Organizational Behavior: Bridging Science and Practice Version 4.0 4th Edition by Talya Bauer, ISBN-13: 978-1453337677

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Organizational Behavior: Bridging Science and Practice Version 4.0 4th Edition by Talya Bauer, ISBN-13: 978-1453337677

[PDF eBook eTextbook]

Organizational Behavior: Bridging Science and Practice incorporates effective ways to bridge the gap between the theory and practice of management with the distinct, experiential, and evidence-based approach for which this book is known. Organizational Behavior provides the most timely and relevant concepts, vocabulary, frameworks, and critical-thinking skills necessary to diagnose situations, ask tough questions, evaluate answers received, and act in an effective and ethical manner taking into consideration the specific situational characteristics. For those interested in using simulations, Version 4.0 is aligned with Lead: The Simulation to provide a rich, online learning experience.

Table of Contents:

Brief Contents

Contents

About the Authors

Acknowledgments€

Preface

Chapter 1: Organizational Behavior at Work

1.1: The Power of People: The Case of Cayuga Collection

1.2: Understanding Organizational Behavior

About This Book

What Is Organizational Behavior?

Why Organizational Behavior Matters

Adding to Your OB Toolbox

Isn’t OB Just Common Sense?

1.3: Learning and Retention

Learning and Retaining Information

Memory

Chunking

Repetition

Meaning and Motivation

Learning Style Preferences

Learning Techniques for Students

Effective Notetaking

Quizzing

Internships and Practicums

1.4: Organizational Behavior Research Methods

Research Concepts, Tools, and Approaches

Case Studies

Field Studies

Laboratory Studies

Machine Learning

Meta-Analysis

Surveys

Measurement Issues in OB

Analytics

1.5: Trends Influencing Organizational Behavior

Challenges and Opportunities

Ethical Challenges

Online Data Privacy Concerns

Lack of Employee Engagement

Technology and Automation

Uneven Information Quality

Sustainability and Green Business Practices

Aging Workforce

Virtual Marketplace for Staffing

1.6: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Brew Dr. Kombuch

1.7: Conclusion

1.8: Exercises

Endnotes

Chapter 2: Diversity and Inclusion at Work

2.1: Open to All and Color Proud: The Case of Gap Inc.

2.2: Demographic Diversity and Inclusion

Benefits of Diversity and Inclusion

Higher Creativity in Decision Making

Better Understanding and Service of Customers

Higher Job Satisfaction

Higher Stock Prices

Lower Litigation Expenses

Higher Company Performance

Challenges to Achieving€Diversity and Inclusion

Similarity-Attraction Phenomenon

Faultlines

Stereotypes and Unconscious Biases

Specific Diversity Issues

Sex Diversity in the Workplace

Earnings Gap

Glass Ceiling

Sexual Harassment

Race Diversity in the Workplace

Age Diversity in the Workplace

Religious Diversity in the Workplace

Employees with Disabilities in the Workplace

Sexual Orientation and Gender Identity Diversity in the Workplace

Tools for Creating an Inclusive Workplace€

Inclusive Workplace Culture

Diversity Training Programs

Recruitment Practices

Idiosyncratic Deals (i-deals)

Affirmative Action Programs

2.3: Cultural Diversity

Individualism-Collectivism

Power Distance

Uncertainty Avoidance

Aggressive-Nurturing (Masculinity–Femininity)

Strength of Norms: Tightness-Looseness of Culture

Suggestions for Managing Cultural Diversity

Develop a Global Mindset

Avoid Ethnocentrism

Listen to Locals

Recognize That Culture Evolves

Do Not Always Assume That Culture Is the Problem

2.4: Focus on Diversity, Ethics, Technology, and National Culture

Diversity and Ethics

Diversity and Technology

Diversity Around the Globe

2.5: Equality as a Core Value: The Case of Salesforce.com

2.6: Conclusion

2.7: Exercises

Endnotes

Chapter 3: Individual Differences and Perception at Work

3.1: Individuals Bringing Their Full Selves to Work: The Case of Fully

3.2: The Interactionist Perspective: The Role of Fit

3.3: Individual Differences: Values and Personality

Values

Personality

Big Five Personality Traits

Positive and Negative Affectivity

Self-Monitoring

Proactive Personality

Self-Esteem

Self-Efficacy

Locus of Control

Personality Testing in Employee Selection

3.4: Perception

Visual Perception

Self-Perception

Social Perception

Attributions

3.5: Focus on Individual Differences, Ethics, Technology, and National Culture

Individual Differences and Ethics

Individual Differences and Technology

Individual Differences Around the Globe

3.6: Hiring for Match: The Case of Netflix

3.7: Conclusion

3.8: Exercises

Endnotes

Chapter 4: Attitudes and Behaviors at Work

4.1: Delivering Happiness: The Case of Zoom Video Communications

4.2: Work Attitudes

What Causes Positive Work Attitudes?

Personality

Person–Environment Fit

Job Characteristics

Psychological Contract

Organizational Justice

Relationships at Work

Stress

Work-Life Balance

Consequences of Positive Work Attitudes

Assessing Work Attitudes in the Workplace

4.3: Work Behaviors

Job Performance

What Are the Major Predictors of Job Performance?

Organizational Citizenship Behaviors

Counterproductive Work Behaviors€

Absenteeism

Turnover

4.4: Focus on Attitudes and Behaviors, Ethics, Technology, and National Culture

Job Attitudes, Behaviors, and Ethics

Job Attitudes, Behaviors, and Technology

Job Attitudes Around the Globe

4.5: People Come First: The Case of SAS

4.6: Conclusion

4.7: Exercises

Endnotes

Chapter 5: Theories of Motivation at Work

5.1: Motivated Employees: The Case of Patagonia

5.2: Understanding Motivation

Intrinsic and Extrinsic Motivation

5.3: Need-Based Theories of Motivation

Maslow’s Hierarchy of Needs

ERG Theory

Two-Factor Theory

Acquired-Needs Theory

5.4: Process-Based Theories

Equity Theory

What Are Inputs and Outcomes?

Who Is the Referent?

Reactions to Unfairness

Overpayment Inequity

Individual Differences in Reactions to Inequity

Fairness Beyond Equity: Procedural and Interactional Justice

Expectancy Theory

Influencing Expectancy Perceptions

Influencing Instrumentality Perceptions

Influencing Valence

Reinforcement Theory

Reinforcement Interventions

Reinforcement Schedules

5.5: Focus on Motivation, Ethics, Technology, and National Culture

Motivation and Ethics

Motivation and Technology

Motivation Around the Globe

5.6: Creating Happiness via Motivation: The Case of The Walt Disney Company

5.7: Conclusion

5.8: Exercises

Endnotes

Chapter 6: Designing a Motivating Work Environment

6.1: Performance with Purpose: The Case of PepsiCo

6.2: Motivating Employees Through Job Design

Importance of Job Design

Scientific Management and Job Specialization

Alternatives to Job Specialization: Rotation, Enlargement, Enrichment, and Job Crafting

Job Characteristics Model

Empowerment

6.3: Motivating Employees Through Goal Setting

Goal-Setting Theory

Setting SMART Goals

Specific and Measurable

Aggressive

Realistic

Time-Bound

Why Do SMART Goals Motivate?

When Are Goals More Effective?

Feedback

Ability

Goal Commitment

Are There Downsides to Goal Setting?

Ensuring Goal Alignment Through Management by Objectives (MBO)

6.4: Motivating Employees Through Performance Reviews

What Is Performance Management?

What Is the Purpose of a Performance Review?

Who Is the Rater?

What Makes an Effective Review System?

Absolute Ratings versus Relative Rankings

One-on-One and Performance Review Meetings

Managing Potential Bias in Performance Reviews

Liking

Leniency

Stereotypes

6.5: Motivating Employees Through Performance Incentives

Performance Incentives

Piece Rate Systems

Individual Bonuses

Merit Pay

Sales Commissions

Employee Recognition Awards

Team Bonuses

Gainsharing

Profit Sharing

Stock Options

6.6: Focus on Motivating Work Environments, Ethics, Technology, and National Culture

Designing a Motivating Work Environment and Ethics

Motivating Work Environments and Technology

Designing a Motivating Work Environment Around the Globe

6.7: Retail with a Purpose: The Case of REI

6.8: Conclusion

6.9: Exercises

Endnotes

Chapter 7: Stress and Emotions at Work

7.1: Mitigating Stress with Mission: The Case of SpaceX

7.2: What Is Stress?

Models of Stress

General Adaptation Syndrome

Demand-Control Model

Job Demands-Resources (JD-R) Model

Causes of Stress at Work

Role Demands and Overload

Work-Life Conflict

Interpersonal Stressors

Life Changes

Financial Stressors, Unemployment, and Job Insecurity

Uncertainty

Anticipatory Stress and Rumination

Outcomes of Stress

Physiological

Psychological

Work Outcomes

Individual Differences in Experienced Stress

7.3: Managing Stress

Individual Approaches to Managing Stress

Eat Energizing Foods

Get Enough Sleep

Get Enough Exercise

Focus on Workplace Recovery

Focus on Flow and Mindfulness

Psychological Coping and Optimism

Create a Social Support Network

Time Management

Organizational Approaches to Managing Stress

Give Employees Autonomy

Create Fair Work Environments

Provide Social Support

Offer Flexible Schedules

Training

Employee Sabbaticals

Employee Assistance Programs

Wellness Programs

7.4: What Are Emotions?

Types of Emotions

Emotional Contagion

7.5: Emotions at Work

Emotions Affect Attitudes and Behaviors at Work

Emotional Labor

Emotional Intelligence

Journaling

7.6: Focus on Stress, Emotions, and Ethics

Stress and Emotions and Ethics

Stress, Emotions, and Technology

Stress and Emotions Around the Globe

7.7: Managing Stress and Emotions: The Case of NASA’s Mission to Mars

7.8: Conclusion

7.9: Exercises

Endnotes

Chapter 8: Communication at Work

8.1: Communication That Transcends Cultures: The Case of IKEA

8.2: Understanding Communication

The Communication Process

8.3: Communication Barriers

Barriers to Effective Communication

Filtering

Selective Perception

Information Overload and the Illusion of Multitasking

Emotional Disconnects

Lack of Source Familiarity or Credibility

Workplace Gossip

Semantics

Gender Differences in Communication

Biased Language

Poor Listening

8.4: Different Types of Communication

Types of Communication

Verbal Communication

Storytelling

Crucial Conversations

Written Communication

Nonverbal Communication

Body Language

Facial Expressions

Eye Contact

Posture

Touch

Space

Communication Channels

Direction of Communication Within Organizations

External Communications

Press Releases

Ads

Web Pages

Customer Communications

8.5: Focus on Communication, Ethics, Technology, and National Culture

Ethics and Communication

Technology and Communication

Cross-Cultural Communication

8.6: Instant Messaging in the Workplace: The Case of Slack

8.7: Conclusion

8.8: Exercises

Endnotes

Chapter 9: Groups and Teams at Work

9.1: Building Teams with Kindness: The Case of Kind

9.2: Group Dynamics

Types of Groups: Formal and Informal

Stages of Group Development

Forming, Storming, Norming, and Performing

Forming

Storming

Norming

Performing

Adjourning

The Punctuated-Equilibrium Model

Cohesion

Can a Group Have Too Much Cohesion?

Social Loafing

Collective Efficacy

9.3: Understanding Team Design Characteristics

Differences Between Groups and Teams

Team Tasks

Team Roles

Task-Oriented Roles

Social-Oriented Roles

Boundary-Spanning Roles

Types of Teams

Team Leadership and Autonomy

Designing Effective Teams: Team Composition

Who Are the Best Individuals for the Team?

How Large Should My Team Be?

How Diverse Should My Team Be?

9.4: Managing Effective Teams

Team Processes for Effective Teams

Establish Team Norms

Agree Upon Team Contracts

Establish Psychological Safety

Engage in Team Performance After-Action Reviews

Managing Effective Teams: Workplace Meetings

Before the Meeting

During the Meeting

After the Meeting

Managing Effective Teams: Putting It All Together

9.5: Barriers to Effective Teams

Common Problems Faced by Teams

Challenges of Knowing Where to Begin

Dominating Team Members

Poor Performance of Some Team Members

Lack of Communication and Coordination

Poorly Managed Team Conflict

9.6: Focus on Managing Groups and Teams, Ethics, Technology, and National Culture

Ethics and Teams

Technology and Teams

Teams Around the Globe

9.7: Four Generations of Teamwork: The Case of the LEGO Group

9.8: Conclusion

9.9: Exercises

Endnotes

Chapter 10: Conflict and Negotiation at Work

10.1: Addressing Conflict with Employee Activism: The Case of Google

10.2: Understanding Conflict

Types of Conflict

Intrapersonal Conflict

Interpersonal Conflict

Intragroup Conflict

Intergroup Conflict

Is Conflict Always Bad?

10.3: Causes and Outcomes of Conflict

Causes of Conflict

Organizational Structure

Limited Resources

Task Interdependence

Incompatible Goals

Personality Differences

Communication Challenges

Outcomes of Conflict

10.4: Conflict Management

Ways to Manage Conflict

Change the Structure

Change the Composition of the Team

Create a Common Opposing Force

Consider Majority Rule

Problem Solve

Consider the Role of Mood

Conflict-Handling Styles

Avoidance

Accommodation

Compromise

Competition

Collaboration

Which Style Is Best?

What If You Don’t Have Enough Conflict Over Ideas?

10.5: Negotiations

The Five Phases of Negotiation

Phase 1: Investigation

Phase 2: Determine Your BATNA

Phase 3: Presentation

Phase 4: Bargaining

Phase 5: Closure

Negotiation Strategies

Distributive Approach

Integrative Approach

When All Else Fails: Third-Party Negotiations

Alternative Dispute Resolution

Mediation

Arbitration

Arbitration-Mediation

10.6: Focus on Conflict and Negotiations, Ethics, Technology, and National Culture

Ethics and Negotiations

Technology, Conflict, and Negotiations

Conflict and Negotiation Around the Globe

10.7: When Conflict Is Productive: The Case of Amazon

10.8: Conclusion

10.9: Exercises

Endnotes

Chapter 11: Decision Making and Creativity at Work

11.1: Making the Decision to Invest in Detroit: The Case of Detroit Bikes and Shinola

11.2: Understanding Decision Making

Decision Making Defined

Types of Decisions

Making Rational Decisions

Making “Good Enough” Decisions

Making Intuitive Decisions

Making Creative Decisions

How Do You Know If Your Decision-Making Process Is Creative?

11.3: Faulty Decision Making

Avoiding Decision-Making Traps

Anchoring and Adjustment Bias

Availability Bias

Confirmation Bias

Escalation of Commitment Bias

Framing Bias

Fundamental Attribution Error

Hindsight Bias

Judgments about Correlation and Causality Bias

Overconfidence Bias

Sampling Bias€

11.4: Decision Making in Groups

When It Comes to Decision Making, Are Two Heads Better Than One?

Groupthink

Tools and Techniques for Making Better Decisions

11.5: Focus on Making Decisions, Ethics, Technology, and National Culture

Ethics and Decision Making

Technology and Decision Making

Decision Making Around the Globe

11.6: Trusting Employees to Make Decisions: The Case of Microsoft

11.7: Conclusion

11.8: Exercises

Endnotes

Chapter 12: Leading at Work

12.1: An Inclusive Leadership Approach: The Case of Stitch Fix

12.2: Who Is Considered a Leader? Trait Approaches to Leadership

Intelligence

Big Five Personality Traits

Self-Esteem

Integrity

12.3: What Do Leaders Do? Behavioral Approaches to Leadership

Leader Behaviors

Leader Decision Making

Limitations of Behavioral Approaches

12.4: What Is the Role of the Context? Contingency Approaches to Leadership

Fiedler’s Contingency Theory

Situational Leadership

Path-Goal Theory of Leadership

Four Leadership Styles

Vroom and Yetton’s Normative Decision Model

Decision-Making Styles

12.5: What’s New? Contemporary Approaches to Leadership

Transformational Leadership

Leader-Member Exchange (LMX) Theory

Servant Leadership

Authentic Leadership

When Leadership Goes Wrong: Abusive Leadership

Leader Humility

Women and Leadership

12.6: Focus on Leading People, Ethics, Technology, and National Culture

Leadership and Ethics

Leadership and Technology

Leadership Around the Globe

12.7: A Different Approach to Leadership at Apple: The Case of Tim Cook

12.8: Conclusion

12.9: Exercises

Endnotes

Chapter 13: Power, Influence, and Politics at Work

13.1: The Power of Heart: The Case of Southwest Airlines

13.2: The Basics of Power

What Is Power?

Positive and Negative Consequences of Power

Conformity

The Milgram Studies

The Asch Studies

The Relationship Between Dependency and Power

Scarcity

Importance

Substitutability

13.3: The Power to Influence

Bases of Power

Legitimate Power

Reward Power

Coercive Power

Expert Power

Information Power

Referent Power

What Is Influence?

Making Logical Arguments

Commonly Used Influence Tactics

Impression Management

Direction of Influence

Upward Influence

Downward Influence

Peer Influence

13.4: Organizational Politics

Organizational Politics

Antecedents of Political Behavior

Individual Antecedents

Organizational Antecedents

13.5: Understanding Social Networks

Social Networks

Conducting SNA

Analyzing Network Ties and Key Network Roles

Analysis: Strong and Weak Ties

Building Your Own Network

13.6: Focus on Power and Politics, Ethics, Technology, and National Culture

Power, Politics, and Ethics

Power, Influence, and Technology

Power Around the Globe

13.7: English Teacher to Billionaire: The Case of Jack Ma

13.8: Conclusion

13.9: Exercises

Endnotes

Chapter 14: Organizational Structure and Change at Work

14.1: Evolving through Acquisition: The Case of Campbell Soup Company

14.2: Understanding Organizational Structure

Building Blocks of Structure

Centralization

Formalization

Hierarchical Levels

Departmentalization

Two Configurations: Mechanistic and Organic Structures

Contemporary Forms of Organizational Structures

Matrix Organizations

Boundaryless Organizations

Learning Organizations

14.3: Understanding Organizational Change

Why Do Organizations Change?

Workforce Demographics

Technology

Globalization

Generational€Events

Market Conditions

Organizational Growth

Poor Performance

Resistance to Change

Why Do People Resist Change?

Disrupted Habits

Personality

Feelings of Uncertainty

Fear of Failure

Personal Impact of Change

Prevalence of Change

Perceived Loss of Power

Is All Resistance Bad?

14.4: Planning and Executing Change Effectively

The Three Stages of Change

Unfreezing Prior to Change

Create a Vision for Change

Communicate a Plan for Change

Develop a Sense of Urgency

Build a Coalition

Provide€Support

Allow Employees to Participate

Executing Change

Continue to Provide Support

Create Small Wins

Eliminate Obstacles

Refreezing

Publicize Success

Build on Prior Change

Reward Change Adoption

Make Change a Part of Organizational Culture

14.5: Focus on Organizational Structure and Change, Ethics, Technology, and National Culture

Organizational Structure, Change, and Ethics

Organizational Structure, Change, and Technology

Organizational Structure and Change Around the Globe

14.6: Changes in Latitudes, Changes in Attitudes: The Case of Kronos

14.7: Conclusion

14.8: Exercises

Endnotes

Chapter 15: Organizational Culture at Work

15.1: Strong Culture Leads to Strong Performance: The Case of Costco

15.2: Understanding Organizational Culture

What Is Organizational Culture?

Why Does Organizational Culture Matter?

Levels of Organizational Culture

15.3: Characteristics of Organizational Culture

Dimensions of Culture

Innovative Cultures

Aggressive Cultures

Outcome-Oriented Cultures

Stable Cultures

People-Oriented Cultures

Team-Oriented Cultures

Detail-Oriented Cultures

Service Culture

Safety Culture

Strength of Culture

Do Organizations Have a Single Culture?

15.4: Creating and Maintaining Organizational Culture

How Are Cultures Created?

Founder Values

Industry Demands

How Are Cultures Maintained?

Attraction-Selection-Attrition (ASA)

New Employee Onboarding

What Can Employees Do During Onboarding?

How Can Organizations Help During Onboarding?

What Can Organizational Insiders Do During Onboarding?

Leadership

Reward Systems

Visible Elements of Organizational Culture

Mission Statement

Rituals

Rules and Policies

Physical Layout

Stories

15.5: Creating Culture Change

How Do Cultures Change?

Creating a Sense of Urgency

Changing Leaders and Other Key Players

Role Modeling

Training

Changing the Reward System

Creating New Symbols and Stories

15.6: Focus on Organizational Culture, Ethics, Technology, and National Culture

Organizational Culture and Ethics

Organizational Culture and Technology

Organizational Culture Around the Globe

15.7: When It Comes to Culture, Strong Signals Matter: The Case of General Motors

15.8: Conclusion

15.9: Exercises

Endnotes

Index

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