Organizational Behavior 17th Edition

CHAPTER 1 What Is Organizational Behavior? LEARNING OBJECTIVES After studying this chapter, students should be able to: 1-1. Demonstrate the importance of interpersonal skills in the workplace. 1-2. Define organizational behavior (OB). 1-3. Show the value to OB of systematic study. 1-4. Identify the major behavioral science disciplines that contribute to OB. 1-5. Demonstrate why

A. Management Functions 1. All managers perform five management functions: planning, organizing, commanding, coordinating, and controlling. Modern management scholars have condensed these functions to four: planning, organizing, leading, and controlling. 2. Planning requires a manager to: a. Define goals (organizational, departmental, worker levels). b. Establish an overall strategy for achieving those

1. among themselves in terms of what they want to achieve and have little loyalty to one another, the group is not cohesive. 2. There is ample evidence showing that cohesive groups are more effective. a. These results are found both for groups that are studied in highly controlled laboratory settings

Questions for Review 1-1. What is the importance of interpersonal skills in the workplace? Answer: Understanding human behavior is critical for managerial effectiveness today. To attract and retain high-performing employees, managers must possess interpersonal skills in order to relate to employees and create a positive and supportive work environment where people

Chapter 10 Understanding Work Teams LEARNING OBJECTIVES After studying this chapter, students should be able to: 10-1. Analyze the continued popularity of teams in organizations. 10-2. Contrast groups and teams. 10-3. Contrast the five types of teams. 10-4. Identify the characteristics of effective teams. 10-5. Explain how organizations can create team players. 10-6. Decide when to use

1. LOral found that successful sales teams required much more than being staffed with high-ability salespeople: management had to focus much of its efforts on team building. 2. Developing an effective team doesnt happen overnightit takes time. B. Rewarding: Providing Incentives to Be a Good Team Player 1. An organizations reward system must

1. If team members have different ideas about how to do things, the team will fight over how to do things rather than focus on what needs to be done. B. Conflict Levels 1. Conflict on a team isnt necessarily bad. 2. Conflict has a complex relationship with team

Questions for Review 10-1. How do you explain the growing popularity of teams in organizations? Answer: Although teams are not always effective they have become popular. Some of the reasons include: a. Teams are a great way to use employee talents. b. Teams are more flexible and responsive to changes in the

Chapter 11 Communication LEARNING OBJECTIVES After studying this chapter, students should be able to: 11-1. Describe the functions and process of communication. 11-2. Contrast downward, upward, and lateral communication through small-group networks and the grapevine. 11-3. Contrast oral, written, and nonverbal communication. 11-4. Describe how channel richness underlies the choice of communication method. 11-5. Differentiate between

A. Distortions, ambiguities, and incongruities between verbal and nonverbal messages all increase uncertainty and reduce satisfaction. Careful attention to the methods and modes for each communication better ensures that the message is properly interpreted by the receiver. Specific implications for managers are below: 1. Remember that your communication mode will partly

a. individuals telling considerably more. b. Compounded across a large organization, this is an enormous amount of deception happening every single day! 2. Evidence also shows that people are more comfortable lying over the phone than face-to-face and more comfortable lying in e-mails than when they have to write with

Questions for Review 11-1. What are the functions and process of communication? Answer: There are four major functions. 1. Communication acts to control member behavior in several ways. When work groups tease or harass a member who produces too much, they are informally communicating with, and controlling, the members behavior. harass a member

CHAPTER12 Leadership LEARNING OBJECTIVES After studying this chapter, students should be able to: 12-1. Summarize the conclusions of trait theories of leadership. 12-2. Identify the central tenets and main limitations of behavioral theories. 12-3. Contrast contingency theories of leadership. 12-4. Describe the contemporary theories of leadership and their relationship to foundational theories. 12-5. Discuss the

a. In electronic communication, writing skills are likely to become an extension of interpersonal skills. B. Selecting Leaders 1. The entire process that organizations go through to fill management positions is essentially an exercise in trying to identify individuals who will be effective leaders. 2. Items of consideration during selection include: a.

a. You have to trust that the extra work youve been doing will be recognized in your performance appraisal. b. In contemporary organizations, where less work is closely documented and specified, voluntary employee contribution based on trust is absolutely necessary. c. And only a trusted leader will be able

Chapter 13 Power and Politics LEARNING OBJECTIVES After studying this chapter, students should be able to: 13-1. Contrast leadership and power. 13-2. Explain the three bases of formal power and the two bases of personal power. 13-3. Explain the role of dependence in power relationships. 13-4. Identify power or influence tactics and their contingencies. 13-5. Identify

A. To decide not to play is deciding not to be effective. B. Better to be explicit about it with a political map than to proceed as if power and politics didnt matter. II. Summary and Implications for Managers A. Few employees relish being powerless in their job and organization. B.

A. How Do People Respond to Organizational Politics? 1. For most peoplewho have modest political skills or are unwilling to play the politics gameoutcomes tend to be predominantly negative. a. Exhibit 13-4 summarizes the extensive research on the relationship between organizational politics and individual outcomes. 2. There is very strong evidence

Questions for Review 13-1. How is leadership different from power? Answer: Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with As wishes. Power may exist but not be used. It is, therefore, a capacity or potential. Probably the most

Chapter 14 Conflict and Negotiation LEARNING OBJECTIVES) After studying this chapter, students should be able to: 14-1. Describe the three types of conflict and the three loci of conflict. 14-2. Outline the conflict process. 14-3. Contrast distributive and integrative bargaining. 14-4. Apply the five steps of the negotiation process. 14-5. Show how individual differences influence negotiations. 14-6.

a. They are seen as more likely to keep their promises and present information accurately, so others are more willing to accept their promises as part of a bargain. 2. Finally, individuals who have higher reputations are better liked and have more friends and alliesin other words, they have more

i. It appears that negotiators in a position of power or equal status who show anger negotiate better outcomes because their anger induces concessions from their opponents. b. Another factor is how genuine your anger isfaked anger, or anger produced from surface acting (see Chapter 4), is not effective, but

Questions for Review 14-1. What are the three types of conflict and the three loci of conflict? Answer: The three types of conflict are: 1. Task conflict: conflict over content and goals of the work. 2. Relationship conflict: conflict based on interpersonal relationships. 3. Process conflict: conflict over how work gets done.

Chapter 15 Foundations of Organization Structure LEARNING OBJECTIVES After studying this chapter, students should be able to: 15-1.Identify seven elements of an organizations structure. 15-2.Identify the characteristics of the functional structure, the divisional structure, and the matrix structure. 15-3.Identify the characteristics of the virtual structure, the team structure, and the circular structure. 15-4.Describe the effects

A. Technology 1. Technology refers to how an organization transfers its inputs into outputs. a. Every organization has at least one technology for converting financial, human, and physical resources into products or services. b. The Chinese consumer electronics company Haier uses an assembly-line process to make its products. c. Colleges may

1. Exhibit 15-6 shows a virtual organization in which management outsources all of the primary functions of the business. a. The dotted lines in this exhibit represent those relationships typically maintained under contracts. b. In essence, managers in virtual structures spend most of their time coordinating and controlling external relations,

1. Downsize your organization to realize major cost savings, and focus the company around core competenciesbut only if necessary, because downsizing can have a significant negative impact on employee affect. 2. Consider the scarcity, dynamism, and complexity of the environment, and balance the organic and mechanistic elements when designing an organizational

Questions for Review 15-1. What are seven key elements to define an organizations structure? Answer: The seven key elements that define an organizations structure are: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Boundary spanning Chain of command Span of control Centralization and decentralization Formalization Boundary

Chapter 16 Organizational Culture LEARNING OBJECTIVES After studying this chapter, students should be able to: 16-1. Describe the common characteristics of organizational culture. 16-2. Compare the functional and dysfunctional effects of organizational culture on people and the organization. 16-3. Identify the factors that create and sustain an organizations culture. 16-4. Show how culture

1. However, the culture of many U.S. airlines does not reflect the same degree of informality. 2. If U.S. airlines were to merge with AirAsia, they would need to take these cultural differences into account. B. One of the primary things U.S. managers can do is to be culturally sensitive. 1.

I. Influencing an Organizational Culture A. An Ethical Culture 1. How can management create a more ethical culture? a. Be a visible role model. i. Employees look to top management behavior as a benchmark. b. Communicate ethical expectations. i. Code of ethics can minimize ethical ambiguities. c. Provide ethical training. i. Training sessions

Questions for Review 16-1. What is organizational culture, and what are its common characteristics? Answer: Organizational culture is a common perception held by the organizations members; a system of shared meaning. Seven primary organizations members; a system of shared meaning. Seven primary organizations members; a system of shared meaning. Seven primary characteristics

Chapter 17 Human Resource Policies and Practices LEARNING OBJECTIVES After studying this chapter, students should be able to: 17-1. Describe the value of recruitment methods. 17-2. Specify initial selection methods. 17-3. Identify the most useful substantive selection methods. 17-4. Compare the main types of training. 17-5. List the methods of performance evaluation.

(a) schools. ii. The individual ranking approach rank-orders employees from best to worst. (a) This approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. (b) This approach allows for no ties. (c) One parallel to forced ranking is

a. They can conduct medical exams after making a contingent offer, to determine whether an applicant is physically or mentally able to do the job. II. Training and Development Programs A. Introduction 1. Skills deteriorate and can become obsolete. 2. U.S. corporations with 100 or more employees spent more than $125 billion in

1. culture, reflect the values of the organization, demonstrate economic feasibility, and be sustainable in the long term. a. Such benefits will likely improve employees psychological well-being and therefore increase organizational performance. B. Drafting and Enforcing Employment Policies 1. Employment policies that are informed by current laws but go beyond

Questions for Review 17-1. What is the value of various recruitment methods? Answer: Strategic recruiting has become a cornerstone for many companies. Some of the most effective recruiting techniques include internal referrals, internship programs, and other methods that give potential applicants enough information to adequately evaluate the roles they may be

Chapter 18 Organizational Change and Stress Management LEARNING OBJECTIVES After studying this chapter, students should be able to: 18-1. Contrast the forces for change and planned change. 18-2. Describe ways to overcome resistance to change. 18-3. Compare the four main approaches to managing organizational change. 18-4. Demonstrate three ways of creating a culture for change. 18-5.

1. Organizational factors a. Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. b. Task demands are factors related to a persons job. i. They include the design of the individuals job (autonomy,

a. Process Consultation i. An outside consultant works with clients to understand the process events managers must deal with. ii. This is similar to sensitivity training in its assumption that interpersonal involvement is important to highlight. iii. The consultant coaches his/her client through the problem. b. Team Building i. Team building uses high-interaction group activities

i. These time-management skills can help minimize procrastination by focusing efforts on immediate goals and boosting motivation even in the face of tasks that are less desirable. b. Physicians have recommended noncompetitive physical exercise, such as aerobics, walking, jogging, swimming, and riding a bicycle, as a way to deal with

Questions for Review 18-1. What is the difference between the forces for change and planned change? Answer: Planned changes are the activities that are proactive and purposeful: an intentional, goal-oriented activity. The goals of planned change are improving the ability of the organization to adapt to changes in its environment and

Introduction Welcome to the Instructors Manual for the seventeenth edition of Organizational Behavior! Long considered the standard for all organizational behavior textbooks, this edition continues its tradition of making current, relevant research come alive for students. While maintaining its hallmark featuresclear writing style, cutting-edge content, and engaging pedagogythe seventeenth edition has been updated to

CHAPTER 2 Diversity in Organizations LEARNING OBJECTIVES After studying this chapter, students should be able to: 2-1. Describe the two major forms of workplace diversity. 2-2. Demonstrate how workplace discrimination undermines organizational effectiveness. 2-3. Describe how the key biographical characteristics are relevant to OB. 2-4. Explain how other differentiating characteristics factor into OB 2-5. Demonstrate

(1) While much has changed, the full acceptance and accommodation of gay, lesbian, bisexual, and transgender employees remains a work in progress. (2) Federal law does not protect employees against discrimination based on sexual orientation, although 29 states and more than 160 municipalities do. (3) Employers differ regarding their policies on this

Questions for Review 2-1. What are the two major forms of workplace diversity? Answer: The two major forms of workplace diversity are surface level diversity and deep level diversity. Surface level diversity refers to differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect

Robbins/Judge, Organizational Behavior 17e, with MyManagementLab Sample Syllabus All Assignments should be completed before class. Suggested Distribution: Exams 50% Quizzes 20% Writing Space (Essays) 20% Simulations 5% Participation 5% Discussion Questions could be added for online classes. Week Reading Assignment MyLab Assignment 1 Chapter 1: What Is Organizational Behavior? Chapter 2: Diversity in Organizations Critical Thinking Quiz Chapters 1 Critical Thinking Quiz

CHAPTER 3 Attitudes and Job Satisfaction LEARNING OBJECTIVES After studying this chapter, students should be able to: 3-1. Contrast the three components of an attitude. 3-2. Summarize the relationship between attitudes and behavior. 3-3. Compare the major job attitudes. 3-4. Define job satisfaction. 3-5. Summarize the main causes of job satisfaction. 3-6. Identify three outcomes of

a. Those who believe their coworkers support them are more likely to engage in helpful behaviors, whereas those who have antagonistic relationships with coworkers are less likely to do so. b. Individuals with certain personality traits are also more satisfied with their work, which in turns leads them to engage

CHAPTER 4 Emotions and Moods LEARNING OBJECTIVES After studying this chapter, students should be able to: 4-1. Differentiate between emotions and moods. 4-2. Identify the sources of emotions and moods. 4-3. Show the impact emotional labor has on employees. 4-4. Describe affective events theory. 4-5. Describe emotional intelligence. 4-6. Identify strategies for emotional regulation. 4-7. Apply concepts

a. Researchers analyzed millions of Twitter messages from individuals across the globe. 1) Exhibit 4-3 shows positive affect increased after sunrise, tended to peak at midmorning, remained stable until roughly 7 p.m., and then tended to increase again until the midnight drop. 2. Day of the week a. In most cultures, people are

Myth or Science? Smile, and the Work World Smiles with You This exercise contributes to: Learning Objective: Differentiate between emotions and moods Learning Outcome: Discuss the importance of individual moods and emotions in the workplace AACSB: Written and oral communications; Reflective thinking It is true that a smile is not always an

Questions for Review 4-1. How are emotions different from moods? Answer: Emotions are intense feelings directed at someone or something. Moods are feelings that tend to be less intense than emotions and often lack a contextual stimulus. Thus, the similarities are the feelings component, but the differences lie in the intensity and

CHAPTER 5 Personality and Values LEARNING OBJECTIVES After studying this chapter, students should be able to: 5-1. Describe personality, the way it is measured, and the factors that shape it. 5-2. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) personality framework and the Big Five model. 5-3. Discuss how the

1. These classifications are then combined into sixteen personality types. For example: a. INTJs are visionaries. They usually have original minds and great drive. They are characterized as skeptical, critical, independent, determined, and often stubborn. b. ESTJs are organizers. They are realistic, logical, analytical, decisive, and have a natural head

A. Personality can help you understand why people (including yourself!) act, think, and feel the way we do, and the astute manger can put that understanding to use by taking care to place employees in situations that best fit their personality. B. Values often underlie and explain attitudes, behaviors, and perceptions.

Questions for Review 5-1. What is personality? How do we typically measure it? What factors determine personality? Answer: Personality is the sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits. It is typically measured using self-reporting surveys. Observer-ratings surveys

CHAPTER 6 Perception and Individual Decision Making LEARNING OBJECTIVES After studying this chapter, your students should be able to: 6-1. Explain the factors that influence perception. 6-2. Describe attribution theory. 6-3. Explain the link between perception and decision making. 6-4. Contrast the rational model of decision making with bounded rationality and

a. Idea generation: once we have collected the relevant information, it is time to translate that knowledge into ideas. i. Idea generation: the process of creative behavior in which we develop possible solutions to a problem from relevant information and knowledge. b. Idea evaluation: finally, its time to choose from the

a. An emphasis on rights in decision making means respecting and protecting the basic rights of individuals, such as the right to privacy, free speech, and due process. b. Focus on justicerequires individuals to impose and enforce rules fairly and impartially. i. This criterion protects whistle-blowers when they reveal

Questions for Review 6-1. What are the factors that influence our perception? Answer: Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. What one perceives can be substantially different from objective reality. Perception is important in the study of OB

Chapter 7 Motivation Concepts LEARNING OBJECTIVES After studying this chapter, students should be able to: 7-1. Describe the three key elements of motivation. 7-2. Compare the early theories of motivation. 7-3. Contrast the elements of self-determination theory and goal-setting theory. 7-4. Demonstrate the differences among self-efficacy theory, reinforcement theory, equity theory, and expectancy theory. 7-5. Identify

I. Integrating Contemporary Motivation Theories A. Exhibit 7-9 integrates much of what we know about motivation. Its basic foundation is the expectancy model. B. Expectancy theory predicts that an employee will exert a high level of effort if he/she perceives that there is a strong relationship between effort and performance, performance

i. If outcomes are favorable and individuals get what they want, they care less about the process, so procedural justice doesnt matter as much when distributions are perceived to be fair. b. Informational Justice. Research has shown that employees care about two other types of fairness that have to do with

Questions for Review 7-1. What are the three key elements of motivation? Answer: Motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal specifically, an organizational goal. The key elements of motivation are: intensity how hard a person tries; direction effort that

Chapter 8 Motivation: From Concepts to Applications LEARNING OBJECTIVES After studying this chapter, students should be able to: 8-1. Describe how the job characteristics model motivates by changing the work environment. 8-2. Compare the main ways jobs can be redesigned. 8-3. Explain how specific alternative work arrangements can motivate employees. 8-4. Describe how employee involvement

1. Employee involvement programs differ among countries. a. A study of four countries, including the United States and India, confirmed the importance of modifying practices to reflect national culture. i. While U.S. employees readily accepted employee involvement programs, managers in India who tried to empower their employees were rated low

For experiences, what did you think of your greatest vacation when you were on it, and what do you think of it now? Both the experience at the time and the recollection now may bring a smile to your face. Sources: A. Blackman, Can Money Buy Happiness? The Wall Street

Questions For Review 8-1. How does the job characteristics model motivate employees? Answer: The job characteristics model is the Hackman and Oldhams concept that any job can be described through five core job dimensions: skill variety requirements for different tasks in the job; task identity completion of a whole piece of work;

CHAPTER 9 Foundations of Group Behavior LEARNING OBJECTIVES After studying this chapter, students should be able to: 9-1. Distinguish between the different types of groups. 9-2. Describe the punctuated-equilibrium model of group development. 9-3. Show how role requirements change in different situations. 9-4. Demonstrate how norms exert influence on an individuals behavior. 9-5. Show how status

a. Groups that are more focused on performance than learning are especially likely to fall victim to groupthink and to suppress the opinions of those who do not agree with the majority. b. Does groupthink attack all groups? No. It seems to occur most often when there is a clear group

a. Research on faultlines has shown that splits such as these are generally detrimental to group functioning and performance. b. Overall, although research on faultlines suggests that diversity in groups is a potential double-edged sword, recent work indicates they can be strategically employed to improve performance. II. Group Decision Making A. Groups Versus

Teaching Notes When students have finished, select a group to share the results of their discussion. Ask other groups how their results compare or contrast to that groups. This exercise is applicable to face-to-face classes or synchronous online classes such as BlackBoard 9.1, Breeze, WIMBA, and Second Life Virtual Classrooms. See

Questions for Review 9-1. What are the different types of groups? Answer: A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. It is possible to sub-classify groups as command, task, interest, or friendship groups.

1 Answer: B Explanation: B) The defining characteristic of managers is that they get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. LO: 1.2: Define organizational behavior (OB). Difficulty: Easy Quest. Category: Concept 1 Answer: B Explanation: B) The

21 Answer: TRUE Explanation: Social psychology, generally considered a branch of psychology, blends concepts from both psychology and sociology to focus on people's influence on one another. One major study area of social psychology is change, how to implement it, and how to reduce barriers to its acceptance. LO: 1.4:

1 Answer: FALSE Explanation: Teams are more flexible and responsive to changing events than traditional departments or other forms of permanent groupings. LO: 10.1: Analyze the continued popularity of teams in organizations. Difficulty: Easy Quest. Category: Concept 1 Answer: FALSE Explanation: Teams are more flexible and responsive to changing events

21 Answer: E Explanation: E) Not every employee is a team player. When people who prefer to work alone are required to team up, there is a direct threat to the team's morale and to individual member satisfaction. When selecting team members, managers should consider individual preferences along with abilities,

33 Answer: TRUE Explanation: The four contextual factors most significantly related to team performance are adequate resources, effective leadership, a climate of trust, and a performance evaluation and reward system that reflects team contributions. LO: 10.4: Identify the characteristics of effective teams. Difficulty: Moderate Quest. Category: Concept 33 Answer: TRUE

1 Answer: D Explanation: D) Communication serves four major functions within a group or organization: control, motivation, emotional expression, and information. Communication acts to control member behavior in several ways. Organizations have authority hierarchies and formal guidelines employees are required to follow. When employees must communicate any job-related grievance to

21 Answer: C Explanation: C) The wheel relies on a central figure to act as the conduit for all the group's communication; it simulates the communication network you would find on a team with a strong leader. LO: 11.3: Contrast oral, written, and nonverbal communication. AACSB: Written and oral communication

35 Answer: TRUE Explanation: The choice of channel depends on whether the message is routine. Routine messages tend to be straightforward and have minimal ambiguity; channels low in richness can carry them efficiently. LO: 11.4: Describe how channel richness underlies the choice of communication method. AACSB: Written and oral communication

1 Answer: E Explanation: E) The source of a leader's influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor, for that matter, are all managers leaders. Just because an organization provides its managers with certain formal rights is

21 Answer: D Explanation: D) The fact that the company is planning to lay off some employees in the near future does not weaken Leslie's supportive approach to leadership. The fact that the company has stopped the production of most of its older models as it wants to focus on

35 Answer: Charismatic leadership is a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Though charismatic leaders exert great influence on their followers, unfortunately, they do not necessarily act in the best interests of their organizations. Many charismatic leaders

1 Answer: D Explanation: D) Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. LO: 13.1: Contrast leadership and power. Difficulty: Easy Quest. Category: Concept 1 Answer: D Explanation: D) Power does not

21 Answer: There is evidence that there are corrupting aspects of power. Evidence suggests that power leads people to place their own interests ahead of others. Why does this happen? Interestingly, research suggests that power not only leads people to focus on their self-interests because they can, it also liberates

33 Answer: A Explanation: A) An individual's investment in the organization, perceived alternatives, and expectations of success influence the degree to which he or she will pursue illegitimate means of political action. The more a person expects increased future benefits from the organization, the more that person has to lose

1 Answer: D Explanation: D) The interactionist view of conflict encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. LO: 14.1: Describe the three types of conflict and the three loci of

21 Answer: The three general categories of conditions that may be the sources of conflict are communication, structure, and personal variables. a) Communication represents those opposing forces that arise from semantic difficulties, misunderstandings, and "noise" in the communication channels. Differing word connotations, jargon, insufficient exchange of information, and noise in

32 Answer: B Explanation: B) Once you've done your planning and developed a strategy, you're ready to begin defining with the other party the ground rules and procedures of the negotiation itself. Points, such as who will do the negotiating, where it will take place, and what time constraints, if

1 Answer: B Explanation: B) Work specialization indicates the degree to which activities in the organization are subdivided into separate jobs. Work specialization makes the most efficient use of employees' skills. Less time is spent in changing tasks, putting away tools and equipment from a prior step, and getting ready

21 Answer: E Explanation: E) A simple structure has a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. It is a "flat" organization; it usually has only two or three vertical levels, a loose body of employees, and one individual in

34 Answer: D Explanation: D) The goal of the new organizational forms is to improve agility by creating a lean, focused, and flexible organization. Companies may need to cut divisions that aren't adding value. Downsizing is a systematic effort to make an organization leaner by selling off business units, closing

1 Answer: B Explanation: B) Outcome orientation is the organizational culture characteristic that describes the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. Danny's boss has a high focus on outcome. LO: 16.1: Describe the common characteristics of

21 Answer: B Explanation: B) The selection process helps sustain the organization's culture by hiring candidates who fit well within the organization. Selection also provides information to applicants. Those who perceive a conflict between their values and those of the organization can remove themselves from the applicant pool. LO: 16.3:

34 Answer: C Explanation: C) Many organizations and subunits within them use language to help members identify with the culture, attest to their acceptance of it, and help preserve it. New employees may at first be overwhelmed by acronyms and jargon, that, once assimilated, act as a common denominator to

1 Answer: A Explanation: A) Many human resource departments, faced with an overwhelming number of electronic submissions, are using software to prescreen candidates based on keyword matches between applications and the qualifications for the job. Their software often seeks to screen out unacceptable candidates rather than select potentially good ones.

21 Answer: On-the-job training methods include job rotation, apprenticeships, understudy assignments, and formal mentoring programs. But because they often disrupt the workplace, organizations also invest in off-the-job training. The most popular off-the-job training method is live classroom lectures. But it also encompasses public seminars, self-study programs, Internet courses, Webinars, podcasts,

32 Answer: TRUE Explanation: Graphic rating scales are less time consuming to develop and administer and allow for quantitative analysis and comparison. LO: 17.5: List the methods of performance evaluation. Difficulty: Easy Quest. Category: Concept 32 Answer: TRUE Explanation: Graphic rating scales are less time consuming to develop and administer

1 Answer: B Explanation: B) Social trends don't remain static. Consumers now meet and share information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. "Green" practices are

21 Answer: The various organizational sources of resistance to change are: a) Structural inertia: Organizations have built-in mechanismslike their selection processes and formalized regulationsto produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability. b) Limited focus of change: Organizations are

38 Answer: E Explanation: E) Organic structures positively influence innovation. Long tenure in management is associated with innovation. Innovation is nurtured when there are slack resources. Interunit communication is high in innovative organizations. Innovative organizations reward both successes and failures. They celebrate mistakes. LO: 18.4: Demonstrate three ways of creating

1 Answer: C Explanation: C) Surface-level diversity refers to differences in easily perceived characteristics, such as gender, race, ethnicity, age, and disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. LO: 2.1: Describe the two major forms of workplace diversity. AACSB:

21 Answer: FALSE Explanation: A reason that the relationship between age and job performance is likely to be of growing significance in the next decade is that U.S. legislation outlaws mandatory retirement. LO: 2.3: Describe how the key biographical characteristics are relevant to OB. AACSB: Diverse and multicultural work environments

1 Answer: E Explanation: E) The cognitive component of an attitude is a description of, or belief in the way things are, which is exemplified in the statement, "This job is not giving me an opportunity to explore my skills." LO: 3.1: Contrast the three components of an attitude. AACSB:

21 Answer: E Explanation: E) Perceived organizational support (POS) is the degree to which employees believe the organization values their contribution and cares about their well-being. Research shows that people perceive their organization as supportive when rewards are deemed fair, when employees have a voice in decisions, and when they

34 Answer: B Explanation: B) According to the exit-voice-loyalty-neglect framework, the voice response includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking some forms of union activity. LO: 3.7: Identify four employee responses to job dissatisfaction. AACSB: Analytical thinking Difficulty: Moderate Quest.

1 Answer: E Explanation: E) Emotions are intense feelings that are directed at someone or something. Emotions are reactions to a person. For instance, seeing a friend at work may make one feel glad or an event dealing with a rude client may make one feel angry. LO: 4.1: Differentiate

21 Answer: D Explanation: D) Evidence confirms that women are more emotionally expressive than men; they experience emotions more intensely, they tend to "hold onto" emotions longer than men, and they display more frequent expressions of both positive and negative emotions, except anger. LO: 4.2: Identify the sources of emotions

33 Answer: D Explanation: D) Many critics have raised questions about measuring EI. Because EI is a form of intelligence, they argue, there must be right and wrong answers for it on tests. The measures of EI are diverse, and researchers have not subjected them to as much rigorous study

1 Answer: C Explanation: C) The definition of personality most frequently used was produced by Gordon Allport nearly 70 years ago. He said that personality is "the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment." LO: 5.1: Describe personality, the way

21 Answer: The Big Five conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable. Employees who score higher in conscientiousness develop higher levels of job knowledge, probably because highly

34 Answer: A Explanation: A) Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. Values contain a judgmental element in that they carry an individual's ideas as to

1 Answer: C Explanation: C) Our perception of reality can be different from the objective reality. Our perception of reality is affected by our personality, past experiences, and the context of the situation in which the perception is made. We do not look at targets in isolation. LO: 6.1: Explain

21 Answer: A person who is characterized by the fundamental attribution error has a tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. This explains why Hastings, who is characterized by the fundamental attribution error, is

33 Answer: C Explanation: C) The human mind cannot formulate and solve complex problems with full rationality. Thus, they operate within the confines of bounded rationality. The process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity is known as

1 Answer: D Explanation: D) Intensity describes how hard a person tries. This is the element most of us focus on when we talk about motivation. LO: 7.1: Describe the three key elements of motivation. Difficulty: Easy Quest. Category: Concept 1 Answer: D Explanation: D) Intensity describes how hard a

21 Answer: D Explanation: D) Operant conditioning theory argues that people learn to behave to get something they want or to avoid something they don't want. Unlike reflexive or unlearned behavior, operant behavior is influenced by the reinforcement or lack of reinforcement brought about by its consequences. LO: 7.4: Demonstrate

32 Answer: FALSE Explanation: Goal-setting is a cognitive approach, proposing that an individual's purposes direct his or her action. Reinforcement theory, in contrast, takes a behavioristic view, arguing that reinforcement conditions behavior. The two theories are clearly at odds philosophically. LO: 7.4: Demonstrate the differences among self-efficacy theory, reinforcement theory,

1 Answer: E Explanation: E) The job characteristics model (JCM) describes jobs in terms of five core job dimensions: skill variety, the degree to which a job requires a variety of different activities; task identity, the degree to which a job requires completion of a whole and identifiable piece of

21 Answer: C Explanation: C) Telecommuting refers to an alternative work arrangement that enables the employee to work at home at least two days a week on a computer linked to the employer's office. LO: 8.3: Explain how specific alternative work arrangements can motivate employees. AACSB: Analytical thinking Difficulty: Moderate

36 Answer: E Explanation: E) Gainsharing is a formula-based group incentive plan that uses improvements in group productivity from one period to another to determine the total amount of money allocated. Gainsharing differs from profit sharing in tying rewards to productivity gains rather than profits, so employees can receive incentive

1 Answer: D Explanation: D) An informal group is neither formally structured nor organizationally determined. Informal groups are natural formations in the work environment that appear in response to the need for social contact. LO: 9.1: Distinguish between the different types of groups. Difficulty: Easy Quest. Category: Concept 1 Answer:

21 Answer: E Explanation: E) Reference groups are groups in which a person is aware of other members, defines himself or herself as a member or would like to be a member, and feels group members are significant to him or her. LO: 9.4: Demonstrate how norms exert influence on

35 Answer: B Explanation: B) Groupshift is a change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk, but it generally is toward a more extreme version of the group's original position. LO: