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1 MAKING OB WORK FOR ME

What Is OB and Why Is It Important? 2

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 2WINNING AT WORK 3WHAT’S AHEAD IN THIS CHAPTER 3

1.1 THE VALUE OF OB TO MY JOB AND CAREER 4How OB Fits into My Curriculum and Influences My

Success 5OB IN ACTION: Google Search: How Can We

Keep Talented Employees? 6SELF-ASSESSMENT 1.1: How Strong Is My

Motivation to Manage? 7Employers Want Both Hard and Soft Skills 8How OB Fits into My Career 9

1.2 RIGHT VS. WRONG—ETHICS AND MY PERFORMANCE 12Cheating 12Ethical Lapses—Legality, Frequency, Causes, and

Solutions 13OB IN ACTION: Wrong? Absolutely! Illegal?

Seemingly Not. 14OB IN ACTION: The Whistle-Blower’s Dilemma 15SELF-ASSESSMENT 1.2: Assessing My

Perspective on Ethics 19

1.3 APPLYING OB TO SOLVING PROBLEMS 21A 3-Step Approach 21Tools to Reinforce My Problem-Solving Skills 23SELF-ASSESSMENT 1.3: Assessing My

Problem-Solving Potential 23

1.4 STRUCTURE AND RIGOR IN SOLVING PROBLEMS 24The Person–Situation Distinction 24PROBLEM-SOLVING APPLICATION: Technology: A

Situation Factor that Affects My Performance 25Levels—Individual, Group/Team, and

Organization 27Applying OB Concepts to Identify the Right

Problem 27

1.5 THE ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB 28A Basic Version of the Organizing Framework 28Using the Organizing Framework for Problem

Solving 29OB IN ACTION: Life Is Sweeter on Mars 30Applied Approaches to Selecting a Solution 31Basic Elements for Selecting an Effective

Solution 32

1.6 PREVIEW AND APPLICATION OF WHAT I WILL LEARN 33The 3-Step Problem-Solving Approach 33The Organizing Framework 33Hypothetical Problem-Solving Scenario 35Our Wishes for You 37

What Did I Learn? 38PSAC: United Airlines: How Do We Get There from Here? 41Legal/Ethical Challenge: To Tell or Not to Tell? 43

PART ONEIndividual Behavior 1

xx CONTENTS

3 INDIVIDUAL DIFFERENCES AND EMOTIONS

How Does Who I Am Affect My Performance? 77

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 77WINNING AT WORK 79WHAT’S AHEAD IN THIS CHAPTER 79

3.1 THE DIFFERENCES MATTER 80

3.2 INTELLIGENCES: THERE IS MORE TO THE STORY THAN IQ 82Intelligence Matters . . . And We Have More Than We Think 82Practical Implications 85OB IN ACTION: Smarts and Money 86

3.3 PERSONALITY, OB, AND MY EFFECTIVENESS 87There Is More to Personality Than Liking and Fit 87The Big Five Personality Dimensions 88SELF-ASSESSMENT 3.1: What Is My Big Five Personality

Profile? 89Hail the Introverts 89Proactive Personality 89OB IN ACTION: How to Thrive as an Introvert 90SELF-ASSESSMENT 3.2: How Proactive Am I? 91Personality and Performance 92Personality Testing at Work 93APPLYING OB: Acing Employee Tests 93There Is No “Ideal Employee” Personality 94

3.4 CORE SELF-EVALUATIONS: HOW MY EFFICACY, ESTEEM, LOCUS, AND STABILITY AFFECT MY PERFORMANCE 95Self-Efficacy—“I Can Do That” 96Self-Esteem—“Look in the Mirror” 98

Locus of Control: Who’s Responsible—Me or External Factors? 99Emotional Stability 100OB IN ACTION: Alphabet’s Financial Chief Avoided Pitfalls that

Stymied Others 101Three Practical Considerations for Core Self-Evaluations 102SELF-ASSESSMENT 3.3: How Positively Do I See Myself? 103

3.5 THE VALUE OF BEING EMOTIONALLY INTELLIGENT 104What Is Emotional Intelligence? 104SELF-ASSESSMENT 3.4: What Is Your Level of Emotional

Intelligence? 105PROBLEM-SOLVING APPLICATION: “Some days you’re the

fire hydrant and some days you’re the dog.” 106Benefits of EI 107

3.6 UNDERSTAND EMOTIONS TO INFLUENCE PERFORMANCE 109Emotions—We All Have Them, but What Are They? 109Emotions as Positive or Negative Reactions to Goal

Achievement 110APPLYING OB: Do You Procrastinate? Blame Your

Emotions! 110Besides Positive and Negative, Think Past vs. Future 111How Can I Manage My Negative Emotions at Work? 111OB IN ACTION: The Good and Bad of Anger at Work 112

What Did I Learn? 114PSAC: Amazon to Competition: We Will Crush You! Amazon to Employees: We Will Churn You! 117Legal/Ethical Challenge: Companies Shift Smoking Bans to Smoker Ban 119

2 VALUES AND ATTITUDES

How Do They Affect Work-Related Outcomes? 44

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 44WINNING AT WORK 45WHAT’S AHEAD IN THIS CHAPTER 45

2.1 PERSONAL VALUES 46Schwartz’s Value Theory 46SELF-ASSESSMENT 2.1: What Are My Core Values? 49The Dynamics of Values 49

2.2 PERSONAL ATTITUDES AND THEIR IMPACT ON BEHAVIOR AND OUTCOMES 50OB IN ACTION: Hospitality Industry Uses Attitude Surveys to

Target Causes of Turnover 51Personal Attitudes: They Represent Your Consistent Beliefs and

Feelings about Specific Things 51Attitudes Affect Behavior via Intentions 53PROBLEM-SOLVING APPLICATION: Southwest Pilots Stage

an Informational Picket. What Should Management Do? 54

2.3 KEY WORKPLACE ATTITUDES 56Organizational Commitment 56Employee Engagement 58SELF-ASSESSMENT 2.2: To What Extent Am I Engaged in My

Studies? 60

OB IN ACTION: Companies Foster Employee Engagement in Different Ways 60

Perceived Organizational Support 61

2.4 THE CAUSES OF JOB SATISFACTION 62SELF-ASSESSMENT 2.3: How Satisfied Am I with My Present

Job? 62At a Glance: Five Predominant Models of Job Satisfaction 63A Shorter Walk to Work 64

2.5 MAJOR CORRELATES AND CONSEQUENCES OF JOB SATISFACTION 66Attitudinal Outcomes of Job Satisfaction 66PROBLEM-SOLVING APPLICATION: What to Do About

Bullying 67Behavioral Outcomes of Job Satisfaction 68Organizational-Level Outcomes of Job Satisfaction 71

What Did I Learn? 72PSAC: Employee Attitudes and Turnover Are Issues at Yahoo! 75Legal/Ethical Challenge: What Should Management Do About an Abusive Supervisor? 77

xxiCONTENTS

5 FOUNDATIONS OF EMPLOYEE MOTIVATION

How Can I Apply Motivation Theories? 160

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 160WINNING AT WORK 161WHAT’S AHEAD IN THIS CHAPTER 161

5.1 THE WHAT AND WHY OF MOTIVATION 162Motivation: What Is It? 162The Two Fundamental Perspectives on Motivation:

An Overview 163

5.2 CONTENT THEORIES OF MOTIVATION 164McGregor’s Theory X and Theory Y 164Maslow’s Need Hierarchy Theory: Five Levels of Needs 164Acquired Needs Theory: Achievement, Affiliation,

and Power 165SELF-ASSESSMENT 5.1: Assessing Your Acquired Needs? 166Self-Determination Theory: Competence, Autonomy, and

Relatedness 168Herzberg’s Motivator-Hygiene Theory: Two Ways to Improve

Satisfaction 169PROBLEM-SOLVING APPLICATION: What’s Going on at the

Arizona Department of Child Safety 171

5.3 PROCESS THEORIES OF MOTIVATION 173Equity/Justice Theory: Am I Being Treated Fairly? 173SELF-ASSESSMENT 5.2: Measuring Perceived Interpersonal

Treatment 176Expectancy Theory: Does My Effort Lead to Desired

Outcomes? 178

4 SOCIAL PERCEPTION AND MANAGING DIVERSITY

Why Are These Topics Essential for Success? 122

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 122WINNING AT WORK 124WHAT’S AHEAD IN THIS CHAPTER 124

4.1 PERSON PERCEPTION 125A Model of Person Perception 125OB IN ACTION: How Perception of Apologies Differs in the

United States and Japan 128Managerial Implications of Person Perception 129

4.2 STEREOTYPES 131Stereotype Formation and Maintenance 131Managerial Challenges and Recommendations 132

4.3 CAUSAL ATTRIBUTIONS 133Kelley’s Model of Attribution 133Attributional Tendencies 135Managerial Application and Implications 135

4.4 DEFINING AND MANAGING DIVERSITY 136Layers of Diversity 136Affirmative Action vs. Managing Diversity 138

4.5 BUILDING THE BUSINESS CASE FOR MANAGING DIVERSITY 140Business Rationale 140OB IN ACTION: Companies Develop Products to Fit the

Laundry Habits of Men 140

Trends in Workforce Diversity 142SELF-ASSESSMENT 4.1: What Are Your Attitudes Toward

Working with Older Employees 145

4.6 BARRIERS AND CHALLENGES TO MANAGING DIVERSITY 146SELF-ASSESSMENT 4.2: Assessing an Organization’s Diversity

Climate 148

4.7 ORGANIZATIONAL PRACTICES USED TO EFFECTIVELY MANAGE DIVERSITY 149Framework of Options 149How Companies Are Responding to the Challenges of

Diversity 150PROBLEM-SOLVING APPLICATION: 64-Year-Old Male

Sues Staples for Wrongful Termination and Age Discrimination 152

SELF-ASSESSMENT 4.3: How Does My Diversity Profile Affect My Relationships with Other People? 153

What Did I Learn? 154PSAC: White, Male, and Asian: The Diversity Profile of Technology Companies 157Legal/Ethical Challenge: Swastikas and Neonatal Care 159

PROBLEM-SOLVING APPLICATION: Corporate Boards Decide to Lower the Instrumentalities between CEO Performance and Pay 180

PROBLEM-SOLVING APPLICATION: A High School Principal Uses Principles of Expectancy Theory to Motivate Students 182

Goal-Setting Theory: How Can I Harness the Power of Goal Setting? 183

5.4 MOTIVATING EMPLOYEES THROUGH JOB DESIGN 185Top-Down Approaches—Management Designs Your Job 186OB IN ACTION: Job Swapping Is the Latest Application of Job

Rotation 187Bottom-Up Approaches—You Design Your Own Job 190SELF-ASSESSMENT 5.3: To What Extent Have I Used Job

Crafting? 191Idiosyncratic Deals (I-Deals)—You Negotiate the Design

of Your Job 192SELF-ASSESSMENT 5.4: Creating an I-Deal 192

What Did I Learn? 193PSAC: Dan Price, CEO of Gravity Payments, Established a Minimum Salary of $70,000 for All Employees 196Legal/Ethical Challenge: Should Senior Executives Receive Bonuses for Navigating a Company through Bankruptcy 198

xxii CONTENTS

7 POSITIVE ORGANIZATIONAL BEHAVIOR

How Can I Flourish at School, Work, and Home? 250

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 250WINNING AT WORK 252WHAT’S AHEAD IN THIS CHAPTER 252

7.1 THE VALUE OF POSITIVE ORGANIZATIONAL BEHAVIOR 253Two Scenarios—Which Do You Prefer? 253A Framework of Positivity 254The Benefits of Positive OB Extend beyond Good

Performance 255PROBLEM-SOLVING APPLICATION: Whole Foods Market:

More than Profits and More than Organics 259

7.2 THE POWER OF POSITIVE EMOTIONS 260Beyond Happy vs. Sad 260Positive Emotions Are Contagious 261How Much Positivity Is Enough? 263SELF-ASSESSMENT 7.1: Learn Your Positivity Ratio? 265

7.3 FOSTERING MINDFULNESS 266Mindlessness vs. Mindfulness 266OB IN ACTION: Does the Use of Headphones Help Achieve

Mindfulness? 267Inhibitors of Mindfulness 268Benefits of Mindfulness 269

6 PERFORMANCE MANAGEMENT

How Can You Use Goals, Feedback, Rewards, and Positive Reinforcement to Boost Effectiveness? 200

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 200WINNING AT WORK 202WHAT’S AHEAD IN THIS CHAPTER 202

6.1 PERFORMANCE MANAGEMENT PROCESSES 203Effective Performance Management 203Common Uses of Performance Management 204PROBLEM-SOLVING APPLICATION: How Much Would You

Pay Fannie and Freddie? 205What Goes Wrong with Performance Management 205The Importance of Management and Leadership 206OB IN ACTION: The Deloitte Way: “Snapshots” and

“Check-ins” 207

6.2 STEP 1: DEFINE PERFORMANCE—EXPECTATIONS AND SETTING GOALS 209Do You Want to Perform or Learn? 209Managing the Goal-Setting Process 210Contingency Approach to Defining Performance and

Setting Goals 213

6.3 STEP 2: PERFORMANCE MONITORING AND EVALUATION 214Monitoring Performance—Measure Goals Appropriately and

Accurately 215OB IN ACTION: The Challenges Grow as Employee Monitoring

Becomes More Sophisticated and Pervasive 215Evaluating Performance 217

6.4 STEP 3: PERFORMANCE REVIEW, FEEDBACK, AND COACHING 219What Effective Feedback Is . . . and Is Not 219The Value of Feedback 220If Feedback Is So Helpful, Why Don’t We Get and Give More? 220Two Functions of Feedback 221Important Sources of Feedback—Including Those Often

Overlooked 221OB IN ACTION: How Do You Spell Feedback and

Self-Improvement? Z-A-P-P-O-S! 223

Who Seeks Feedback, Who Doesn’t, and Does It Matter? 224Your Perceptions Matter 225SELF-ASSESSMENT 6.1: What Is My Desire for Performance

Feedback? 227Feedback Do’s and Don’ts 227Today’s Trends in Feedback 227Coaching—Turning Feedback into Change 228

6.5 STEP 4: PROVIDING REWARDS AND OTHER CONSEQUENCES 229Key Factors in Organizational Rewards 229Types of Rewards 229SELF-ASSESSMENT 6.2: What Rewards Do I Value

Most? 230Distribution Criteria 231Desired Outcomes of the Reward System 231Be Sure You Get the Outcomes You Desire 232Total and Alternative Rewards 233OB IN ACTION: Foosball? No Thanks. Stock that Matters?

Sign Me Up! 234Why Rewards Often Fail and How to Boost Their

Effectiveness 234PROBLEM-SOLVING APPLICATION: Garbage . . . Not Just the

Work but the Outcomes Too 235Pay for Performance 236Making Pay for Performance Work 237

6.6 REINFORCEMENT AND CONSEQUENCES 238The Law of Effect—Linking Consequences and Behaviors 238Using Reinforcement to Condition Behavior 238Contingent Consequences 239Positive Reinforcement Schedules 240Work Organizations Typically Rely on the Weakest Schedule 242

What Did I Learn? 244PSAC: Why Are Some Companies Yanking Forced Ranking? 247Legal/Ethical Challenge: Fined Billions, but Still Admired and Handsomely Rewarded 249

xxiiiCONTENTS

OB IN ACTION: Applications of Mindfulness 270SELF-ASSESSMENT 7.2: What Is My Level of Mindfulness? 271Practicing Mindfulness 271

7.4 DEVELOPING PSYCHOLOGICAL CAPITAL AND SIGNATURE STRENGTHS 273Hope = Willpower + “Waypower” 273Efficacy 274Resilience 274Optimism 275OB IN ACTION: Life Is Good . . . Spread the Power of

Optimism 275How I Can Develop My PsyCap 276SELF-ASSESSMENT 7.3: What Is My Level of PsyCap? 277Signature Strengths 277SELF-ASSESSMENT 7.4: What Are My Signature Strengths? 278

7.5 CREATING A CLIMATE THAT FOSTERS POSITIVE ORGANIZATIONAL BEHAVIOR 279Organizational Values 279Organizational Practices 280Virtuous Leadership 281

7.6 FLOURISHING: THE DESTINATION OF POSITIVE ORGANIZATIONAL BEHAVIOR 282OB IN ACTION: Values-Based Investing

at Parnassus Fund 282Positive Emotions 283OB IN ACTION: Pirch Spreads Joy 284Engagement 285Relationships 285Meaningfulness 285Achievement 286

What Did I Learn? 287PSAC: Does Forever 21 Foster Positivity? 290Legal/Ethical Challenge: Does GPS Tracking of Employee Actions Foster a Positive Work Environment? 292

8 GROUPS AND TEAMS

How Can Working with Others Increase Everybody’s Performance? 294

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 294WINNING AT WORK 296FOR YOU: WHAT’S AHEAD IN THIS CHAPTER 296

8.1 GROUP CHARACTERISTICS 297Formal and Informal Groups 298Roles and Norms: The Social Building Blocks for Group and

Organizational Behavior 299SELF-ASSESSMENT 8.1: Group and Team Role Preference

Scale 302

8.2 THE GROUP DEVELOPMENT PROCESS 304Tuckman’s Five-Stage Model of Group Development 304Punctuated Equilibrium 306

8.3 TEAMS AND THE POWER OF COMMON PURPOSE 307A Team Is More Than Just a Group 307SELF-ASSESSMENT 8.2: Is This a Mature Work Group or a

Team? 308OB IN ACTION: Team Building Is an Important Part of Talent

Management 308Being a Team Player Instead of a Free Rider 309SELF-ASSESSMENT 8.3: Evaluate Your Team Member

Effectiveness 310Types of Teams 311

OB IN ACTION: The Art of the Self-Managing Team 312

Virtual Teams 313Team Interdependence 315

8.4 TRUST BUILDING AND REPAIR—ESSENTIAL TOOLS FOR SUCCESS 317Three Forms of Trust 318Building Trust 319SELF-ASSESSMENT 8.4: How Much Do You Trust

Another? 319Repairing Trust 320

8.5 KEYS TO TEAM EFFECTIVENESS 321Characteristics of High-Performing Teams 321The 3 Cs of Effective Teams 321Collaboration and Team Rewards 323PROBLEM-SOLVING APPLICATION: Together,

Hospitals Combat a Common Foe 324OB IN ACTION: Exemplary Teamwork at NASA 325

What Did I Learn? 327PSPAC: Optimizing Team Performance at Google 320Legal/Ethical Challenge: When Would You Fire the Coach? The President? 332

PART TWOGroups 293

xxiv CONTENTS

10 MANAGING CONFLICT AND NEGOTIATIONS

How Can These Skills Give Me an Advantage? 376

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 376WINNING AT WORK 378WHAT’S AHEAD IN THIS CHAPTER 378

10.1 A CONTEMPORARY VIEW OF CONFLICT 379SELF-ASSESSMENT 10.1: Interpersonal Conflict Tendencies 379Conflict Is Everywhere and It Matters 379A Modern View of Conflict 380A Conflict Continuum 380Functional vs. Dysfunctional Conflict 380Common Causes of Conflict 381Escalation of Conflict 381OB IN ACTION: First a Question, Then a Major Altercation 382Why People Avoid Conflict 382Desired Outcomes of Conflict Management 384

10.2 CONVENTIONAL FORMS OF CONFLICT 385Personality Conflicts 385How to Deal with Personality Conflicts 386OB IN ACTION: The CEO Who Planned a “Food Fight” 386PROBLEM-SOLVING APPLICATION: Butt Your Heads Together

and Fix the Problem 387Intergroup Conflict 388How to Handle Intergroup Conflict 389SELF-ASSESSMENT 10.2: Psychological Safety Climate 391

10.3 FORMS OF CONFLICT INTENSIFIED BY TECHNOLOGY 392Work–Family Conflict 392SELF-ASSESSMENT 10.3: School–Non-School Conflict 393OB IN ACTION: At United Shore Financial—Give Me Only 40 or

You’re Fired 394Incivility—Treating Others Poorly Has Real Costs 396SELF-ASSESSMENT 10.4: Bullying Scale—Target and

Perpetrator 399

10.4 EFFECTIVELY MANAGING CONFLICT 400Programming Functional Conflict 400Conflict-Handling Styles 402SELF-ASSESSMENT 10.5: Preferred Conflict-Handling

Style 403Third-Party Interventions: Alternative Dispute Resolution 405

10.5 NEGOTIATION 407Two Basic Types of Negotiation 407Emotions and Negotiations 409OB IN ACTION: Take It from an FBI International Hostage

Negotiator 410Ethics and Negotiations 411

What Did I Learn? 413PSAC: What About McDonald’s Other Customers? 416Legal/Ethical Challenge: Arbitration and a Snowball’s Chance 418

9 COMMUNICATION IN THE DIGITAL AGE

How Can I Become a More Effective Communicator? 334

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 334WINNING AT WORK 336WHAT’S AHEAD IN THIS CHAPTER 336

9.1 BASIC DIMENSIONS OF THE COMMUNICATION PROCESS 337Defining Communication 337How the Communication Process Works 338OB IN ACTION: The Priceline Group Works Hard to Avoid

Noise with Its Global Customers 339Selecting the Right Medium 340

9.2 COMMUNICATION COMPETENCE 342SELF-ASSESSMENT 9.1: Assessing Your Communication

Competence 342Sources of Nonverbal Communication 342Listening 344SELF-ASSESSMENT 9.2: Assessing Your Listening Style 345Nondefensive Communication 345Connecting with Others via Empathy 347OB IN ACTION: Ford Designs Products by Using Empathy 347

9.3 GENDER, GENERATIONS, AND COMMUNICATION 348Communication Patterns between Women and Men 348Generational Differences in Communication 349Improving Communications between the Sexes and

Generations 350

9.4 SOCIAL MEDIA AND OB 351Social Media and Increased Productivity 352OB IN ACTION: Expanding Organizational Boundaries with

Crowdsourcing at GE, Lego, and YOU 354Costs of Social Media 355PROBLEM-SOLVING APPLICATION: A Very Expensive

Fantasy 355Make E-mail Your Friend, Not Your Foe 356Social Media Concerns and Remedies—What Companies and

You Can Do 357SELF-ASSESSMENT 9.3: Assessing Social Media

Readiness 358OB IN ACTION: Coca-Cola’s Online Social Media

Principles 360

9.5 COMMUNICATION SKILLS TO BOOST YOUR EFFECTIVENESS 363Presenting—Do You Give Reports or Do You Tell Stories? 363Crucial Conversations 366Managing Up 368

What Did I Learn? 370PSAC: What Can You Say About Your Employer on Social Media? Whatever You Want, Maybe 373Legal/Ethical Challenge: Should Employers Monitor Employees’ Social Media Activity? 375

xxvCONTENTS

11 DECISION MAKING AND CREATIVITY

How Critical Is It to Master These Skills? 420

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 420WINNING AT WORK 422WHAT’S AHEAD IN THIS CHAPTER 422

11.1 RATIONAL AND NONRATIONAL MODELS OF DECISION MAKING 423Two Ways of Thinking 423Rational Decision Making: Managers Make Logical and Optimal

Decisions 424OB IN ACTION: Northwestern University Helps Students Deal

with Bounded Rationality while Solving Problems 426Nonrational Models of Decision Making: Decision Making Does

Not Follow an Orderly Process 427SELF-ASSESSMENT 11.1: Assessing Your Intuition 430

11.2 DECISION-MAKING BIASES: RULES OF THUMB OR “HEURISTICS” 431PROBLEM-SOLVING APPLICATION: Heuristics Partly to Blame

for BP Oil Spill 432

11.3 EVIDENCE-BASED DECISION MAKING 435Using Evidence to Make Decisions 436Big Data: The Next Frontier in Evidence-Based

Decision Making 437PROBLEM-SOLVING APPLICATION: Kroger Uses Big Data

to Improve Customer Service and Profits 438

11.4 FOUR DECISION-MAKING STYLES 439Value Orientation and Tolerance for Ambiguity 439The Directive Style: Action-Oriented Decision Makers Who

Focus on Facts 439The Analytical Style: Careful and Slow Decision Makers Who

Like Lots of Information 440The Conceptual Style: Intuitive Decision Makers Who Involve

Others in Long-Term Thinking 441

The Behavioral Style: Highly People-Oriented Decision Makers 441

Which Style Are You? 441SELF-ASSESSMENT 11.2: What Is My Decision-Making

Style? 441

11.5 A ROAD MAP TO ETHICAL DECISION MAKING 442

11.6 GROUP DECISION MAKING 444Advantages and Disadvantages of Group Decision

Making 445Groupthink 445SELF-ASSESSMENT 11.3: Assessing Participation in Group

Decision Making 447Practical Contingency Recommendations about Group Decision

Making 447Reaching Consensus: The Goal of Group Problem-Solving

Techniques 447Practical Problem-Solving Techniques 447PROBLEM-SOLVING APPLICATION: Rosemont Center

Addresses Employee-Related Issues 449

11.7 CREATIVITY 450A Model of Creativity 450SELF-ASSESSMENT 11.4: Assessing Climate for

Creativity 452Practical Recommendations for Increasing Creativity 453

What Did I Learn? 454PSAC: Don’t Drink the Water in Flint, Michigan 458Legal/Ethical Challenge: Should Apple Comply with the US Government’s Requests to Unlock iPhones? 460

12 POWER, INFLUENCE, AND POLITICS

How Can I Apply Power, Influence, and Politics to Increase My Effectiveness? 462

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 462WINNING AT WORK 464WHAT’S AHEAD IN THIS CHAPTER 464

12.1 POWER AND ITS BASIC FORMS 465Five Bases of Power 465OB IN ACTION: Former Government Officials Wielding

Influence at Consulting Group 467SELF-ASSESSMENT 12.1: What Kind of Power Do I

Prefer? 468Position vs. Personal Power 468Power, but for What Purpose? 469

12.2 POWER SHARING AND EMPOWERMENT 472Structural Empowerment 472Psychological Empowerment 474How to Empower Individuals, Teams, and Organizations 475PROBLEM-SOLVING APPLICATION: Empowering a Team of

Your Peers 476

12.3 EFFECTIVELY INFLUENCING OTHERS 477Common Influence Tactics 477SELF-ASSESSMENT 12.2: Which Influence Tactics Do I

Use? 478Match Tactics to Influence Outcomes 478Influence in Virtual Teams 479

xxvi CONTENTS

13 LEADERSHIP EFFECTIVENESS

What Does It Take to Be Effective? 502

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 502WINNING AT WORK 504WHAT’S AHEAD IN THIS CHAPTER 504

13.1 MAKING SENSE OF LEADERSHIP THEORIES 505An Integrated Model of Leadership 506What Is the Difference between Leading and Managing? 507SELF-ASSESSMENT 13.1: Assessing Your Readiness to

Assume a Leadership Role? 507

13.2 TRAIT THEORIES: DO LEADERS POSSESS UNIQUE TRAITS AND PERSONAL CHARACTERISTICS? 508What Core Traits Do Leaders Possess? 508What Role Does Emotional Intelligence Play in Leadership

Effectiveness? 509Do Women and Men Display the Same Leadership

Traits? 510How Important Are Knowledge and Skills? 510Do Perceptions Matter? 510What Are the Take-Aways from Trait Theory? 511OB IN ACTION: MasterCard and InterContinental Hotels Group

(IHG) Develop Employees’ “Global Mind-set” 512

13.3 BEHAVIORAL THEORIES: WHICH LEADER BEHAVIORS DRIVE EFFECTIVENESS? 513Task-Oriented Leader Behavior 513OB IN ACTION: Nick Saban Uses Task-Oriented Leadership to

Achieve National Championships in Football 514Relationship-Oriented Leader Behavior 515SELF-ASSESSMENT 13.2: Assessing Your Task- and

Relationship-Oriented Leadership Behavior 515SELF-ASSESSMENT 13.3: Assessing Your Servant

Orientation 517Passive Leadership 518

OB IN ACTION: Passive Leadership at Petrobas 519What Are the Take-Aways from Behavioral Theory? 519

13.4 CONTINGENCY THEORIES: DOES THE EFFECTIVENESS OF LEADERSHIP DEPEND ON THE SITUATION? 520Fiedler’s Contingency Model 520PROBLEM-SOLVING APPLICATION: Bill Marriott Selects Arne

Sorenson to Be CEO over His Son 522House’s Path-Goal Theory 523Applying Contingency Theories 526

13.5 TRANSFORMATIONAL LEADERSHIP: HOW DO LEADERS TRANSFORM EMPLOYEES’ MOTIVES? 527A Model of Transformational Leadership 527How Does Transformational Leadership Work? 529SELF-ASSESSMENT 13.4: Assessing Your Boss’s

Transformational Leadership? 530

13.6 ADDITIONAL PERSPECTIVES ON LEADERSHIP 531The Leader-Member Exchange (LMX) Model

of Leadership 531SELF-ASSESSMENT 13.5: Assessing Your Leader-Member

Exchange 533The Power of Humility 534The Role of Followers in the Leadership Process 534

What Did I Learn? 536PSAC: The University of Virginia President Leads through Multiple Crises 540Legal/Ethical Challenge: Martin Shkreli, former CEO of Turing Pharmaceuticals, Exorbitantly Raises the Price of a Much-Needed Drug 542

Six Principles of Persuasion 480Apply Your Knowledge 481

12.4 POLITICAL TACTICS AND HOW TO USE THEM 482Organizational Politics—The Good and the Bad 482SELF-ASSESSMENT 12.3: How Political Am I? 482Major Causes of Political Behavior 483Frequently Used Political Tactics 484Blame and Politics 485Three Levels of Political Action 486Using Politics to Your Advantage 487

12.5 IMPRESSION MANAGEMENT 489What Is Impression Management? 489Good Impressions 489

OB IN ACTION: Impression Management, Venture Capital Style 491

SELF-ASSESSMENT 12.4: Your Impression Management—How and Who 492

Impression Management and Job Interviews 492How to Create Bad Impressions 493Ethics and Impression Management  494Apologies 494

What Did I Learn? 496PSAC: Comcast’s Influence Went Only So Far 499Legal/Ethical Challenge: Sharapova, You’re Out. But Not Woods, Not Vick, Not Armstrong, Not Bryant, Not . . . 500

xxviiCONTENTS

14 ORGANIZATIONAL CULTURE, SOCIALIZATION, AND MENTORING

How Can I Use These Concepts to Fit, Develop, and Perform? 544

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 544WINNING AT WORK 546WHAT’S AHEAD IN THIS CHAPTER 546

14.1 THE FOUNDATION OF ORGANIZATIONAL CULTURE: UNDERSTANDING ITS DRIVERS AND FUNCTIONS 547Defining Culture and Exploring Its Impact 547The Three Levels of Organizational Culture 548OB IN ACTION: Unilever Promotes a Sustainability

Culture 550The Four Functions of Organizational Culture 551

14.2 THE IMPACT OF ORGANIZATIONAL CULTURE TYPES ON OUTCOMES 554Identifying Culture Types with the Competing Values

Framework 554PROBLEM-SOLVING APPLICATION: Dabbawalas Rely on a

Hierarchical Culture to Efficiently Deliver Food 558OB IN ACTION: Activision Blizzard Integrates Clan and

Adhocracy Cultures 559SELF-ASSESSMENT 14.1: What Is the Organizational Culture

at My Current Employer? 561Outcomes Associated with Organizational Culture 561Subcultures Matter 562

14.3 MECHANISMS OR LEVERS FOR CULTURE CHANGE 56312 Mechanisms or Levers for Creating Culture Change 564

OB IN ACTION: Salo LLC Uses Rites and Rituals to Embed a Clan and Market Culture 568

SELF-ASSESSMENT 14.2: What Type of Organizational Culture Do I Prefer? 570

14.4 EMBEDDING ORGANIZATIONAL CULTURE THROUGH THE SOCIALIZATION PROCESS 571A Three-Phase Model of Organizational Socialization 571OB IN ACTION: Companies Use Different Approaches to

Onboard Employees 573SELF-ASSESSMENT 14.3: Have You Been Adequately

Socialized? 575Practical Application of Socialization Research 575

14.5 EMBEDDING ORGANIZATIONAL CULTURE THROUGH MENTORING 578Functions of Mentoring 578Human and Social Capital Enhance the Benefits of

Mentoring 579Personal Implications 581SELF-ASSESSMENT 14.4: Assessing My Level of

Mentoring 581

What Did I Learn? 582PSAC: Zenefits Experiences the Pain of Growth 585Legal/Ethical Challenge: Should the Citadel Change Its Socialization Practices? 587

PART THREEOrganizational Processes 543

15 ORGANIZATIONAL DESIGN, EFFECTIVENESS, AND INNOVATION

How Can Understanding These Key Processes and Outcomes Help Me Succeed? 588

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 588WINNING AT WORK 590WHAT’S AHEAD IN THIS CHAPTER 590

15.1 THE FOUNDATION OF AN ORGANIZATION 591What Is an Organization? 591Organization Charts 592An Open-System Perspective of Organizations 593Learning Organizations 594SELF-ASSESSMENT 15.1: Are You Working for a Learning

Organization? 597

15.2 ORGANIZATIONAL DESIGN 598Three Categories 599Seven Types of Organizational Structures 600OB IN ACTION: W.L. Gore & Associates Operates with a

Horizontal Design 601SELF-ASSESSMENT 15.2: What Is Your Preference for

Telecommuting? 602PROBLEM-SOLVING APPLICATION: Freelancers Use the

Internet to Obtain Work 603

xxviii CONTENTS

16 MANAGING CHANGE AND STRESS

How Can You Apply OB and Show What You’ve Learned? 632

MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 632WINNING AT WORK 634WHAT’S AHEAD IN THIS CHAPTER 634

16.1 FORCES FOR CHANGE 635SELF-ASSESSMENT 16.1: Assessing Your Attitudes toward

Change at Work 635External Forces 635Internal Forces 639OB IN ACTION: Conflicts and Solutions at iPhone

Manufacturers 640

16.2 TYPES AND MODELS OF CHANGE 642Three General Types of Change 642OB IN ACTION: Cisco Thrives on (Radical) Innovation 643Common Elements of Change 644Lewin’s Change Model 644OB IN ACTION: Unfreezing at Facebook 645A Systems Model of Change 646SELF-ASSESSMENT 16.2: What Is Your Readiness for

Change? 649Kotter’s Eight-Stage Organizational Change Process 650Creating Change through Organization Development (OD) 650

16.3 UNDERSTANDING RESISTANCE TO CHANGE 652A Dynamic View of Resistance 652Causes of Resistance to Change 653OB IN ACTION: Should a New Leader Clean House? 655

16.4 THE GOOD AND THE BAD OF STRESS 656Stress—Good and Bad 656A Model of Occupational Stress 656OB IN ACTION: Terminal Stress on Wall Street 658OB IN ACTION: Barrie D’Rozario DiLorenzo (BD’D) Takes

Advertising, Marketing, and Employee Stress Very Seriously! 661

16.5 EFFECTIVE CHANGE AND STRESS MANAGEMENT 662Applying the Systems Model of Change—Strategic Planning and

Diagnosis 662PROBLEM-SOLVING APPLICATION: Emergency in the

Emergency Department 662How to Overcome Resistance to Change 663How to Manage Stress 665Pulling It All Together—Change Management Tips for

Managers 667Parting Words for Change and OB 668

What Did I Learn? 669PSAC: Best Buy … The Best House on a Bad Block 672Legal/Ethical Challenge: Can Employers Ethically Force You to Change and Be Healthy? 673

ENDNOTES CN1GLOSSARY/SUBJECT INDEX I-1NAMES INDEX I-21COMPANY INDEX I-24

15.3 CONTINGENCY DESIGN AND INTERNAL ALIGNMENT 607Contingency Factors 607PROBLEM-SOLVING APPLICATION: Whole Foods

Is Moving from an Organic to a Mechanistic Structure 608

Internal Alignment 609What Does This Mean to Me? 610

15.4 ASSESSING ORGANIZATIONAL EFFECTIVENESS 611The Balanced Scorecard: A Dashboard-Based

Approach to Measuring Organizational Effectiveness 611

SELF-ASSESSMENT 15.3: Assessing the Learning and Growth Perspective of the Balanced Scorecard 614

Strategy Mapping: Visual Representation of the Path to Organizational Effectiveness 614

15.5 ORGANIZATIONAL INNOVATION 616Approaches toward Innovation 616An Innovation System: The Supporting Forces for

Innovation 618PROLEM-SOLVING APPLICATION: Extended Stay America

Tries to Increase Innovation 620SELF-ASSESSMENT 15.4: How Innovative Is the

Organizational Culture? 620OB IN ACTION: Design Thinking Your Way to Innovative

Solutions 621Office Design 623

What Did I Learn? 625PSAC: Zappos CEO Asks Employees to Commit to Teal, or Leave 628Legal/Ethical Challenge: Does Tax-Exempt Status for Universities Make Them Good Organizational Citizens? 630

Individual Behavior

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