Organizational Behavior 3rd Edition - A Skill-Building Approach

Hành vi tổ chức
Phương pháp xây dựng kỹ năng
Hành vi tổ chức: Phương pháp xây dựng kỹ năng, Phiên bản thứ ba xem xét các đặc điểm cá nhân, động lực nhóm và các yếu tố tổ chức ảnh hưởng đến hiệu suất, động lực và sự hài lòng trong công việc như thế nào, cung cấp cho sinh viên sự hiểu biết toàn diện về OB. Chuyển những nghiên cứu mới nhất sang các ứng dụng thực tế và phương pháp hay nhất, các tác giả Christopher P. Neck, Jeffery D. Houghton và Emma Murray đã giải thích cách các nhà quản lý có thể phát triển kỹ năng quản lý của mình để giải phóng tiềm năng của nhân viên.

Preface
Acknowledgments
About the Authors
Part I Introduction
Chapter 1 Why Organizational Behavior Matters
Case Study: Hilton
The Hilton Effect
Don’t Just Talk the Talk, Walk the Walk
COVID-19 and Hilton’s Response
Critical-Thinking Questions
What Is Organizational Behavior and Why Is It Important?
How Studying Organizational Behavior Benefits You in the Workplace
The Four Functions of Management
Managing Human Capital
Value
Rareness
Inimitability
Behavioral Science Disciplines That Contribute to OB
Psychology
Sociology
Social Psychology
Political Science
Anthropology
A Critical-Thinking Approach to OB
The Five Steps of Critical Thinking
Research in OB
Open Systems Theory
OB Challenges and Opportunities
Globalization
Economic Factors
Workforce Diversity
Customer Service
People Skills
Innovation and Change
Sustainability
Three Levels of Analysis in OB
Inpiduals
Teams
Organizations
Positive OB and High-Involvement Management
High Involvement Management
In Review
Key Terms
Up for Debate: Hiring Criteria
Exercise 1.1: Organizational Behavior in an International Firm
Exercise 1.2: Who Can Be CEO?
Exercise 1.3: Your Experience With OB
Online Exercise 1.1: Understanding Organizational Challenges and Opportunities
Online Exercise 1.2: Understanding Skills
Case 1.1: CVS Health
Part II Inpidual Processes
Chapter 2 Diversity, Equity, and Inclusion (DEI)
Case Study: Dolby Laboratories, Inc.
Critical-Thinking Questions
DEI in OB
Diversity in the Workplace
Surface-Level and Deep-Level Diversity
Age/Generation Diversity
Race and Ethnicity
Gender Diversity
Sexual Orientation
Diversity of Abilities
Legal Framework for Diversity
Diversity and Identity
Microaggressions
Stigmatized Identities
Stereotype Threat
Equity and Equality in the Workplace
Inclusion
Inclusion and the Formerly Incarcerated
Promoting a DEI Culture
Failure to Reduce Bias
In Review
Key Terms
Up for Debate: DEI Business Initiatives as Part of Performance Reviews
Exercise 2.1: We’re Not All the Same
Exercise 2.2: Your University’s DEI Office
Exercise 2.3: Defining Diversity
Online Exercise 2.1: Diversity in the Workplace
Online Exercise 2.2: Have You Felt Excluded?
Case 2.1: CBRE Group, Inc.
Chapter 3 Personality and Inpidual Differences
Case Study: The PEAK Fleet
Self-Awareness and Awareness of Others
The PEAK Fleet’s Beginnings
After Intel: A Benefit Corporation for Good
PEAK Values
Values: Nurture Versus Nature?
Critical-Thinking Questions
The Importance of Inpidual Differences
Nature Versus Nurture
The Trait Theories of Personality
Carl Jung’s Trait Theory and the MBTI
Myers-Briggs Preferences
Psychological Preferences and “Always-On” Culture
Criticisms of the MBTI
Eysenck’s Personality Theory
Cattell’s 16 Personality Factors Trait Theory
Big Five Factor Model
The HEXACO Model of Personality
Person-Job Fit and Person-Organization (P-O) Fit
Character Strengths
The Values in Action (VIA) Survey of Character Strengths
The DiSC Personal Assessment Tool
The CliftonStrengths Assessment
Other Personality Attributes
Self-Monitoring
Proactive Personality
Type A/Type B Orientation
Risk-Taking Propensity
The Dark Triad
In Review
Key Terms
Up for Debate: Personality Testing
Case 3.1: Adobe Inc.
Exercise 3.1: Using DiSC to Evaluate a Celebrity
Exercise 3.2: Applying The Big Five Factor Model
Exercise 3.3: Evaluating the Major Trait Theories
Online Exercise 3.1: Understanding Personal Conception
Online Exercise 3.2: Evaluating Self-Esteem and Self-Efficacy
Chapter 4 Perception and Learning
Case Study: Twitter’s Adaptability
A Tech Giant
Humble Beginnings
A Slow, Volatile Start
Management in Action
Critical-Thinking Questions
Perception: Interpreting Our Environment
Components of the Perception Process
The Perceiver
The Environment
The Focal Object
Why Is Perception Important?
Common Perceptual Distortions
Common Attribution Errors
Learning Processes: Behavioral Theory
Classical Conditioning
Operant Conditioning Theory
Reinforcement Theory
Positive and Negative Reinforcement
Punishment
Extinction
Schedules of Reinforcement
Learning Processes: The Cognitive View
Triadic Reciprocal Model of Behavior
In Review
Key Terms
Up for Debate: First Impressions
Exercise 4.1: The Power of Perception
Exercise 4.2: How Are Stereotypes Formed?
Exercise 4.3: The Maze Rat and Positive Reinforcement and Punishment
Online Exercise 4.1: Understanding Perceptions About Workplace Norms
Online Exercise 4.2: Understanding Learning Processes
Case 4.1: Catch&Release
Chapter 5 Emotions, Attitudes, and Stress
Case Study: Kevin Plank, Founder of Under Armour
Stressful Beginnings
Operational Pressure and Emotions
Additional Management Methods
Critical-Thinking Questions
Emotions in Organizational Behavior
Emotions in the Workplace
Emotional Contagion
Emotional Labor
Surface Acting versus Deep Acting
Display Rules
Emotional Dissonance
Emotional Regulation
Antecedent-Focused Strategies
Response-Focused Strategies
Emotional Intelligence
The Four Dimensions of EI
Attitudes and Behavior
How Attitudes Are Created
Cognitive Dissonance
Common Workplace Attitudes
Organizational Citizenship
Stress in the Workplace
Stressors
Stress-Strain-Outcomes Model
Stress-Related Outcomes and Employee Well-being
Managing Stress
Employee Well-Being
In Review
Key Terms
Up for Debate: Employee Emotional Well-Being
Exercise 5.1: Coping With Stress
Exercise 5.2: Role Play for Recognizing Emotions
Exercise 5.3: Mourning at the Deco Chocolate Company
Online Exercise 5.1: Understanding Attitudes and Job Satisfaction
Online Exercise 5.2: Understanding Emotions
Case 5.1: Eric Yuan and Zoom Video Communications, Inc.
Chapter 6 Motivation: Concepts and Theoretical Perspectives
Case Study: AriZona Iced Tea: Organizational Motivation
Critical-Thinking Questions
The Motivation Process
Needs Theories
Maslow’s Hierarchy of Needs
ERG Theory
Herzberg’s Two-Factor Theory
McClelland’s Acquired Needs Theory
Money as a Motivator
Goal-Setting Theory
Specific Goals
Difficult Goals
Goal Acceptance and Commitment
The Goldilocks Rule
Feedback
Equity Theory
Handling Perceived Inequity
Change Inputs
Attempt to Change Outcomes
Carry Out Cognitive Reevaluation
Attempt to Change Inputs or Outcomes
Pick Another “Other”
Leave the Field
Organizational Justice
Expectancy Theory
In Review
Key Terms
Up for Debate: Money, Money, Money!
Exercise 6.1: Understanding Equity Theory
Exercise 6.2: Is Money a Motivator?
Exercise 6.3: Your Motivation for Selecting Your Major
Online Exercise 6.1: Which Theory for Your Favorite Characters?
Online Exercise 6.2: Identifying Motivation Theories
Case 6.1: Caribu
Chapter 7 Motivation: Practices and Applications
Case Study: Spotify
People Growth = Company Growth
Growing the Band the Old-Fashioned Way
Critical-Thinking Questions
Intrinsic Motivation
Types of Extrinsic Rewards
Seniority-Based Pay
Job Content–Based Pay
Skill-Based Pay
Performance-Based Pay
Inpidual-Level Performance-Based Pay
Team- and Organization-Level Performance-Based Pay
Motivation Over Time
Motivation Through the Pandemic
Motivation Through Job Design
Job Design Approaches
Job Characteristics Model
Psychological Empowerment
Nontraditional Work Schedules
Types of Nontraditional Work Schedules
In Review
Key Terms
Up for Debate: Work From Home or From the Office?
Exercise 7.1: Understanding Job Design
Exercise 7.2: Charity Begins With Motivation
Exercise 7.3: Role-Playing Job Design
Online Exercise 7.1: Finding Examples of Inpidual Performance-Based Pay
Online Exercise 7.2: Intrinsic Motivation and Extrinsic Rewards
Case 7.1: Sephora
Part III Teams and Teamwork
Chapter 8 Teams
Case Study: The Team at Thomas Jefferson University Hospital Emergency Department
Critical-Thinking Questions
The Difference Between Teams and Groups
Teams Versus Groups
Are Teams Effective?
Psychological Safety
How to Build an Effective Team
A Model of Team Effectiveness: Processes and Outcomes
The Tuckman Model
Punctuated Equilibrium
Team Norms and Cohesion
Team Charters
Synergy: Process Gains and Losses
Types of Teams
Virtual Teams
Self-Managing Teams
Problem-Solving Teams
Cross-Functional Teams
Cross-Cultural Diversity in Virtual Collaboration
Managing Cross-Cultural Diversity
A Model of Team Effectiveness: Context and Composition
Team Contextual Influences
Team Composition
Team Decision-Making
Brainstorming
Brainstorm Alone—At First
Slow Down the Creative Process
Start Drawing
Digital Brainstorming
The Nominal Group Technique
The Delphi Technique
Advantages and Disadvantages of Team Decision-Making
In Review
Key Terms
Up for Debate: “There is no ‘I’ in TEAM”
Exercise 8.1: Practicing 6-3-5 Brainstorming
Exercise 8.2: A Nominal Brainstorm About the Delphi Technique
Exercise 8.3: Consulting at Bella Nota
Online Exercise 8.1: Virtual Team Project
Online Exercise 8.2: Observing Effective Teams
Case 8.1: PepsiCo
Chapter 9 Decision-Making, Creativity, and Innovation
Case Study: Creativity and Innovation, Arizona State University
Exploratory Innovation
Organizational Structure and Innovative Change
Competitive Innovation
Innovation in Philanthropy
Critical-Thinking Questions
Decision-Making and Problem-Solving
Define the Problem
Identify and Weigh Decision Criteria
Generate Multiple Alternatives
Rate Alternatives on the Basis of Decision Criteria
Choose, Implement, and Evaluate the Best Alternative
Decision-Making in the Real World
Bounded Rationality
Satisficing Decisions
Intuition
Heuristics
Biases and Errors
Creativity and Innovation in Inpiduals, Teams, and Organizations
A Three-Component Model of Creativity
Domain-Relevant Skills and Expertise
Creativity-Relevant Processes
Intrinsic and Extrinsic Motivation
Three Types of Support for Creativity
Organizational Support for Creativity
Supervisory Support for Creativity
Work Group Support for Creativity
The Innovation Process
Idea Generation
Problem-Solving
Implementation and Diffusion
Types of Innovation in Organizations
In Review
Key Terms
Up for Debate: Decision-Making and Bias
Exercise 9.1: Practicing Innovation
Exercise 9.2: Decision-Making Process Role Play
Exercise 9.3: Watch Me Get Creative Here
Online Exercise 9.1: Programmed and Nonprogrammed Decisions Discussion
Online Exercise 9.2: Creativity Through a Vision Board
Case 9.1: McDonald’s Decision-Making and Innovation
Chapter 10 Ethics and Social Responsibility in Organizations
Case Study: IBM’s Ethical Supply Chains
Critical-Thinking Questions
Ethics in Organizations
Ethical Corporate Scandals
Ethics and Artificial Intelligence Technology
Ethical Dilemmas
Ethical Decision-Making
Approaches to Ethical Decision-Making
Contemporary Views of Ethical Decision-Making
Paine’s “Moral Compass”
The Foursquare Protocol
Kohlberg’s Theory of Moral Development
The Six Pillars of Character
Ethical Leadership and Followership
The Ethical Challenges of Followers
Leaders and Power
Leaders and Privilege
Leaders and Responsibility
Leaders and Information Management
Leaders and Consistency
Leaders and Loyalty
The Ethical Challenges of Followers
Followers and Obligation
Followers and Obedience
Followers and Cynicism
Followers and Dissent
Followers and Bad News
Social Responsibility
Carroll’s Pyramid of Corporate Social Responsibility
Social Entrepreneurs and CSR
Building Ethical and Socially Responsible Organizations
Ethical Learning
In Review
Key Terms
Up for Debate: Reporting Ethical Violations
Exercise 10.1: Ethical Situations
Exercise 10.2: Creating a Code of Ethics
Exercise 10.3: What Is Fair?
Online Exercise 10.1: Good and Bad Examples of Social Responsibility
Online Exercise 10.2: Writing a Social Responsibility Statement
Case 10.1: JetBlue’s Ethical Response to a Crisis
Chapter 11 Effective Communication
Case Study: Uber’s Organizational Communication
The Need for Effective Communication in the Workplace
Communication Channels
Types of Communication Channels
Oral Communication
Written Communication
Electronic Communication
Nonverbal Communication
Channel Richness
Barriers to Communication
Poor Listening
Communicating in Organizations
Cross-Cultural Communication
Low-Context versus High-Context Cultures
Social Context
Other Complicating Factors
Slang and Idioms
Euphemisms
Proverbs
Verbal Dueling
Humor
Conversational Taboos
Overcoming Difficulties in Cross-Cultural Communication
Eliciting Ideas
Surfacing Disagreement
Giving Feedback
In Review
Key Terms
UP FOR DEBATE: The Importance of Communication
Exercise 11.1: Overcoming Barriers to Effective Communication
Exercise 11.2: There’s an App for That
Exercise 11.3: The Telephone Game
Online Exercise 11.1: Examples of Poor Communication
Online Exercise 11.2: Assessing Nonverbal Communication
Case 11.1: Stagecoach Group
Chapter 12 Trust, Conflict, and Negotiation
Case Study: Distrust in the National Football League (NFL)
Trust in Organizations
Types of Trust
Outcomes of Trust
The Trust Triangle
Psychological Contract
Social Networks
Conflict in Teams and Organizations
Functional and Dysfunctional Conflict
Types of Conflict
The Conflict Process
Conflict Management Strategies
Avoidance
Accommodation
Competition
Compromise
Collaboration
Negotiation and Dispute Resolution
Getting Ready to Negotiate
Shaping Expectations
Providing Supporting Evidence
Negotiating the Deal
Reaching an Agreement and Implementing the Deal
Resolving Disputes Using a Third Party
Bargaining Approaches
Integrative Bargaining Strategies
Other Negotiating Strategies
In Review
Key Terms
UP FOR DEBATE Negotiation Tactics
Exercise 12.1: Which Is More Important? Handling Conflict
Exercise 12.2: Tension, Conflict, Resolution
Exercise 12.3: Win as Much as You Can
Online Exercise 12.1: What Conflict Management Strategy Do You Use?
Online Exercise 12.2: Who Do You Distrust? And Why?
Case 12.1: Allied Grape Growers
Part IV Leadership and Influence Processes
Chapter 13 Leadership Perspectives
Case Study: Procter and Gamble’s Leadership Training Program
Critical-Thinking Questions
What Is Leadership?
Leader Emergence
Formal and Informal Leadership
Management versus Leadership
Basic Leadership Types
Directive Leadership
Transactional Leadership
Visionary Leadership
Empowering Leadership
Early Leadership Perspectives
Trait Leadership Perspective
Behavioral Leadership Perspective
Ohio State University Studies
University of Michigan Studies
The Leadership Grid
Contingency Leadership Perspective
Hersey and Blanchard’s Situational Leadership Model
House’s Path–Goal Theory
Substitutes for Leadership Model
Contemporary Leadership Perspectives
Leader–Member Exchange (LMX) Theory
Transformational Leadership
Charismatic Leadership
Follower-Centered Leadership Perspective
Power-Distributing Leadership Perspectives
Empowering Leadership
Shared Leadership
Self-Leadership
Values-Based Leadership Perspectives
Authentic Leadership
Spiritual Leadership
Servant Leadership
Ethical Leadership
Cross-Cultural Leadership
Project Globe
Leadership and Gender
How Organizations Can Support Women Leaders
In Review
Key Terms
UP FOR DEBATE: Leadership Culture
Exercise 13.1: Identifying Types of Leadership
Exercise 13.2: Leadership Jolt
Exercise 13.3: The Challenge of Leadership
Online Exercise 13.1: Assessing Leadership of a CEO
Online Exercise 13.2: How Do You Define Leadership?
Case 13.1: Leadership Perspective at Chobani
Chapter 14 Influence, Power, and Politics
Case Study: Managerial Power at NextEra Energy, Inc.
Power Structures in a Large Cap Incorporation
Corporate Referent Power
Risk Factors
Critical-Thinking Questions
Power: Definition and Overview
Basic Sources of Power
Organizational Power
Personal Power
Using Power: Tactics for Influencing Others
Consequences of Influence Tactics
Organizational Politics
Organizational Factors
Inpidual Factors
Politics and Visibility
Four Different Types of Organizational Politics
The Weeds
The Rocks
The High Ground
The Woods
In Review
Key Terms
UP FOR DEBATE: Is Politics Good or Bad?
Exercise 14.1: Tactics for Influencing Others
Exercise 14.2: I Have the Power
Exercise 14.3: Grappling With Organizational Politics
Online Exercise 14.1: Understanding the Consequences of Influence Tactics
Online Exercise 14.2: Understanding Organizational Politics
Case 14.1: Starbucks
Part V Organizational Context
Chapter 15 Organizations and Culture
Case Study: Recreational Equipment Incorporated’s (REI) Organizational Culture
Critical-Thinking Questions
What Is Organizational Culture?
Components of Culture
The Competing Values Framework
Dominant Culture, Subculture, Counterculture
Strong and Weak Cultures
Artifacts and Functions of Organizational Culture
Functions of Organizational Culture
Potential Dysfunctions of Culture
Types of Organizational Cultures
Positive Organizational Culture
Communal Culture
Fragmented Culture
Mercenary Culture
Networked Cultures
Ethical Culture
Spiritual Culture
Adapting Organizational Practices across Cultures
Hofstede’s Dimensions
Global Integration versus Local Responsiveness
International Assignments and Career Development
Stages of Cultural Adaptation
Expatriate Failure
Benefits and Costs of International Assignments
Shaping Organizational Culture
Influence of Founders and Top Management
Selection Practices
Socialization Methods
Context
Content
Social Dynamics
Feldman’s Model of Organizational Socialization
Anticipatory Socialization
Encounter Phase
Change and Acquisition Phase
In Review
Key Terms
UP FOR DEBATE: Organizational Cultural Fit
Exercise 15.1: That’s the Way We Do Things Around Here!
Categorizing Your Culture
Exercise 15.2: What Are the Artifacts of Your University?
Exercise 15.3: You Got Lucky
Online Exercise 15.1: Examples of Poor Communication
Online Exercise 15.2: Understanding Cultures in Foreign Countries
Case 15.1: HubSpot’s Organizational Culture
Chapter 16 Organizational Change and Structure
Case Study: Google’s Organizational Development and Change
Critical-Thinking Questions
The Change Process
Change Management
The DADA Process
Lewin’s Basic Change Model
Unfreezing
Transforming
Refreezing
Lewin’s Force Field Analysis
Forces for Change
External Forces for Change
Demographic Characteristics
Technological Advancements
Customer and Market Changes
Social Trends and Political Pressures
Generational Changes
Internal Forces for Change
Management Change
Organizational Restructuring
Intrapreneurship
Resistance to Change
Inpidual Sources of Resistance to Change
Kotter’s 8-Step Change Model
Organizational Sources of Resistance to Change
Reducing Resistance to Change
Education and Communication
Participation
Negotiation
Manipulation
Coercion
Organizational Structure
Specialization and Division of Labor
Departmentalization
Chain of Command
Span of Control
Centralization and Decentralization
Mechanistic and Organic Models
Formalization and Bureaucracy
Organizational Development
Types of OD Change Interventions
Structural Interventions
Task-Technology Interventions
Sociotechnical Systems Redesign
Quality of Worklife Interventions
People-Focused Interventions
In Review
Key Terms
UP FOR DEBATE: Management’s Role in Organizational Change
Exercise 16.1: Overcoming Resistance to Change
Exercise 16.2: The Structure versus Strategy Debate
Exercise 16.3: Road to Change and Development
Online Exercise 16.1: Analyzing Organizational Structure
Online Exercise 16.2: Understanding Forces for Change
Case 16.1: Organizational Change and Structure at General Electric (GE)
Glossary
Endnotes
Name Index
Subject Index