Organizational Behavior Seventh Edition
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PRINT Organizational 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 SECTION ONE 1 Management Challenges of High Performance 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 Decision Making Process 114 31 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 Footnotes 67 Information Technology and Organizational 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 Behavior 75 Footnotes 238 What is a High Performance Organization? 78 Footnotes 168 Source Notes 241 Source Notes 169 iv I Brief Contents CASE 13 Motorola: Is a High Organizations Alive! 324 THE OB SKILLS WORKBOOK 243 Performance Culture Enough? Fast Food Technology 325 David S. Chappell 287 Alien Invasion 326 The Collection 245 CASE 14 Perot 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 15 Power 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 16 The Poorly Informed Walrus Active Listening 331 ARTICLE 4 Learning for a Change Barbara McCain 296 Upward Appraisal 331 Alan M. Webber 258 CASE 17 Johnson 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 18 American Airlines David S. Entering the Unknown 334 Chappell 299 Vacation Puzzle 335 CASE 1 Drexler’s Bar-B-Que CASE 19 The New Vice President The Ugli Orange 336 Forest F. Aven, Jr., V. Jean Ramsey 303 Force-Field Analysis 336 265 CASE 2 Sun Microsystems: Experiential Exercises 306 Self-Assessment "We’re the dot in .com" Inventories 338 David S. Chappell 267 My Best Manager 306 CASE 3 Crossing 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 4 Never on a Sunday My Asset Base 308 Personal Values 342 Anne C. Cowden 272 Expatriate Assignments 309 Intolerance for Ambiguity 343 CASE 5 MAGREC, Inc. Mary McGarry, Cultural Cues 311 Two-Factor Profile 345 Barry R. Armandi 273 Prejudice in Our Lives 312 Are You Cosmopolitan? 345 CASE 6 It Isn’t Fair Barry R. Armandi How We View Differences 313 Group Effectiveness 346 275 Alligator River Story 313 Organizational Design Preference CASE 7 Amoco’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 8 I’m Not in Kansas Anymore Annual Pay Raises 316 348 Anne C. Cowden 279 Tinker Toys 317 Leadership Style 349 CASE 9 The 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 10 NASCAR’s Racing Teams Scavenger Hunt – Team Building Personal Power Profile 353 David S. Chappell 281 320 Your Intuitive Ability 354 CASE 11 First Community Financial Work Team Dynamics 321 Decision-Making Biases 355 Mark Osborn 284 Identifying Group Norms 321 Conflict Management Styles 356 CASE 12 Mission Management and Workgroup Culture 322 Your Personality Type 357 Trust Mark Osborn 285 The Hot Seat 323 Time Management Profile 358 Contents SECTION ONE 1 Personality Traits and Classifications 21 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 Learning About Organizational Behavior 5 Self-Monitoring 25 Organizational Behavior and the Learning Imperative 5 Emotional Adjustment Traits 25 Scientific Foundations of Organizational Behavior 5 Type A and Type B Orientation 25 Interdisciplinary Body of Knowledge 5 Personality and Self-Concept 26 Use of Scientific Methods 6 Values and Attitudes 27 Focus on Application 6 Values 27 Contingency Thinking 6 Sources and Types of Values 27 Organizations as Work Settings 7 Patterns and Trends in Values 29 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 Management Process 9 The Perceptual Process 32 Managerial Roles and Networks 10 Factors Influencing the Perceptual Process 33 Managerial Skills and Competencies 11 The Perceiver 33 Technical Skills 11 The Setting 33 Human Skills 12 The Perceived 34 Conceptual Skills 12 Stages of the Perceptual Process 34 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 I 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