Tamarack Industries 410
Case 12: The Outstanding Faculty Award 411
Appendix A
Theory Building and Systematic Research Methods 413
Appendix B
Scoring Keys for Self-Assessment Activities 419