Name: Test Bank for Understanding and Managing Organizational Behavior, 6th Edition: George
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This is completed downloadable of Test Bank for Understanding and Managing Organizational Behavior, 6th Edition: George

Product Details:

ISBN-10 ‏ : ‎ 0136124496
ISBN-13 ‏ : ‎ 978-0136124498
Author: Jennifer George (Author), Gareth Jones (Author)

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:

Chapter 1 Introduction to Organizational Behavior
Outline
Learning Objectives
Overview
What is Organizational Behavior?
The Nature of Organizational Behavior
Levels of OB
OB and Management
Managerial Functions
Planning
Organizing
Leading
Controlling
Managerial Roles
Managerial Skills
Challenges for OB
Challenge 1: The Changing Social and Cultural Environment
Developing Organizational Ethics and Well-Being
Dealing with a Diverse Workforce
Fairness and Justice Challenge
Decision-Making and Performance Challenge
Flexibility Challenge
Challenge 2: The Evolving Global Environment
Understanding Global Differences
Global Learning
Global Crisis Management
Challenge 3: Advancing Information Technology
IT and Organizational Effectiveness
IT, Creativity, and Organizational Learning
Challenge 4: Shifting Work and Employment Relationships
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Behavior in Organizations
A Question of Ethics Ethical versus Unethical Behavior
Small Group Break-Out Exercise Identifying an Open System
Topic for Debate
Experiential Exercise Ethical Issues in Globalization
Closing Case How Jeff Bezos Manages At Amazon.com
Questions for Discussion
F. W. Taylor and Scientific Management
The Work of Mary Parker Follett
The Hawthorne Studies and Human Relations
Theory X and Theory Y
Theory X
Theory Y
Part 1 Individuals in Organizations
Chapter 2 Individual Differences: Personality and Ability
Outline
Learning Objectives
Overview
The Nature of Personality
Determinants of Personality: Nature and Nurture
Personality and the Situation
Personality: A Determinant of the Nature of Organizations
The Big Five Model of Personality
Extraversion
Neuroticism
Agreeableness
Conscientiousness
Openness to Experience
Conclusions
Other Organizationally Relevant Personality Traits
Locus of Control
Self-Monitoring
Self-Esteem
Type A and Type B Personalities
Needs for Achievement, Affiliation, and Power
How Personality Is Measured
The Nature of Ability
Cognitive Ability
Physical Ability
Where Do Abilities Come from and How Are They Measured?
Emotional Intelligence: A Different Kind of Ability
The Management of Ability in Organizations
Selection
Placement
Training
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Characteristics of People and Jobs
A Question of Ethics
Questions
Small Group Break-Out Exercise Understanding Situational Influences
Topic for Debate
Experiential Exercise Individual Differences in Teams
Objective
Procedure
Closing Case Mark Wilson Creates a Different Kind of Telemarketer
Questions for Discussion
Chapter 3 Values, Attitudes, and Moods and Emotions
Outline
Learning Objectives
Overview
Values, Attitudes, and Moods and Emotions
The Nature of Values
Work values
Ethical values
The Nature of Work Attitudes
The Nature of Moods and Emotions
Relationships between Values, Attitudes, and Moods and Emotions
Job Satisfaction
Determinants of Job Satisfaction
Personality
Values
The work situation
Social influence
Theories of Job Satisfaction
The Facet Model of Job Satisfaction
Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
The Discrepancy Model of Job Satisfaction
The Steady-State Theory of Job Satisfaction
Measuring Job Satisfaction
Potential Consequences of Job Satisfaction
Does Job Satisfaction Affect Job Performance?
Absenteeism
Turnover
Organizational Citizenship Behavior
Employee Well-Being
Organizational Commitment
Determinants of Affective Commitment
Potential Consequences of Affective Commitment
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Understanding Your Own Experience of Work
A Question of Ethics
Questions
Small Group Break-Out Exercise Identifying Unethical behavior
Topic for Debate
Experiential Exercise Promoting Organizational Citizenship Behavior
Objective
Procedure
Closing Case PAETEC’s Values Lead to a Satisfied and Committed Workforce
Questions for Discussion
Chapter 4 Perception, Attribution, and the Management of Diversity
Outline
Learning Objectives
Overview
The Nature of Perception
Motivation and Performance
Fairness and Equity
Ethical Action
Characteristics of the Perceiver
Schemas: The Perceiver’s Knowledge Base
Are schemas functional?
Stereotypes: An example of a dysfunctional schema
The Perceiver’s Motivational State
The Perceiver’s Mood
Characteristics of the Target and Situation
Ambiguity of the Target
Social Status of the Target
Impression Management by the Target
Information Provided by the Situation
Standing Out in the Crowd: The Effects of Salience in a Situation
Extreme evaluations
Stereotyping
Biases and Problems in Person Perception
Primacy Effects
Contrast Effects
Halo Effects
Similar-to-Me Effects
Harshness, Leniency, and Average Tendency Biases
Knowledge-of-Predictor Bias
Attribution Theory
Internal and External Attributions
The fundamental attribution error
Attributional Biases
The actor–observer effect
Self-serving attribution
Effectively Managing a Diverse Workforce
Securing Top-Management Commitment to Diversity
Diversity Training
Education
Mentoring Programs
Sexual Harassment
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Understanding Perceptions and Attributions in Group Meetings
A Question of Ethics
Questions
Small Group Break-Out Exercise Dealing with Salience
Topic for Debate
Experiential Exercise Managing Diversity
Objective
Procedure
Closing Case Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity
Questions for Discussion
Chapter 5 Learning and Creativity
Outline
Learning Objectives
Overview
The Nature of Learning
Learning through Consequences
Encouraging Desired Behaviors through Positive and Negative Reinforcement
Identifying desired behaviors
Positive reinforcement
Negative reinforcement
Using reinforcement appropriately
Reinforcement schedules
Shaping
Discouraging Undesired Behaviors through Extinction and Punishment
Extinction
Punishment
Organizational Behavior Modification
Identify the behavior to be learned
Measure the frequency of the behavior
Analyze the antecedents and consequences of the behavior
Intervene to change the frequency of the behavior
Evaluate whether the intervention was successful in changing behavior
Ethical Issues in OB MOD
Learning from Others
Learning on Your Own
Beliefs about One’s Ability to Learn: The Role of Self-Efficacy
Sources of Self-Efficacy
Learning by Doing
Continuous Learning through Creativity
The Creative Process
Characteristics of Employees That Contribute to Creativity
Individual differences
Task-relevant knowledge
Intrinsic motivation
Characteristics of the Organizational Situation That Contribute to Creativity
Level of autonomy
Form of evaluation
Reward system
Importance of a task
The Interaction of Personality and Situational Factors
The Learning Organization
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Learning Difficult Behaviors
A Question of Ethics
Questions
Small Group Break-Out Exercise Raising Self-Efficacy
Topic for Debate
Experiential Exercise Managing the Learning Process
Objective
Procedure
Closing Case Continuous Learning and Innovation
Questions for Discussion
Chapter 6 The Nature of Work Motivation
Outline
Learning Objectives
Overview
What Is Work Motivation?
Direction of Behavior
Level of Effort
Level of Persistence
The Distinction Between Motivation and Performance
Intrinsic and Extrinsic Motivation
Theories of Work Motivation
Need Theory
Maslow’s Hierarchy of Needs
Alderfer’s ERG Theory
The Research Evidence
Expectancy Theory
Valence: How Desirable Is an Outcome?
Instrumentality: What Is the Connection Between Job Performance and Outcomes?
Expectancy: What Is the Connection Between Effort and Job Performance?
The Combined Effects of Valence, Instrumentality, and Expectancy on Motivation
Equity Theory
Equity
Inequity
Ways to Restore Equity
The Effects of Inequity and the Research Evidence
Organizational Justice Theory
Forms of Organizational Justice
Consequences of Organizational Justice
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Peak Motivation Experiences
A Question of Ethics
Questions
Small Group Break-Out Exercise Promoting Procedural Justice
Topic for Debate
Experiential Exercise Motivating in Lean Economic Times
Objective
Procedure
Closing Case Motivating Employees at the Sas Institute
Questions for Discussion
Chapter 7 Creating a Motivating Work Setting
Outline
Learning Objectives
Overview
Job Design: Early Approaches
Scientific Management
Job Enlargement and Job Enrichment
Job Design: The Job Characteristics Model
Core Job Dimensions
The Motivating Potential Score
Critical Psychological States
Work and Personal Outcomes
The Role of Individual Differences in Employees’ Responses to Job Design
The Research Evidence
Job Design: The Social Information Processing Model
The Role of the Social Environment
The Role of Past Behaviors
Job Design Models Summarized
Organizational Objectives
Goal Setting
What Kinds of Goals Lead to High Motivation and Performance?
Why Do Goals Affect Motivation and Performance?
Limits to Goal-Setting Theory
Management by Objectives
Goal Setting and Job Design as Motivation Tools
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Extrinsic and Intrinsic Motivation
A Question of Ethics
Questions
Small Group Break-Out Exercise The Power of Social Influence
Topic for Debate
Experiential Exercise Increasing Autonomy
Objective
Procedure
Closing Case Motivating Employees at Google
Questions for Discussion
Chapter 8 Pay, Careers, and Changing Employment Relationships
Outline
Learning Objectives
Overview
Psychological Contracts
Determinants of Psychological Contracts
Direct communication
Observation
Written documents
Types of Psychological Contracts
Transactional contracts
Relational contracts
When Psychological Contracts Are Broken
Performance Appraisal
Encouraging High Levels of Motivation and Performance
Providing Information for Decision Making
Developing a Performance Appraisal System
Choice 1: The mix of formal and informal appraisals
Choice 2: What factors to evaluate
Choice 3: Methods of appraisal
Choice 4: Who appraises performance?
Potential Problems in Subjective Performance Appraisal
Pay and the Employment Relation
Merit Pay Plans
Should Merit Pay Be Based on Individual, Group, or Organizational Performance?
Should Merit Pay Be in the Form of a Salary Increase or a Bonus?
Examples of Merit Pay Plans
The Ethics of Pay Differentials and Comparable Worth
Careers
The Nature of Careers
Types of Careers
Steady-state careers
Linear careers
Spiral careers
Transitory careers
Career Stages
Preparation for work
Organizational entry
Early career
Mid-career
Late career
Contemporary Career Challenges
Ethical career management
Career management that supports diversity
Career management in an era of dual-career couples
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Determining Career Aspirations and Goals
A Question of Ethics
Questions
Small Group Break-Out Exercise When Performance Appraisals Seem Unfair
Topic for Debate
Experiential Exercise Designing Effective Performance Appraisal and Pay Systems
Objective
Procedure
Closing Case Valuing Employees at Costco
Questions for Discussion
Chapter 9 Managing Stress and Work-Life Balance
Outline
Learning Objectives
Overview
The Nature of Stress
Individual Differences and Stress
Personality
Ability
Consequences of Stress
Physiological consequences
Psychological consequences
Behavioral consequences
Sources of Stress
Personal Stressors
Job-Related Stressors
Group- and Organization-Related Stressors
Stressors Arising Out of Work-Life Balance
Environmental Uncertainty
Coping with Stress
Problem-Focused Coping Strategies for Individuals
Time management
Getting help from a mentor
Role negotiation
Emotion-Focused Coping Strategies for Individuals
Exercise
Meditation
Social support
Clinical counseling
Nonfunctional strategies
Problem-Focused Coping Strategies for Organizations
Job redesign and rotation
Reduction of uncertainty
Job security
Company day care and family friendly benefits
Flexible work schedules and job sharing
Telecommuting
Emotion-Focused Coping Strategies for Organizations
On-site exercise facilities
Organizational support
Employee assistance programs
Personal days, time off, and sabbaticals
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms for Review
OB: Increasing Self-Awareness The Nature of Stressful Experiences
A Question of Ethics
Questions
Small Group Break-Out Exercise Emotion-Focused Ways of Coping
Topic for Debate
Experiential Exercise Developing Effective Coping Strategies
Objective
Procedure
Closing Case Stress and Burnout Among Entrepreneurs and the Self-Employed
Questions for Discussion
Part 2 Group and Team Processes
Chapter 10 The Nature of Work Groups and Teams
Outline
Learning Objectives
Overview
Introduction to Groups
Types of Work Groups
Types of formal work groups
Types of informal work groups
Group Development Over Time: The Five-Stage Model
Characteristics of Work Groups
Group Size
Group Composition
Group Function
Group Status
Group Efficacy
Social Facilitation
How Groups Control Their Members: Roles and Rules
Roles
Written Rules
How Groups Control Their Members: Group Norms
Why Do Group Members Conform to Norms?
Idiosyncrasy Credit
The Pros and Cons of Conformity and Deviance
Balancing Conformity and Deviance
Ensuring that Group Norms are Functional for the Organization
Socialization: How Group Members Learn Roles, Rules, and Norms
Socialization and Role Orientation
Socialization Tactics
Collective versus individual tactics
Formal versus informal tactics
Sequential versus random tactics
Fixed versus variable tactics
Serial versus disjunctive tactics
Divestiture versus investiture tactics
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms for Review
OB: Increasing Self-Awareness Analyzing a “Real” Group
A Question of Ethics
Questions
Small Group Break-Out Exercise Encouraging Dissenting Views
Topic for Debate
Experiential Exercise Developing Roles, Rules, and Norms
Objective
Procedure
Closing Case Teams Fuel Global Innovation at Whirlpool
Questions for Discussion
Chapter 11 Effective Work Groups and Teams
Overview
Learning Objectives
Overview
Process Losses, Process Gains, and Group Effectiveness
Potential Performance?
Process Losses and Performance
Process Gains and Performance
Social Loafing: A Problem in Group Motivation and Performance
Group Size and Social Loafing
Ways to Reduce Social Loafing
Making individual contributions identifiable
Make individuals believe they provide a valuable contribution to a group
Keeping the group as small as possible
How Task Characteristics Affect Group Performance
Pooled Interdependence
Sequential Interdependence
Reciprocal Interdependence
Group Cohesiveness and Performance
Factors that Contribute to Group Cohesiveness
Group size
Similarity/diversity of group members
Competition between groups
Success
Exclusiveness
Consequences of Group Cohesiveness
Consequences when group goals are aligned with organizational goals
Consequences when group goals are not aligned with organizational goals
Important Organizational Groups
The Top Management Team
Self-Managed Work Teams
Research and Development Teams
Virtual Teams
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Group Effectiveness
A Question of Ethics
Group Processes and Ethics
Small Group Break-Out Exercise When and How to Use Groups
Topic for Debate
Experiential Exercise Curtailing Social Loafing
Objective
Procedure
Closing Case Why Microsoft’s Measurement System Led to Problems with Group Performance
Questions for Discussion
Chapter 12 Leaders and Leadership
Outline
Learning Objectives
Overview
Introduction to Leadership
Early Approaches to Leadership
The Leader Trait Approach
The Leader Behavior Approach
Consideration
Initiating structure
The Behavior Approach: Leader Reward and Punishing Behavior
Measuring Leader Behaviors
What Is Missing in the Trait and Behavior Approaches?
Fiedler’s Contingency Theory of Leadership
Leader Style
Situational Characteristics
Leader–member relations
Task structure
Position power
The Contingency Model
Contemporary Perspectives on Leadership
Path-Goal Theory: How Leaders Motivate Followers
The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making
Leader–Member Exchange Theory: Relationships Between Leaders and Followers
Does Leadership Always Matter in Organizations?
Leadership Substitutes
Leadership Neutralizers
The Romance of Leadership
New Topics in Leadership Research
Transformational and Charismatic Leadership
Leader Mood
Gender and Leadership
Ethical Leadership
Recap of Leadership Approaches
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms for Review
OB: Increasing Self-Awareness Contemporary Leaders
A Question of Ethics Influence at Work
Small Group Break-Out Exercise A Leadership Problem at HighandTall
Topic for Debate
Experiential Exercise Effectively Leading a Work Group
Objective
Procedure
Closing Case Tammy Savage and the NETGENeration
Questions for Discussion
Chapter 13 Power, Politics, Conflict, and Negotiation
Outline
Learning Objectives
Overview
The Nature of Power and Politics
Sources of Individual Power
Sources of Formal Individual Power
Legitimate power
Reward power
Coercive power
Information power
Sources of Informal Individual Power
Expert power
Referent power
Charismatic power
Sources of Functional and Divisional Power
Ability to Control Uncertain Contingencies
Irreplacability
Centrality
Ability to Control and Generate Resources
Organizational Politics: The Use of Power
Tactics for Increasing Individual Power
Tapping the sources of functional and divisional power
Recognizing who has power
Controlling the agenda
Bringing in an outside expert
Building coalitions and alliances
Managing Organizational Politics
What Is Organizational Conflict?
Sources of Organizational Conflict
Differentiation
Differences in functional orientations
Status inconsistencies
Task Relationships
Overlapping authority
Task interdependencies
Incompatible evaluation systems
Scarcity of Resources
Pondy’s Model of Organizational Conflict
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict
Conflict Aftermath
Negotiation: Resolving Conflict
Individual-Level Conflict Management
Group-Level Conflict Management
Promoting Compromise
Emphasize common goals
Focus on the problem, not the people
Focus on interests, not demands
Create opportunities for joint gain
Focus on what is fair
Union–management negotiations
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Understanding Conflict and Politics
A Question of Ethics
Power, Politics, and Negotiation
Small Group Break-Out Exercise What Are the Sources of Conflict?
Topic for Debate
Experiential Exercise Managing Conflict Successfully
Objective
Procedure
Closing Case Mixing Business and Family Causes Conflict
Questions for Discussion
Chapter 14 Communicating Effectively in Organizations
Outline
Learning Objectives
Overview
What Is Communication?
The Functions of Communication
Providing knowledge
Motivating organizational members
Controlling and coordinating group activities
Expressing feelings and emotions
Communication Networks in Organizations
Group communication networks
Organizational communication networks
The Communication Process
The Sender and the Message
Encoding
Jargon
The Medium
Verbal communication
Nonverbal communication
The Receiver: Decoding and the Feedback Loop
Barriers to Effective Communication
Filtering and Information Distortion
Poor Listening
Lack of or Inappropriate Feedback
Rumors and the Grapevine
Workforce Diversity
Differences in Cross-cultural Linguistic Styles
Selecting an Appropriate Communication Medium
Information Richness
Face-to-face communication
Verbal communication electronically transmitted
Personally addressed written communication
Impersonal written communication
Trade-Offs in the Choice of Media
Using Advanced IT
Internet and Intranet applications
Persuasive Communication
A Model of Persuasive Communication
Characteristics of the sender
Active listening
Method of communication
Characteristics of the receiver
Communication in Crisis Situations
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Effective and Ineffective Communication
A Question of Ethics
Small Group Break-Out Exercise
Implementing IT in a Medical Clinic
Topic for Debate
Experiential Exercise
Troubling Communication
Objective
Procedure
Closing Case How Chrysler’s Tom LaSorda learned how to Talk to Employees
Questions for Discussion
Chapter 15 Decision Making and Organizational Learning
Outline
Learning Objectives
Overview
Types of Decisions
Nonprogrammed Decisions
Programmed Decisions
Ethical Decision Making
The Decision-Making Process
The Classical Model of Decision Making
March and Simon’s Administrative Model of Decision Making
Satisficing
Bounded rationality
Sources of Error in Decision Making
Heuristics and Their Effects
Availability heuristic
Representativeness heuristic
Anchoring and adjustment heuristic
Escalation of Commitment
The Role of Information Technology
Group Decision Making
Advantages of Group Decision Making
Availability and diversity of members’ skills and knowledge
Enhanced memory for facts
Capability of error detection
Greater decision acceptance
Disadvantages of Group Decision Making
Time needed to make a decision
The potential for groupthink
Other Consequences of Group Decision Making
Diffusion of responsibility
Group polarization
Potential for conflict
Decision Making in Crisis Situations
Group Decision-Making Techniques
Brainstorming
The Nominal Group Technique
The Delphi Technique
Group Decision-Making Techniques Used in Total Quality Management
Benchmarking
Empowerment
Organizational Learning
Types of Organizational Learning
Principles of Organizational Learning
Personal mastery
Complex mental models
Team learning
Building a shared vision
Systems thinking
Leadership and Learning
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness
Analyzing Individual and Group Decisions
A Question of Ethics
Small Group Break-Out Exercise
Brainstorming
Topic for Debate
Experiential Exercise
Using the Nominal Group Technique
Objective
Procedure
Closing Case Turnaround Decision Making at Liz Claiborne
Questions for Discussion
Part 3 Organizational Processes
Chapter 16 Organizational Design and Structure
Outline
Learning Objectives
Overview
Designing Organizational Structure
The Organizational Environment
Technology
Human Resources and the Employment Relationship
Organic and Mechanistic Structures
Grouping Jobs into Functions and Divisions
Functional Structure
Advantages of a functional structure
Coordination advantages
Motivational advantages
Disadvantages of a functional structure
Divisional Structures: Product, Market, and Geographic
Product structure
Market structure
Geographic structure
Advantages of a Divisional Structure
Coordination advantages
Motivational advantages
Disadvantages of a Divisional Structure
Matrix Structure
Coordination advantages
Motivational advantages
Disadvantages of a matrix structure
Summary
Coordinating Functions and Divisions
Allocating Authority
Tall and flat hierarchies
The minimum chain of command
Centralization versus decentralization
Mutual Adjustment and Integrating Mechanisms
Direct contact
Liaison roles
Teams and task forces
Cross-functional teams
Standardization
Standardizing inputs
Standardizing Outputs
New IT-Enabled Forms of Organizational Design and Structure
The Effects of IT Inside Organizations
The Effects of IT Between Organizations
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness
Understanding Organizational Structure
A Question of Ethics
How to Lay Off Employees
Small Group Break-Out Exercise
Speeding Up Website Design
Topic for Debate
Experiential Exercise
Analyzing Organizational Structure
Objective
Procedure
Closing Case Home Depot’s Military-Style Structure
Questions for Discussion
Chapter 17 Organizational Culture and Ethical Behavior
Outline
Learning Objectives
Overview
What Is Organizational Culture?
How Is an Organization’s Culture Transmitted to Its Members?
Socialization and Socialization Tactics
Stories, Ceremonies, and Organizational Language
Factors Shaping Organizational Culture
Characteristics of People Within the Organization
Organizational Ethics
Societal ethics
Professional ethics
Individual ethics
The Employment Relationship
Organizational Structure
Adaptive Cultures versus Inert Cultures
Traits of Strong, Adaptive Corporate Cultures
Values from the National Culture
Hofstede’s Model of National Culture
Individualism versus collectivism
Power distance
Achievement versus nurturing orientation
Uncertainty avoidance
Long-term versus short-term orientation
Creating an Ethical Culture
Why Does Unethical Behavior Occur?
Lapses in individual ethics
Ruthless pursuit of self-interest
Outside pressure
Ways to Create an Ethical Culture
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Understanding Culture
A Question of Ethics When Is Culture Too Strong?
Small Group Break-Out Exercise Developing a Service Culture
Experiential Exercise A Culture Problem at High and Tall
Closing Case Why 3M has an Innovative Culture
Questions for Discussion
Chapter 18 Organizational Change and Development
Outline
Learning Objectives
Overview
Forces for and Resistance to Organization Change
Forces for Change
Competitive forces
Economic, political, and global forces
Demographic and social forces
Ethical forces
Impediments to Change
Organization-Level Resistance to Change
Group-Level Resistance to Change
Group norms
Group cohesiveness
Groupthink and escalation of commitment
Individual-Level Resistance to Change
Uncertainty and insecurity
Selective perception and retention
Habit
Lewin’s Force-Field Theory of Change
Evolutionary and Revolutionary Change in Organizations
Evolutionary Change I: Sociotechnical Systems Theory
Evolutionary Change II: Total Quality Management
Revolutionary Change I: Reengineering
E-Engineering
Revolutionary Change II: Restructuring
Revolutionary Change III: Innovation
Managing Change: Action Research
Diagnosis of the Organization
Determining the Desired Future State
Implementing Action
Evaluating the Action
Institutionalizing Action Research
Organization Development
OD Techniques to Deal with Resistance to Change
Education and communication
Participation and empowerment
Facilitation
Bargaining and negotiation
Manipulation
Coercion
OD Techniques to Promote Change
Counseling, sensitivity training, and process consultation
Team building and intergroup training
Total organizational interventions
Summary
Exercises in Understanding and Managing Organizational Behavior
Questions for Discussion and Review
Key Terms in Review
OB: Increasing Self-Awareness Coping with Change
A Question of Ethics Managing the Change Process
Small Group Break-Out Exercise Practicing Kaizen
Topic for Debate
Experiential Exercise Analyzing Forces for and Impediments to Change
Objectives
Procedure
Closing Case How United Technologies Manages the Change Process
Questions for Discussion
Appendix Research Methods in Organizational Behavior
Overview
The Scientific Process
Coming Up With General Explanations: The Role of Theory Building
Developing Specific Predictions: Formulating Hypotheses
Testing Hypotheses: Operationalizing Variables
Research Designs
Tradeoffs in the Choice of Research Designs
Ethical Considerations in Organizational Behavior Research
Glossary
References
Name Index
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Company Index
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Subject Index
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