Professional Documents
Culture Documents
OF BEHAVIOR
tenth edition
Stephen P. Robbins
San Diego State University
Timothy A. Judge
University of Florida
Seema Sanghi
FORE School of Management
----PEARSON
Brief Contents
Part I
Chapter 1
PROLOGUE
1
1
Part II
Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7
17
Part III
Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13
124
Part IV
Chapter 14 Chapter 15 Chapter 16
228 228
vii
\
_/
Contents
Preface
Part I
XIX
PROLOGUE
1 1
3
Challenges and Opportunities for OB 6 Responding to Globalization 7 Managing "Workforce Diversity 7 Changing Demographics 9 Improving Quality and Productivity 11 Improving Customer Service 11 Improving PeopleSkills 12 Stimulating Innovation and Change 12 Copingwith Temporariness 12 Helping EmployeesBalance "Work-LifeConflicts Improving Ethical Behavior 13 Creating a Positive "Work Environment 14 The Plan of This Book Implications for Managers
Part II THE INDIVIDUAL
13
14 15
17
IN THE ORGANIZATION
17
ix
20
Contents The Big Five PersonalityModel 21 Other PersonalityTraits Relevant to OB Values 25 The Importance of Values 26 Terminal VersusInstrumental Values Generational Values 27
23
26 29
Values and Ethical Behavior in Asian Countries India 29 China 31 Thailand 32 Linking an Individual's Personality and Values to the Workplace 32 Person-JobFit 32 Person-Organization Fit 34 Global Implications 34 37
ChaPte~PtiOn
,
39
Person Perce~~: Making Judgments About Others Vltf'ributton Theory 40 F: quently UsedShortcuts in Judging Others The Link Between Perception and Individual Decision Making 43 Decision Making in Organizations 44 Th Kational Model, BoundedRationality, ~ and Intuition 44 '-./~mon Biasesand Errors in Decision Making 45 Organizational Constraints on Decision Making What About ~ics ~Decision Making? 49 ~ Ethical DecisionCriteria 49 ~proving Creativity in DecisionMaking Global Implications 52 53 48
40
42
50
55
Contents
What Are the Main Components of Attitudes? Does Behavior Always Followfrom Attitudes? What Are the Major Job Attitudes? 59 56 57
xi
Job Satisfaction 62 Measuring Job Satisfaction 63 How Satisfied Are People in Their Jobs? 63 What CausesJob Satisfaction? 64 The Impact of Satisfied and Dissatisfied Employees on the Workplace 65 Global Implications 69
70
Chapt
tivation Concepts
Defining Motivation
71
71
Early Theories of Motivation 72 Hierarchy of Needs Theory 72 Theory X and Theory Y 73 ~o-Factor Theory 74 ~cClelland's Theory of Needs 75 Contemporary Theories of Motivation Cognitive Evaluation Theory Goal-Setting Theory 78 Self-Efficacy Theory 80 -vEquity Theory 82 Expectancy Theory 86 Global Implications 87 88 76 76
Chapter ~tivation:
V;\....
90
90
97
Using Rewards to Motivate Employees 98 What to Pay: Establishing a Pay Structure 99 How to Pay: Rewarding Individual Employees Through Variable-PayPrograms 99 What Benefit to Offer: Flexible Benefits 102
xii
Contents Intrinsic Rewards:How to ConstructEmployee RecognitionPrograms 103 Global Implications 104 106
./
107
What Are Emotions and Moods? 108 The BasicEmotions 109 The BasicMoods:Positiveand Negative Affect The Function of Emotions 110 Sourcesof Emotions and Moods 111 Emotional Labor 114
109
Emotional Intelligence -' 115 The Casefi EI 116 The CaseAgainst EI 117 OB Applications of Emotions and Moods 117 Selection 118 DecisionMaking 118 Creativity 118 Motivation 119 Leadership 119 Negotiation 119 Customer Service 120 Job Attitudes 120 Deviant WorkplaceBehaviors 120 Forgivenessin Organizations 121 How Managers Can Influence Moods 121 Global Implications 121 123
124 124
124 126 126
Contents Group Property 1: Roles 127 Group Property 2: Norms 128 Group Property 3: Status 132 Group Property 4: Size 133 Group Property 5: Cohesiveness 134 Group Decision Making 134 Groups Versusthe Individual 134 Groupthink and Groupshift 135 Group Decision-Making Techniques 137 Group Behavior: An Asian Perspective 138 Global Implications 139 140 Implications for-Managers
xiii
141
141 142
Why Have Teams Become So Popular? Differences Between Groups and Teams
Types of Teams 143 Problem-Solving Teams 143 Self-Managed Work Teams 143 Cross-Functional Teams 144 Virtual Teams 144 Creating Effective Teams 145 Context: What Factors Determine Whether Teams Are Successful 146 Team Composition 147 Work Design 149 Team Processes 149 Turning Individuals into Team Players 151 153
Beware!Teams Aren't Alwaysthe Answer 152 Team Building and Team-Based Work Global Implications 154 154
Chapter 10~ommunication
156
156
Direction of Communication 157 157 Downward Communication 158 Upward Communication Lateral Communication 158
xiv
Contents
Interpersonal Communication 159 Oral Communication 159 Written Communication 159 Nonverbal Communication 160 Organizational Communication 161 Formal Small-Group Networks
\y/
161
Barriers to Effective Communication 167 Filtering 167 SelectivePerception 167 Information Overload 168 Emotions 168 Language 168 Communication Apprehension 168 Global Implications 169 171
ChaPter~rshiP
172
What Is Leadership? 172 Traditional Theories of Leadership 173 Trait Theories 173 Behavioral Theories 174 Summary of Trait Theoriesand Behavioral Theories 175 Contingency Theories 176 Contemporary Approaches to Leadership 180 CharismaticLeadership 180 Transformational Leadership 183 Authentic Leadership: Are Ethics the Foundation ofLeaders~? 187 ~t Is Authentic Leadership? 187 thic_s and Leadership 188 Challenges to the Leadership Construct 189 _,/"Leadership as an Attribution 189 ~stitutes for and Neutralizers of Leadership Finding and Creating Effective Leaders 191
190
xv
191 191
Global Implications
192 196
197
197
A Definition of Power
198
199
Power Tactics
199
Politics
201
to Political Behavior
205 208
Th~yof
Global Implications
211
211 212 212 212 212 213
View of Conflict
213
Opposition or Incompatibility
Stage II: Cognition and Personalization Stage III: Intentions Stage IV: Behavior Stage V: Outcomes
215
~egotiation
218
xvi
Contents Bargaining Strategies 218 The Negotiation Process 221 Individual Differencesin NegotiationEffectiveness Global Implications 225 225
223
228 228
Chapter 14
233
New Design Options 237 The Team Structure 237 The EmpoweredOrganization 239 The Virtual Organization 239 The BoundarylessOrganization 240 Why Do Structures Differ? 241 Strategy 242 Organization Size 242 Technology 243 Environment 243 Organizational Designs and Employee Behavior Global Implications 245 246 244
Chapter 15 OrganizationalCulture
247
What Is Organizational Culture? 248 A Definition of Organizational Culture 248 Culture Is a Descriptive Term 248 Do OrganizationsHave Uniform Cultures? 232 Strong VersusWeak Cultures 249 Culture VersusFormalization 249
Contents
xvii
What Do Cultures Do? 250 Culture'sFunctions 250 Culture as a Liability 250 Creating and Sustaining Culture 252 How a Culture Begins 252 Keepinga CultureAlive 252 Summary: How CulturesForm How Employees Learn Culture 257 Stories 257 Rituals 257 Material Symbols 257 Language 257 Creating an Ethical Organizational Culture Creating a Positive Organizational Culture Global Implications 260 262 258 259
256
rganizational Change
Forces for Change 263
263
266
Approaches to Managing Organizational Change 267 Lewin's Three-Step Model 267 Kotter'sEight-Step Planfor Implementing Change OrganizationalDevelopment 269 Creating a Culture for Change 271 Stimulating a Culture of Innovation 271
268
Contemporary Issues in Organizational Change 272 Technologyin the Workplace 272 Work Stress 274 Creatinga Learning Organization 275 Organizational Change. in Indian Businesses Global Implications Epilogue 281 Endnotes 283 Glindex 313 278 279 Implications for Managers
277
.'