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Detailed Contents

Preface xix
Acknowledgments xxxi
About the Author xxxvi
SECTION I • INTRODUCTION 1
CHAPTER 1 • What Is Organizational Behavior? 2
Learning Objectives 2
A Crisis in Organizations? 2
What Is Going on With CEO Leadership? 3
What Is Organizational Behavior? 4
Disciplines Contributing to Organizational Behavior 5
From Theory to Practice 6
Evidence-Based Management 6
What Is Critical Thinking? 11
Applying Critical Thinking to Theories in
Organizational
Behavior 13
Outcomes in Organizational Behavior 14
Performance 14
Attitudes 14
Employee Well-Being 16
Thriving 16
Motivation 16
Employee Withdrawal 17
Levels of Analysis in Organizational Behavior 17
How OB Research Increases Employee
Performance 18
Plan for This Textbook 20
Leadership Implications: Thinking Critically 21
Key Terms 22
Toolkit Activity 1.1: Personal Leadership
Development Plan 23
Toolkit Activity 1.2: Assessing Your Experiential
Evidence Base 24
Case Study 1.1: Evidence-Based Management:
People
Analytics at Google 26

SECTION II • UNDERSTANDING
INDIVIDUALS IN ORGANIZATIONS 29
CHAPTER 2 • Personality and Person–Environment
Fit 30
Learning Objectives 30
The Personality Effect in Unicorns 30
What Is Personality? 31
Myers-Briggs Type Indicator 33
Limitations of the Myers-Briggs Type Indicator 34
How the Myers-Briggs Type Indicator Is Used
in Organizations 34
The Big Five 35
Personality Traits and Health Research 37
Other Relevant Personality Traits 39
Machiavellianism 39
Self-Monitoring 41
Resilience 41
Risk-Taking 42
Psychological Capital 43
Person–Environment Fit 44
Person–Organization Fit 44
Person–Job Fit 45
Personality–Job Fit Theory 46
Leadership Implications: Understanding Others 47
Key Terms 49
Toolkit Activity 2.1: Fitting in Somewhere Great! 49
Case Study 2.1: Whom Would You Hire? 50
CHAPTER 3 • Emotions and Moods 52
Learning Objectives 52
Does Lack of Sleep Make You Grumpy? 52
Emotions and Moods at Work 53
Affective Events Theory 54
Moods 56
Affective Climate 56
The Broaden-and-Build Model of Emotions 57
Emotional Labor 59
Acting at Work 60
Emotional Division of Labor 60
Emotional Intelligence 61
Can Emotional Intelligence Be Learned? 62
Limitations of Emotional Intelligence 62
How Emotional Intelligence Is Used in Organizations
62
Regulating Emotions 65
Emotional Contagion 65
Leadership Implications: Mindful Coaching 66
Key Terms 68
Toolkit Activity 3.1: The 5-Minute Gratitude Exercise
68
Case Study 3.1: Managing Your Boss’s Moods and
Emotions 69
CHAPTER 4 • Attitudes and Job Satisfaction 71
Learning Objectives 71
Job Satisfaction: Trends and Causes 71
What Is an Attitude? 72
Components of an Attitude 72
Cognitive Dissonance 74
Do Attitudes Matter? 74
Job Satisfaction 75
Job Satisfaction Facets 77
Responses to Job Dissatisfaction 79
Job Search Attitudes 80
Organizational Commitment 82
Job Involvement 83
Employee Engagement 84
Perceived Organizational Support 86
Psychological Empowerment 87
Leadership Implications: Creating Meaning at Work
88
Key Terms 90
Toolkit Activity 4.1: What Do Workers Want From
Their Jobs? 90
Case Study 4.1: Job Satisfaction in a Family-Owned
Company 91
CHAPTER 5 • Perception, Decision-Making, and
Problem-Solving 94
Learning Objectives 94
Would You Be Happier if You Were Richer? 94
Understanding Why Perceptual Biases Exist 95
The Primacy Effect 96
The Recency Effect 96
The Availability Bias 97
Contrast Effects 99
Halo Error 100
Employability: Self-Fulfilling Prophecies During the
Application Process 101
Individual Decision-Making 102
Decision Processes and Organizational
Performance 103
Why Some People Can’t Make Decisions 104
Constraints on Individual Decision-Making 104
The Rational Decision-Making Model 104
Limitations of the Rational Model 105
Bounded Rationality 105
Prospect Theory 106
The Importance of How Decisions Are Framed 107
Intuition 109
Benefits of Intuition 109
Wicked Organizational Problems 110
Decision Traps 113
Hindsight Bias 113
Overconfidence 113
Escalation of Commitment 114
Creative Problem-Solving 116
Going With the “Flow” 116
Three-Component Model of Creativity 117
Leadership Implications: Making Ethical Decisions
118
Key Terms 119
Toolkit Activity 5.1: The Oil Drilling Partnership 120
Case Study 5.1: Making Decisions Using Machine
Learning at Lufthansa 121
SECTION III • INFLUENCING AND
MOTIVATING EMPLOYEES 123
CHAPTER 6 • Leadership 124
Learning Objectives 124
Have Leaders Lost Their Followers’ Trust? 124
What Is Leadership? 125
Differentiating Management and Leadership 126
Managerial Leadership 126
The Trait Approach 128
Limitations of the Trait Approach 129
Leader Behaviors 130
Path–Goal Theory 130
Motivational Leadership Behaviors 130
Adapting to the Situation 131
Leader–Member Exchange 132
Inclusive Leadership 133
Leader–Member Exchange Development 135

Followership 135
Attributions and Leader–Member Relationships 136
The Mentor Connection 138
The Importance of Trust 138
Calculus-Based Trust 139
Knowledge-Based Trust 139
Identification-Based Trust 139
Repairing Broken Trust 141
Full-Range Leadership Development 142
Transactional Leadership 142
Transformational Leadership 144
Moral Approaches 144
Ethical Leadership 144
Servant and Authentic Leadership 145
Leadership Implications: Flexibility Matters 147
Key Terms 148
Toolkit Activity 6.1: Comparing Supervisor Leader-
Member
Exchange 149
Toolkit Activity 6.2: Applying the Full-Range
Leadership
Development Model 150
Case Study 6.1: Melissa Reiff: Servant Leader of the
Container Store 151
CHAPTER 7 • Power and Politics 154
Learning Objectives 154
What Is It Like to Have Power? 154
The Difference Between Power and Influence 155
Power 156
Organizational Sources of Power 160
Influence Strategies 161
Which Influence Strategies Are the Most Effective?
161
Influence Without Authority 163
Impression Management 164
Perceptions of Organizational Politics 168
Political Skill 170
Having Both the Will and the Skill for Politics 171
Leadership Implications: Managing With Power 172
Key Terms 174
Toolkit Activity 7.1: Politics or Citizenship? 174
Toolkit Activity 7.2: What Would You Do? 176
Case Study 7.1: Can You Succeed Without Power?
176

CHAPTER 8 • Motivation: Core Concepts 178

Learning Objectives 178
Do You Have Grit? 178
What Is Motivation? 179
Needs Theories 180
Goal Setting 181
“SMART” Goals 181
Regulatory Goal Focus 183
The Role of Leaders in Goal Setting 183
Job Characteristics Theory 184
The Motivating Potential of Work 185
Designing Work to Be Motivational 186
Work Redesign and Job Stress 187
Job Crafting 187
The Importance of Fairness 189
Equity Theory 189
Organizational Justice: Expanding Fairness 190
Developing a Fair Reputation 193
Expectancy Theory 193
Expectancy Theory Predictions of Effort and
Motivation 194
The Pygmalion Effect 195
The Galatea Effect 197
The Golem Effect 197
Leadership Implications: Who Will Lead? 198
Key Terms 200
Toolkit Activity 8.1: Future Me Letter 200
Toolkit Activity 8.2: SMART Goals Template 201
Case Study 8.1: Vision Boards at Lululemon 202
CHAPTER 9 • Motivation: Applications 205
Learning Objectives 205
The Meaning of Money 205
Reinforcement Theory 206
Reinforcers 207
Punishment 207
Schedules of Reinforcement 207
Organizational Behavior Modification 210
Social Learning Theory 212
The Modeling Process 213
Intrinsic Versus Extrinsic Rewards 213
Relationship Between Intrinsic and Extrinsic
Rewards 214
Self-Determination Theory 216
What Money Can and Cannot Do 217
Pay Dispersion 217
Performance Management 219
Sources of Performance Management Ratings 219
Performance Management Methods 220
Problems With Performance Reviews 223
Other Forms of Compensation 224
Feedback Seeking 225
Leadership Implications: Motivating With Rewards
226
Key Terms 228
Toolkit Activity 9.1: Performance Appraisal Dos and
Don’ts 228
Toolkit Activity 9.2: Performance Management Role-
Play 230
Case Study 9.1: Increasing Motivation at Delta One
Chennai 235
SECTION IV • BUILDING RELATIONSHIPS 237
CHAPTER 10 • Group Processes and Teams 238
Learning Objectives 238
Does Trust Impact Team Performance? 238
What Is a Team? 240
Work Group Versus Team 241
Team Purpose 241
Team Norms 242
The Team Charter 242
Team Mental Models 243
Team Development 244
Five-Stage Model 244
Team Performance Curve 245
Team Effectiveness 247
Team Metrics 248
Team Learning 249
Team Creativity and Innovation 250
Cohesion 251
Social Identity 253
Groupthink 253
Team Decision-Making 255
Participation in Team Decisions 255
Brainstorming 256
Consensus 257
Multivoting 259
Nominal Group Technique 260
Stepladder 261

Team Challenges 261

Social Loafing 261
Virtual Teams 262
Team Diversity 265
Challenges of Team Diversity 265
Benefits of Team Diversity 266
Leadership Implications: Empowering the Team 267
Key Terms 268
Toolkit Activity 10.1: The Team Charter 269
Toolkit Activity 10.2: The Marshmallow Challenge
271
Toolkit Activity 10.3: How to Run an Effective
Meeting (Checklist) 272
Case Study 10.1: Problem-Solving in Virtual Teams
273
CHAPTER 11 • Managing Conflict and Negotiation
275
Learning Objectives 275
The Costs of Workplace Conflict 275
What Is Conflict? 277
Causes of Organizational Conflict 277
Is Conflict Always Bad? 280
Task Versus Relationship Conflict 281
Workplace Incivility and Aggression 283
Abusive Supervision 284
Toxic Workplaces 285
Workplace Violence 285
Conflict Resolution Styles 287
Team Conflict and Performance 291
Resolving Conflict Across Cultures 293
Third-Party Interventions 294
Negotiation 296
Distributive Bargaining 297
Integrative Bargaining 298
Emotions at the Bargaining Table 299
Cross-Cultural Negotiation 299
Union–Management Negotiations 300
Leadership Implications: Perspective Taking 301
Key Terms 302
Toolkit Activity 11.1: Checklist for Difficult
Conversations 303
Toolkit Activity 11.2: Salary Negotiation 304
Toolkit Activity 11.3: Negotiation Style Assessment
306
Case Study 11.1: Perspective Taking: Health Versus
Wealth
During the COVID-19 Pandemic 307

CHAPTER 12 • Organizational Communication 309

Learning Objectives 309
“Thin-Slicing” a Conversation 309
What Is Organizational Communication? 310
The Communication Process 310
Barriers to Effective Communication 312
Communication Apprehension 312
Language 313
Active Listening 313
Communication Networks 315
Communication Flows in Organizations 317
The Grapevine 319
Electronic Communication 321
Email 321
Text Messages 322
Social Networking 324
Videoconferencing 326
Cross-Cultural Communication 327
Nonverbal Communication 328
Silence 330
Leadership Implications: The Management of
Meaning 331
Key Terms 333
Toolkit Activity 12.1: Active Listening Exercise 333
Case Study 12.1: What’s App-ening? 334
CHAPTER 13 • Diversity and Cross-Cultural
Adjustments 337
Learning Objectives 337
Trends Impacting Diversity and Inclusion 337
Diversity 338
Surface-Level and Deep-Level Diversity 339
Generations at the Workplace 339
The Millennials 341
Generation Z 342
What Is Culture? 343
High-Context Versus Low-Context Cultures 345
Hofstede’s Cultural Values 345
Criticisms and Usefulness of Hofstede’s Research
348
Cultural Tightness–Looseness 348
GLOBE Studies of Cross-Cultural Leadership 350
Developing Global Leaders 352
Cultural Intelligence 353
The Third Culture 353

The Global Mindset 355

Cross-Cultural Adjustment Strategies 356
Integrative Acculturation: Multiculturals 358
Culture Shock 359
Expatriate Adjustment 361
Repatriation 362
Leadership Implications: Becoming a Global Leader
363
Key Terms 366
Toolkit Activity 13.1: Generations at Work 366
Toolkit Activity 13.2: Journey to Sharahad 367
Case Study 13.1: American Airlines: Supporting the
LGBTQ Community 369
SECTION V • LEADERS AS
CHANGE AGENTS 371
CHAPTER 14 • Organizational Culture 372
Learning Objectives 372
The Team Culture at Warby Parker 372
What Is Organizational Culture? 373
Seven Characteristics of Culture 374
Markets, Bureaucracies, and Clans 377
National Culture and Organizational Culture 378
Strong Organizational Cultures 380
Zappos: A Strong Organizational Culture 380
Organizational Subcultures 381
Socialization 382
Anticipatory Socialization 382
Entry and Assimilation 383
Metamorphosis 384
Attraction–Selection–Attrition (ASA) 384
How Employees Learn Culture 385
Stories 385
Rituals 386
Symbols 386
Language 387
Organizational Climate 388
How Climate Influences Organizational Performance
388
Ethical Climate 391
Leadership Implications: Culture Change 391
Tool #1: Recruiting and Selecting People for
Culture Fit 392

Tool #2: Managing Culture Through Socialization

and Training 393
Tool #3: Managing Culture Through the Reward
System 393
Key Terms 393
Toolkit Activity 14.1: Comparing Organizational
Cultures: IDEO
and Amazon 394
Case Study 14.1: Changing the Culture at Boeing
395
CHAPTER 15 • Leading Change and Stress
Management 397
Learning Objectives 397
Leading Change in a VUCA World 397
Forces Driving Organizational Change 398
Planned Organizational Change 400
Organizational Subsystems Involved in Planned
Change 400
Organizational Development 401
Examples of Organizational Development
Interventions 402
Resistance to Change 405
How to Overcome Resistance to Change 405
Leading Change 408
Lewin’s Three-Step Model 408
Force Field Analysis 410
Kotter’s Eight-Step Model 410
Effective Change Implementation 411
Stress in the Context of Organizational Change 412
What Is Stress? 414
Stress Episode 415
Stress and Organizational Performance 416
Is There An Optimal Level of Stress? 417
Role Stress 418
Stress Is a Global Concern 420
Coping 420
Social Support 422
Preventive Stress Management in Organizations
422
Employee Assistance Programs 424
Leadership Implications: Helping Employees Cope
425
Key Terms 426
Toolkit Activity 15.1: Appreciative Inquiry 426
Toolkit Activity 15.2: Warning Signs of Burnout 427
Toolkit Activity 15.3: Stressful Life Events 428
Case Study 15.1: Organizational Change at Amazon
430
Case Study 15.2: The Price of Entrepreneurship 431

Appendix 1: The Scientific Method in Organizational

Behavior 434
Appendix 2: Organizational Structure 439
Glossary 459
Notes 475
Author Index 551
Subject Index 557
 Chapter One: WHAT IS ORGANIZATIONAL
BEHAVIOR?

A CRISIS IN ORGANIZATIONS?

What do the leaders of Juul, McDonald's, and Papa

John's have in common? They were all fired from
their boards of directors.
Historically, CEOs are fired for lack of company
performance.
This is what happened with Juul. The CEO of Juul,
Kevin Burns, was let go during the media attention
to the company's marketing practices and rising
pressure from regulators regarding the health risks
of e-cigarettes. The company became a lightning rod
for media attention and began pulling e-cigarette
flavors from the market in response to the reports.
Recently, CEOs are getting fired for ethical reasons.
Some examples of these reasons are sexual
misconduct, fraud, bribery, and insider trading.
In November 2019, Steve Easterbrook was fired as
the CEO of McDonald's. He had been running the
company since 2015. However, the board stated
that he violated company policy and “demonstrated
poor judgment involving a recent consensual
relationship with an employee.”
Easterbrook had been doing a great job as CEO. He
modernized the look of McDonald's restaurants and
added popular digital menu boards. The company
began using high-tech methods such as artificial
intelligence to improve drive-thru performance and
increase sales.
Scandals now account for more departures than
poor financial performance. This may reflect
changes in vigilance by the government, society,
and pressures from the Me Too movement to hold
managers accountable.
In addition to sexual harassment, racial insensitivity
was another reason for CEO failure to maintain
integrity in a diverse environment. Another leader
that was fired by his board was Papa John's
chairman and founder, John Schnatter, who stepped
down as CEO following backlash for using a racial
slur during a conference call.

Find the original Textbook (PDF) in the link below:

CLICK HERE