| Organizational Behavior Human Behavior at Work John W. Newstrom McGRAW-HILL INTERNATIONAL EDITIONContents Preface xvi PART ONE FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR 1 Chapter 1 The Dynamics of People and Organizations 2 CHAPTER OBJECTIVES 2 Understanding Organizational Behavior 3 Definition 3 Goals 4 Forees 4 Positive Characteristics of the Organizational Behavior Field 6 Fundamental Concepts 8 The Nature of People 9 The Nature of Organizations 10 Basie Approaches of This Book 12 A Human Resources (Supportive) Approach 12 A Contingency Approach 13 4 Results-Oriented Approach 14 A Systems Approach 15 Limitations of Organizational Behavior 16 Behavioral Bias 16 The Law of Diminishing Returns 17 Unethical Manipulation of People 17 Continuing Challenges 18 Seeking Quick Fixes 18 Varying Environments 19 SUMMARY 19 ‘Terms and Concepts for Review 19 Discussion Questions 20 ‘Assess Your Own Skills 20 Incident: The Transferred Sales Representative 21 Experiential Exercise: Ethies in Organizational Behavior 22 Generating OB Insights 23 WHAT MANAGERS ARE READING 7, 11 ADVICE TO FUTURE MANAGERS 18, Chapter 2 Models of Organizational Behavior 24 CHAPTER OBJECTIVES 24 An Organizational Behavior System 25 Elements of the System 25 Models of Organizational Behavior 28 ‘The Autocratie Model 31 The Custodial Model 31 The Supportive Model 33 The Collegial Model 34 The System Model 35 Conclusions about the Models. 37 SUMMARY 39 Terms and Concepts for Review 40 Discussion Questions 40 Assess Your Own Skills 41 Incident: The New Plant Manager 42 Experiential Exercise: The Rapid Corporation 43 Generating OB Insights 43 WHAT MANAGERS ARE READING 32, 37 AN Erica Issue 36 MANAGING Ackoss NATIONAL BOUNDARIES 38 Apvice To FururE Managers 40 Chapter 3 Managing Communications 44 CHAPTER OBJECTIVES 44 Communication Fundamentals 45 The Importance of Communication 45 The Two-Way Communication Process 46 Potential Problems 49 Communication Barriers 50 Communication Symbols 51 The Jmpact of Barriers on the Communication Process 54 Downward Communication $5 Prerequisites and Problems 35 Communication Needs $6 Upward Communication $7 Difficulties 58 Upward Communication Practices $9x. Contents Other Forms of Communication 62 Lateral Communication 62 Electronic Communication 63 Informal Communication 65 Features of the Grapevine 66 Rumor 67 SUMMARY 68 ‘Terms and Concepts for Review 69 Discussion Questions 69 Assess Your Own Skills 70 Incident: A Breakdown in Communications 71 Experiential Exercise: Communication Style 72 Generating OB Insights 72 WHAT MANAOERS ARE READING 48 GLOBAL COMMUNICATION Pracrices SI AN ETHICAL QUESTION 56 Diversity IN COMMUNICATIONS 59 ADVICE TO FUTURE MANAGERS 69 Chapter 4 Social Systems and Organizational Culture 74 CHAPTER OBJECTIVES 74 Understanding a Social System 75 Social Equilibrium 75 Functional and Dysfunctional Effects Psychological and Economic Contracts 76 Social Culture 78 Cialteral Diversity 78 Social Culture Vadues 79 Role 80 Role Perceptions 80 Mentors 82 Role Conflict 83 Role Ambiguity 84 Status 84) Starus Relationships 85 Status Symbols 85 Sources of Status 86 Significance of Status 87 Organizational Culture 87 Characteristics of Cultures 88 Measuring Organizational Culture 90 Communicating and Changing Culture 90 Fun Workplaces 93 SUMMARY 94 Terms and Concepts for Review 95 Discussion Questions 95 Assess Your Own Skills 95 Incident: Liberty Construction Company 97 Experiential Exercise: Role Perceptions of Students and Instructors 97 Generating OB Insights 97 AN Ernics Question 80 WHAT MANAGERS ARE READING 88 ADVICE TO FUTURE MANAGERS 94 PART TWO MOTIVATION AND REWARD SYSTEMS 99 Chapter 5 Motivation . 100 CHAPTER OBJECTIVES 100 A Model of Motivation 101 Motivational Drives 102 Achievement Motivation 102 Affiliation Motivation 103 Power Motivation 103 ‘Managerial Application of the Drives 103 Human Needs 103 Types of Needs 104 ‘Maslow’ Hierarchy of Needs 108 Herzberg’ Two-Factor Model 106 Alderfer's E-R-G Model 108 Comparison of the Maslow, Herzberg, and Alderfer Models 109 Behavior Modification 109 Law of Effect 109 Alternative Consequences 110 Schedules of Reinforcement 112 Interpreting Behavior Modifieation 112 Goal Setting 113 Elements of Goal Seting 113 ‘The Expectancy Model 115 The Three Factors 115 How the Model Works 116 Interpreting the Expectancy Model 118 ‘The Equity Model 119 Interpreting the Equity Model 121 Interpreting Motivational Models 122 SUMMARY 123 ‘Terms and Concepts for Review 124 Discussion Questions 124 Assess Your Own Skills 125 Role-Play: The Downsized Firm 126 Incident: The Piano Builder 127 Experiential Exercise: Are Grades Motivators? 128Generating OB Insights 128 WHAT MANAGERS ARE READING 104 Temporary WorKERS: ANOTHER FORM OF Diversity 119 AN ETHICS QUESTION 121 ADVICE TO FUTURE MANAGERS 123, Chapter 6 Appraising and Rewarding Performance 130 CHAPTER OBJECTIVES 130 A Complete Program 131 Money as a Means of Rewarding Employees 132 Application ofthe Motivational Models 133 Additional Considerations in the Use of Money 135 Organizational Behavior and Performance Appraisal 137 Appraisal Philosophy 138 The Appraisal Interview 139 Performance Feedback 140 Economic Incentive Systems 144 Purposes and Types 144 Incentives Linking Pay with Performance 145 Wage Incentives 146 Profit Sharing 148 Gain Sharing 149 Skill-Based Pay 150 SUMMARY 151 ‘Terms and Concepts for Review 152 Discussion Questions 152 Assess Your Own Skills 153 Incident: Plaza Grocery 154 Experiential Exercise: Performance Appraisal/Reward Philosophy 155 Generating OB Insights 156 Wat MANAGERS ARE READING 136 ANETHICS QUESTION 143 ADVICE TO FUTURE MANAGERS 151 PART THREE LEADERSHIP AND EMPOWERMENT 157 Chapter 7 Leadership 158 CHAPTER OBJECTIVES 158 ‘The Nature of Leadership 159 Management and Leadership 159 Traits of Effective Leaders 160 Contents. xi Leadership Behavior 161 Situational Flexibility 162 Followership 163 Behavioral Approaches to Leadership Style 163 Positive and Negative Leaders 164 Autocratic, Consultative, and Participative Leaders 164 Leader Use of Consideration and Structure 165 Blake and Mouton’s Managerial Grid 165 Contingency Approaches to Leadership Style 167 Fiedier’s Contingency Model 167 Hersey and Blanchard’: Siruational Leadership Model 168 Path-Goal Model of Leadership 170 Vroom’ Decision-Making Model 171 Emerging Approaches to Leadership 172 Substitutes and Enhancers for Leadership 173 Self-Leadership and Superteadership 174 Coaching 175 Other Approaches 175 SUMMARY 175 Terms and Concepts for Review 176 Discussion Questions 177 Assess Your Own Skills 177 Mncident: The Work Assignment 178 ‘Experiential Exercise: Application of Leadership Models 179 Generating OB Insights 179 AN ETHICS QUESTION 162 WHAT MANAGERS ARE READING 164 ADVICE To FUTURE MANAGERS 176 Chapter 8 Empowerment and Participation 180 CHAPTER OBJECTIVES 180 The Nature of Empowerment and Participation 181 What Is Empowerment? 181 What Is Participation? 182 Why Is Participation Popular? 183 Benefits of Participation 185 How Participation Works 185 The Participative Process 185 ‘The Impact on Managerial Power 186 Prerequisites for Participation 187 Contingency Factors 189 Programs for Participation 191 Suggestion Programs 191 Quality Emphasis 192 SelfManaging Teams 193 Employee Ownership Plans 193xii Contents Important Considerations in Participation 194 Limitations of Participation 194 Managerial Concern about Participation 194 Concluding Thoughis 196 SUMMARY 196 ‘Terms and Concepts for Review 197 Discussion Questions 197 Assess Your Own Skills 197 Incident: Joe Adams 198 Experiential Exercise: Empowerment through Participation 199 Generating OB Insights 199 WHat MANAGERS ARB READING 189 AN Eratcs QUESTION 191 ADVICE TO FUTURE MANAGERS 196 PART FOUR INDIVIDUAL AND INTERPERSONAL BEHAVIOR 201 Chapter 9 Employee Attitudes and Their Effects 202 CHAPTER OBJECTIVES 202 ‘The Nature of Employee Attitudes 203 lob Satisfaction 204 Job Involvement 206 Organizational Commitment 207 Work Moods 207 Effects of Employee Attitudes 208 Employee Performance 208 Turnover 209 Absences and Tardiness 212 Theft 213 Violence 214 Other Effects 214 Studying Job Satisfaction 214 Benefits of Job Satisfaction Studies 213 deat Survey Conditions 215 Use of Existing Job Satisfaction Information 216 Survey Design and Follow-up 217 Types of Survey Questions 217 Critical Issues 218 Using Survey Information 218 Changing Employee Attitudes 220 SUMMARY 221 ‘Terms and Concepts for Review 222 Discussion Questions 222 Assess Your Own Skills 223 Incident: Barry Niland 224 Experiential Exercise: Attitudes in the Classroom 224 Generating OB Insights 225 Wuat MANacers ARE REapinc 206 AN Eraics Question 207 ADVICE To FuTURE MANAGERS 221 Chapter 10 Issues between Organizations and Individuals 226 CHAPTER OBJECTIVES 226 Areas of Legitimate Organizational Influence 227 4 Model of Legitimacy of Organtzational Influence 228 Off-the-Job Conduct 228 Rights of Privacy 229 Policy Guidelines Relating 10 Privacy 230 Surveillance Devices 230 Honesty Testing 231 Treatment of Alcoholism 231 Drug Abuse 233 Gonetic Testing 234 Discrimination 234 Discipline 236 Quality of Work Life 236 A Rationale 237 Job Enlargement versus Job Enrichment 237 Applying Job Enrichment 238 Core Dimensions: A Job Characteristics Approach 239 Enrichment Increases Motivation 241 Social Cues Affect Perceptions 242 Contingeney Factors Affecting Enrichment 243 ‘The Individual’s Responsibilities to the Organization 244 Organizational Citizenship 244 Dues-Paying 245 Blowing the Whistle on Unethical Behavior 245 Murual Trust 246 SUMMARY 247 ‘Terms and Concepts for Review 247 Discussion Questions 247 Assess Your Own Skills 248 Incident: Two Accounting Clerks 249 Experiential Exercise: The Entiched Student 250 Generating OB Insights 250WHAT MANAGERS ARE READING 229 Aw Ernics QUESTION 234 ADVICE T0 FUTURE MANAGERS 246 Chapter 11 Interpersonal Behavior 252 CHAPTER OBJECTIVES 252 Conflict in Organizations 253 The Nature of Conflict 253 Levels of Conflict 253 Sources of Conflict 254 Effects of Conflict 257 A Model of Conflict 258 Assertive Behavior 261 Interpersonal Orientations 262 Facilitating Smooth Relations 263 Stroking 263 Power and Politics 264 Types of Power 264 Effects of Power Bases 263 Organizational Politics 266 Influence and Political Fower 266 SUMMARY 270 Terms and Concepts for Review 270 Discussion Questions 270 Assess Your Own Skills 271 Incident: The Angry Airline Passenger 272 Experiential Exercise: Assessing Political Strategies 273 Generating OB Insights 273 WHAT MANAGERS ARE READING 257 A DIVERSITY OF PREFERENCES 260 AN Eraics Question 267 ADVICE TO FUTURE MANAGERS 269 PART FIVE GROUP BEHAVIOR 275 Chapter 12 Informal and Formal Groups 276 CHAPTER OBJECTIVES 276 Group Dynamics 277 ‘Types of Groups 277 ‘The Nature of Informal Organizations 278 Comparison of Informal and Format Organizations 278 How Does the Informal Organization Emerge? 278 Contents xii Member Status and Informal Leaders 279 Benefits of informal Organizations 281 Problems Associated with Informat Organizations 282 Monitoring Informal Organizations 284 Influencing Informal Organizations 285 Formal Groups 285 Committees 286 Systems Factors to Consider 286 Structured Approaches 289 Potential Outcomes of Formal Group Processes 293 Consensus: A Key Issue in Decision-Making Groups 294 Weaknesses of Committees 295 SUMMARY 297 Terms and Concepts for Review 298 Discussion Questions 298 Assess Your Own Skills 299 Incident: Excelsior Department Store 300 Experiential Exercise: Choosing Your Leader 301 Generating OB Insights 301 | WHAT MANAGERS ARE READING 286 ANETHICS QUESTION 290 ‘Tae NEED FoR DIVERSITY IN GROUPS 296 ADVICE TO FUTURE MANAGERS 298 Chapter 13 Teams and Team Building 302 CHAPTER OBJECTIVES 302 Organizational Context for'Teams 303 Classical Concepts 303 ‘Matrix Organization 304 Teamwork 304 Life Cycle of a Team 305 Ingredients of Effective Teams 306 Potential Team Problems 309 ‘Team Building 310 The Need for Team Building 310 The Process. 311 Specific Team-Building Issues 311 Skills Usefid in Team Building 312 Characteristics of Mature Teams 313 Individual Territories versus Team Spaces 314 SelfpManaging Teams 315 Virtual Teams 316 SUMMARY 317xiv Contents Terms and Concepts for Review 318 Discussion Questions 318 Assess Your Own Skills 318 Incident: Conflict in the Division 320 Experiential Exercise: Readiness for Self-Managing Teams 320 Experiential Exercise: Team Building 321 Generating OB Insights 321 Wutar MANAGERS ARE READING 307 ETHICAL DILEMMAS WITHIN TEAMS 314 ADVICE TO FUTURE MANAGERS 317 PART SIX CHANGE AND ITS EFFECTS = 323 Chapter 14 Managing Change 324 CHAPTER OBJECTIVES 324 Change at Work 325 The Nature of Change 325 Responses fo Change 326 Costs and Benefits 329 Resistance to Change 330 Nature and Effects 330 Reasons for Resistance 331 Types of Resistance 331 Possible Benefits of Resistance 333 Implementing Change Successfully 333 ‘Transformational Leadership and Change 333 Three Stages in Change 335 Manipulating the Forces 336 Building Support for Change 337 Understanding Organization Development 340 Foundations of OD 340 Characteristics of Organization Development 342 The Organization Development Process 343 Benefits and Limitations of OD 344 SUMMARY 345 TTerms and Concepts for Review 346 Discussion Questions 346 ‘Assess Your Own Skills 347 Incident: The New Sales Procedures 348 Experiential Bxercise: The Industrial Engineering Change 349 Experiential Exercise: Applying Force-Field Analysis 350 Generating OB Insights 350 EFFECTS OF A DIVERSE WORKFORCE ON CHANGE 328, AN ETHICS QUESTION 334 WHAT MANAGERS ARE READING 337 ADVICE TO FUTURE MANAGERS 346 Chapter 15 Stress and Counseling 352 CHAPTER OBJECTIVES 352 Employee Stress 353 What Stress Is 333 Extreme Products of Stress 354 Causes of Stress 357 Job-Related Causes of Stress 357 Frustration 359 Stress and Job Performance 360 Stress Vulnerability 361 Approaches to Stress Management 362 Employee Counseling 364 What Counseling Is 364 Need for Counseling 366 What Counseling Can Do 366 The Manager's Counseling Role 368 ‘Types of Counseling 369 Directive Counseling 369 Nondirective Counseling 370 Participative Cousseling 372 A Contingency View 372 SUMMARY 373 Terms and Concepts for Review 374 Discussion Questions 374 Assess Your Own Skills 375 Incident: Unit Electronics Company 376 Experiential Exercise: Assessment of Stress-Related Behaviors 377 Generating OB Insights 378 What MANAGERS ARE READING 356 An Braics QUESTION 369 ‘ADVICE TO FUTURE MANAGERS 373 PART SEVEN EMERGING ASPECTS OF ORGANIZATIONAL BEHAVIOR | 379 Chapter 16 Organizational Behavior across Cultures 380 CHAPTER OBJECTIVES | 380Conditions Affecting Multinational Operations 381 Social Conditions 382 Legal and Ethical Conditions 383 Political Conditions 384 Economic Conditions 385 Individual Differences 385 Managing an International Workforce 387 Barriers to Cultural Adaptation 387 Overcoming Barriers to Cultural Adaptation 390 Productivity and Cultural Contingencies 394 ‘The Challenge of Achieving Productivity 394 Cultural Contingencies 394 Cross-Cultural Communication 397 Transcultural Managers 398 SUMMARY 398 Terms and Concepts for Review 399 Discussion Questions 399 Assess Your Own Skills 399 Incident: The Piedmont Company 401 Experiential Exercise: Adaptability to a Multicultural Assignment 401 Generating OB Insights 402 AN ETHICAL QUESTION 383 WHAT MANAGERS ARE READING 396 ADVICE TO FUTURE MANAGERS 398 Contents xv PART EIGHT CASE PROBLEMS 403 INTRODUCTION 405 ‘The Virtual Environment Work Team 406 ‘The Teaching Hospital 409 Creative Toys Company 414 Eastern International Food Service Corporation 417 Goodman Company 420 Falcon Computer 426 Consolidated Life 428 Video Electronics Company 433 Blite Electric Company 436 ‘The Patterson Operation 442 ‘TRW—Oilwell Cable Division 446 ewe ES onaau Glossary 454 ‘Appendix: Personal Development Plan 468 References 471 Name Index 488 ‘Subject Index 493