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An Introduction to Organizational Behavior

v. 1.1

This is the book An Introduction to Organizational Behavior (v. 1.1).

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Table of Contents

About the Authors………………………………………………………………………………………………….. 1

Acknowledgments ………………………………………………………………………………………………….. 3

Dedications …………………………………………………………………………………………………………….. 6

Preface……………………………………………………………………………………………………………………. 7

Chapter 1: Organizational Behavior ……………………………………………………………………. 10 College Textbook Revolution: The Case of Unnamed Publisher ……………………………………………………. 11

Understanding Organizational Behavior……………………………………………………………………………………… 15

Understanding Your Learning Style ……………………………………………………………………………………………. 25

Understanding How OB Research Is Done ……………………………………………………………………………………. 29

Trends and Changes……………………………………………………………………………………………………………………. 35

Maintaining Core Values: The Case of Nau ………………………………………………………………………………….. 44

Conclusion …………………………………………………………………………………………………………………………………. 47

Exercises…………………………………………………………………………………………………………………………………….. 48

Chapter 2: Managing Demographic and Cultural Diversity ……………………………….. 49 Doing Good as a Core Business Strategy: The Case of Goodwill Industries …………………………………….. 51

Demographic Diversity ……………………………………………………………………………………………………………….. 54

Cultural Diversity ……………………………………………………………………………………………………………………….. 78

The Role of Ethics and National Culture………………………………………………………………………………………. 90

Managing Diversity for Success: The Case of IBM ………………………………………………………………………… 94

Conclusion …………………………………………………………………………………………………………………………………. 98

Exercises…………………………………………………………………………………………………………………………………….. 99

Chapter 3: Understanding People at Work: Individual Differences and

Perception ………………………………………………………………………………………………………….. 101 Advice for Hiring Successful Employees: The Case of Guy Kawasaki …………………………………………… 102

The Interactionist Perspective: The Role of Fit ………………………………………………………………………….. 106

Individual Differences: Values and Personality ………………………………………………………………………….. 109

Perception………………………………………………………………………………………………………………………………… 130

The Role of Ethics and National Culture…………………………………………………………………………………….. 142

Using Science to Match Candidates to Jobs: The Case of Kronos …………………………………………………. 147

Conclusion ……………………………………………………………………………………………………………………………….. 150

Exercises…………………………………………………………………………………………………………………………………… 151

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Chapter 4: Individual Attitudes and Behaviors …………………………………………………. 154 People Come First: The Case of SAS …………………………………………………………………………………………… 155

Work Attitudes …………………………………………………………………………………………………………………………. 158

Work Behaviors ………………………………………………………………………………………………………………………… 170

The Role of Ethics and National Culture…………………………………………………………………………………….. 186

Rebounding from Defeat: The Case of Jeffrey Katzenberg ………………………………………………………….. 189

Conclusion ……………………………………………………………………………………………………………………………….. 192

Exercises…………………………………………………………………………………………………………………………………… 193

Chapter 5: Theories of Motivation …………………………………………………………………….. 196 A Motivating Place to Work: The Case of Zappos ……………………………………………………………………….. 198

Need-Based Theories of Motivation …………………………………………………………………………………………… 201

Process-Based Theories …………………………………………………………………………………………………………….. 211

The Role of Ethics and National Culture…………………………………………………………………………………….. 229

Motivation in Action: The Case of Trader Joe’s ………………………………………………………………………….. 232

Conclusion ……………………………………………………………………………………………………………………………….. 235

Exercises…………………………………………………………………………………………………………………………………… 236

Chapter 6: Designing a Motivating Work Environment ……………………………………. 240 Motivating Steel Workers Works: The Case of Nucor …………………………………………………………………. 241

Motivating Employees Through Job Design ……………………………………………………………………………….. 244

Motivating Employees Through Goal Setting …………………………………………………………………………….. 258

Motivating Employees Through Performance Appraisals …………………………………………………………… 267

Motivating Employees Through Performance Incentives …………………………………………………………… 276

The Role of Ethics and National Culture…………………………………………………………………………………….. 283

Motivation Key for Success: The Case of Xerox ………………………………………………………………………….. 287

Conclusion ……………………………………………………………………………………………………………………………….. 290

Exercises…………………………………………………………………………………………………………………………………… 291

Chapter 7: Managing Stress and Emotions………………………………………………………… 293 Facing Foreclosure: The Case of Camden Property Trust ……………………………………………………………. 294

What Is Stress? …………………………………………………………………………………………………………………………. 297

Avoiding and Managing Stress ………………………………………………………………………………………………….. 313

What Are Emotions? …………………………………………………………………………………………………………………. 325

Emotions at Work……………………………………………………………………………………………………………………… 330

The Role of Ethics and National Culture…………………………………………………………………………………….. 338

Getting Emotional: The Case of American Express……………………………………………………………………… 341

Conclusion ……………………………………………………………………………………………………………………………….. 344

Exercises…………………………………………………………………………………………………………………………………… 345

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Chapter 8: Communication ………………………………………………………………………………… 349 You’ve Got Mail…and You’re Fired! The Case of RadioShack ………………………………………………………. 350

Understanding Communication ………………………………………………………………………………………………… 354

Communication Barriers …………………………………………………………………………………………………………… 360

Different Types of Communication and Channels ………………………………………………………………………. 377

The Role of Ethics and National Culture…………………………………………………………………………………….. 397

Employee Satisfaction Translates to Success: The Case of Edward Jones …………………………………….. 402

Conclusion ……………………………………………………………………………………………………………………………….. 405

Exercises…………………………………………………………………………………………………………………………………… 406

Chapter 9: Managing Groups and Teams …………………………………………………………… 410 Teamwork Takes to the Sky: The Case of General Electric ………………………………………………………….. 411

Group Dynamics ……………………………………………………………………………………………………………………….. 415

Understanding Team Design Characteristics……………………………………………………………………………… 428

Management of Teams ……………………………………………………………………………………………………………… 445

Barriers to Effective Teams ……………………………………………………………………………………………………….. 452

The Role of Ethics and National Culture…………………………………………………………………………………….. 454

Green Teams at Work: The Case of New Seasons Market ……………………………………………………………. 457

Conclusion ……………………………………………………………………………………………………………………………….. 460

Exercises…………………………………………………………………………………………………………………………………… 461

Chapter 10: Conflict and Negotiations ………………………………………………………………. 462 Negotiation Failure: The Case of the PointCast ………………………………………………………………………….. 463

Understanding Conflict …………………………………………………………………………………………………………….. 466

Causes and Outcomes of Conflict……………………………………………………………………………………………….. 472

Conflict Management ……………………………………………………………………………………………………………….. 478

Negotiations……………………………………………………………………………………………………………………………… 486

The Role of Ethics and National Culture…………………………………………………………………………………….. 503

Avoiding Conflict at WorldCom: The Case of Bernard Ebbers……………………………………………………… 506

Conclusion ……………………………………………………………………………………………………………………………….. 510

Exercises…………………………………………………………………………………………………………………………………… 511

Chapter 11: Making Decisions ……………………………………………………………………………. 515 Decision-Making Culture: The Case of Google ……………………………………………………………………………. 516

Understanding Decision Making ……………………………………………………………………………………………….. 520

Faulty Decision Making …………………………………………………………………………………………………………….. 535

Decision Making in Groups ……………………………………………………………………………………………………….. 540

The Role of Ethics and National Culture…………………………………………………………………………………….. 549

Empowered Decision Making: The Case of Ingar Skaug ……………………………………………………………… 552

Conclusion ……………………………………………………………………………………………………………………………….. 555

Exercises…………………………………………………………………………………………………………………………………… 556

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Chapter 12: Leading People Within Organizations ……………………………………………. 562 Taking on the Pepsi Challenge: The Case of Indra Nooyi ……………………………………………………………. 564

Who Is a Leader? Trait Approaches to Leadership ……………………………………………………………………… 568

What Do Leaders Do? Behavioral Approaches to Leadership………………………………………………………. 575

What Is the Role of the Context? Contingency Approaches to Leadership ………………………………….. 580

What’s New? Contemporary Approaches to Leadership …………………………………………………………….. 589

The Role of Ethics and National Culture…………………………………………………………………………………….. 607

Leadership Development: The Case of Starbucks ……………………………………………………………………….. 612

Conclusion ……………………………………………………………………………………………………………………………….. 615

Exercises…………………………………………………………………………………………………………………………………… 616

Chapter 13: Power and Politics ………………………………………………………………………….. 619 Focus on Power: The Case of Steve Jobs……………………………………………………………………………………… 620

The Basics of Power ………………………………………………………………………………………………………………….. 623

The Power to Influence …………………………………………………………………………………………………………….. 630

Organizational Politics ……………………………………………………………………………………………………………… 647

Understanding Social Networks ………………………………………………………………………………………………… 654

The Role of Ethics and National Culture…………………………………………………………………………………….. 658

Getting Connected: The Case of Social Networking ……………………………………………………………………. 662

Conclusion ……………………………………………………………………………………………………………………………….. 665

Exercises…………………………………………………………………………………………………………………………………… 666

Chapter 14: Organizational Structure and Change …………………………………………… 675 Organizational Structure: The Case of Toyota ……………………………………………………………………………. 676

Organizational Structure ………………………………………………………………………………………………………….. 680

Organizational Change ……………………………………………………………………………………………………………… 693

The Role of Ethics and National Culture…………………………………………………………………………………….. 713

Changing for Good: The Case of Hanna Andersson Corporation …………………………………………………. 716

Conclusion ……………………………………………………………………………………………………………………………….. 720

Exercises…………………………………………………………………………………………………………………………………… 721

Chapter 15: Organizational Culture …………………………………………………………………… 723 Building a Customer Service Culture: The Case of Nordstrom ……………………………………………………. 724

Understanding Organizational Culture ……………………………………………………………………………………… 727

Characteristics of Organizational Culture ………………………………………………………………………………….. 732

Creating and Maintaining Organizational Culture ……………………………………………………………………… 744

Creating Culture Change …………………………………………………………………………………………………………… 764

The Role of Ethics and National Culture…………………………………………………………………………………….. 769

Clash of the Cultures: The Case of Newell Rubbermaid ………………………………………………………………. 772

Conclusion ……………………………………………………………………………………………………………………………….. 775

Exercises…………………………………………………………………………………………………………………………………… 776

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About the Authors

Talya Bauer

Talya Bauer (Ph.D., 1994, Purdue University) is the Gerry and Marilyn Cameron Professor of Management at Portland State University. Dr. Bauer is an award- winning teacher who specializes in teaching organizational behavior, management, power and influence, and negotiations, as well as training and development at the graduate and undergraduate level. She conducts research about relationships at work. More specifically, she works in the areas of leadership, selection, and new employee onboarding, which has resulted in dozens of journal publications. She has acted as a consultant for a variety of government, Fortune 1000, and start-up organizations. Dr. Bauer is involved in professional organizations and conferences at the national level, such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large for SIOP. She is the editor of Journal of Management and is on the editorial boards for the Journal of Applied Psychology and Industrial and Organizational Psychology: Perspectives on Science and Practices, was recognized as one of the most published authors of the 1990s, and is a Fellow of SIOP and APS.

Berrin Erdogan