Organizational Behavior: Managing People and Organizations 12th Edition

PART ONE INTRODUCTION TO ORGANIZATIONAL BEHAVIOR Chapter One An Overview of Organizational Behavior Overview Managers strive to make their organizations as effective and successful as possible. To do this they rely on assets such as financial reserves and earnings, technology and equipment, raw materials, information, and operating systems and processes. At the center of everything

DISCUSSION QUESTIONS 1. What do you think are the most important things a manager does? Is how a manager does these things also important? Why or why not? The ability to understand what people think and feel, knowing how to persuade and motivate others, and knowing how to resolve conflicts and forge

PART THREE SOCIAL AND GROUP PROCESSES IN ORGANIZATIONS Chapter Ten Managing Conflict and Negotiating Chapter Overview Conflict is an inevitable result of interdependencies among people, workgroups, and organizations. Given that all organizations are interdependent systems, organizations without conflict do not exist. Although many people feel that conflict is inherently destructive, in fact some conflict

DISCUSSION QUESTIONS 1. Have you ever experienced a constructive conflict? What happened? How was the disagreement resolved? Students can share their experiences. I serve on the organizing committee for a chorale. We were to perform Beethovens Ninth Symphony in partnership with another chorale that cancelled two weeks before the performance. I wanted

PART FOUR LEADERSHIP AND INFLUENCE PROCESSES IN ORGANIZATIONS Chapter Eleven Traditional Leadership Approaches Chapter Overview Recall that our underlying question in this book is what makes managers and organizations effective and how effectiveness is influenced by performance behaviors, commitment and engagement, citizenship behaviors, and dysfunctional behaviors. In Part 3 we examined the impact

DISCUSSION QUESTIONS 1. How would you define leadership? Compare and contrast your definition with the one given in this chapter. The text defines leadership as both a process and a property. A simple definition is that leadership is the process of getting others to behave in ways that enable the organization to

PART FOUR LEADERSHIP AND INFLUENCE PROCESSES IN ORGANIZATIONS Chapter Twelve Contemporary Views of Leadership in Organizations Chapter Overview The three major situational theories of leadership discussed in Chapter 11 altered everyones thinking about leadership. No longer did people feel compelled to search for the one best way to lead. Nor did they continue to

DISCUSSION QUESTIONS 1. Compare and contrast the leader-member exchange and the Hersey and Blanchard models of leadership. Leader-Member Exchange theory suggests that leaders form unique independent relationships with each of their subordinates. A key factor is whether the individual subordinate is in the leaders out-group or in-group. The Hersey and Blanchard theory

PART FOUR LEADERSHIP AND INFLUENCE PROCESSES IN ORGANIZATIONS Chapter Thirteen Power, Influence, and Politics Chapter Overview The word power often conjures up a variety of thoughts, both good and bad. When used effectively, power and influence are essential to every managers performance. When used inappropriately, power can result in unethical behavior and be damaging

DISCUSSION QUESTIONS 1. What power(s) does your instructor have? An instructor has legitimate power, expert power, referent power, coercive power, reward power, and persuasive power. An instructor has been hired by the university (legitimate power), knows the subject matter (expert power), has the respect of the students (referent power), can give students

PART FIVE ORGANIZATIONAL PROCESSES AND CHARACTERISTICS Chapter Fourteen Organizational Structure and Design Chapter Overview In Part 4 we continued to learn about how managers can enhance the performance behaviors, organizational commitment, and engagement of their employees in order to build organizational effectiveness and competitiveness. In our final part we focus a bit more broadly

III. TYPES OF ORGANIZATIONAL STRUCTURES In new or young organizations, the entrepreneur or founding group makes the decisions, and most communication is one-on-one because of the small organization size. This type of early organizational structure is called prebureaucratic and is highly centralized and lacking task standardization. Other things being equal, it is

DISCUSSION QUESTIONS 1. How do you think your career path might differ in a hierarchical versus a flat organization? In a hierarchical organization with formal authority, chain of command, and rules, an employees career path is to move up the hierarchy and attain more power and decision-making authority. In a flatorganization, with

PART FIVE ORGANIZATIONAL PROCESSES AND CHARACTERISTICS Chapter Fifteen Organizational Culture Chapter Overview Organizational culture is essential to organizational performance. Not only does it influence the decisions and behaviors of employees, but it also explains what is happening in an organization and why it is happening. Just as organizational structure can be thought of

DISCUSSION QUESTIONS 1. Describe three different types of organizational cultures. When would each be most and least effective for a research and development company dependent on employee innovation? Dominating conflict cultures have open confrontations are accepted as well as heated arguments and threats (e.g., The Digital Equipment Corporation). Collaborative conflict cultures are

PART FIVE ORGANIZATIONAL PROCESSES AND CHARACTERISTICS Chapter Sixteen Organization Change and Change Management Chapter Overview Companies that change appropriately can continue as viable businesses. Those that do not make the right changes, like Kodak, lose their ability to compete, cease to exist by going out of business, or get gobbled up by a

III. ORGANIZATION DEVELOPMENT On one level, organization development is simply the way organizations change and evolve. Thus, in the broadest sense, organization development means organization change. The term as used here, however, means something more specific. Our definition of organization development is an attempt to describe a very complex process in a

DISCUSSION QUESTIONS 1. Is most organization change forced on the organization by external factors or fostered from within? Explain. Organization change is caused by both external and internal factors. However, most organization change seems to be due to external factors such as trends, competition, and technological developments. Effective organizations are able to

PART ONE INTRODUCTION TO ORGANIZATIONAL BEHAVIOR Chapter Two The Changing Environment of Organizations Overview The environment of all organizations is changing at an unprecedented rate. People work in different ways and places than in the past, the workplace is increasingly diverse, ethical challenges are a constant issue, and globalization is commonplace. Understanding and addressing

IV. TECHNOLOGY AND BUSINESS Technology refers to the methods used to create products, including both physical goods and intangible services. Three specific areas of technology worth noting here are: (1) the shift toward a service-based economy, (2) the growing use of technology for competitive advantage, and (3) mushrooming change in information technology A.

DISCUSSION QUESTIONS 1. Which do you think is more important to team performance, surface-level or deep-level diversity? Why? Surface-level diversity refers to observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender. Deep-level diversity is more important to team performance because it includes goals, values, decision-making styles, knowledge,

PART TWO INDIVIDUAL BEHAVIORS AND PROCESSES IN ORGANIZATIONS Chapter Three Individual Characteristics Overview Chapter 1 showed how managers strive to enhance performance behaviors, enhance commitment and engagement, promote citizenship behaviors, and minimize dysfunctional behaviors by their employees. Chapter 2 identified how various environmental factorsdiversity, globalization, technology, ethics, and new employment relationshipsall impact organizational behavior. The text

Global Issues: How Others See Americans Summary: This chapters Global Issues feature is from a Newsweek survey reporting the characteristics foreigners most and least often associate with them. It may give you some insight into how you might be perceived differently in different parts of the world. IV. Intelligence There are many types

DISCUSSION QUESTIONS 1. What is a psychological contract? Why is it important? What psychological contracts do you currently have? A psychological contract is the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization, in return, will provide

PART TWO- INDIVIDUAL BEHAVIORS AND PROCESSES IN ORGANIZATIONS Chapter Four Individual Values, Perceptions, and Reactions Overview Chapter 3 introduced the concept of individual differences and explored personality, intelligence, and learning styles. This chapter continues our focus on individual behavior in organizations. We begin with a discussion of attitudes, examining how attitudes are formed

Global Issues: How Culture Can Influence Attributions Summary: In intercultural interactions, the interpretations of behaviors are often more important than the actual behaviors. Because Western cultures emphasize individualism, people prefer dispositional explanations, whereas people from collectivist cultures prefer situational explanations. One study showed American and Chinese participants a picture of a fish

DISCUSSION QUESTIONS 1. If your boss was not sure it would be worth the investment to change the companys hiring practices to include an evaluation of applicants attitudes, what would you tell him or her? Students may point out that attitudes and values about work influence job satisfaction. Someone with a negative

PART TWO INDIVIDUAL BEHAVIORS AND PROCESSES IN ORGANIZATIONS Chapter Five Motivating Behavior Overview Given the complex array of individual differences discussed in Chapter 3 (and extended later in this chapter), it should be obvious that people work for a wide variety of reasons. Some people want money, some want a challenge, and some

III. PROCESS-BASED PERSPECTIVES ON MOTIVATION Process-based perspectives focuses on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained these goals. Two useful process perspectives on motivation are the equity and expectancy theories. A. The Equity Theory of Motivation The equity theory of motivation

DISCUSSION QUESTIONS 1. When has your level of performance been directly affected by your motivation? By your ability? By the environment? Students may describe how motivation, ability, and environment affected their level of performance in previous courses. For example, a student may believe that he or she had the ability to obtain

PART TWO INDIVIDUAL BEHAVIORS AND PROCESSES IN ORGANIZATIONS Chapter Six Motivating Behavior with Work and Rewards Overview Chapter 5 described a variety of perspectives on motivation. But no single theory or model completely explains motivationeach covers only some of the factors that actually result in motivated behavior. While using the actual theories as

V. PERFORMANCE MANAGEMENT Managers can do a variety of things to enhance employee motivation and performance, including designing jobs, allowing greater participation and promoting empowerment, considering alternative work arrangements, and setting goals. However, they may also fail to do things that might have improved motivation and performance, and they might even inadvertently do

DISCUSSION QUESTIONS 1. What are the primary similarities and differences between job enrichment and the approach proposed by job characteristics theory? Both job enrichment and the job characteristics theory focus on changing objective characteristics of tasks to make them more challenging and motivating. The job characteristics theory includes individual differences, however, whereas

PART THREE SOCIAL AND GROUP PROCESSES IN ORGANIZATIONS Chapter Seven Groups and Teams Chapter Overview In Chapter 1 we noted the pervasiveness of human behavior in organizations and the importance of interactions among people as critical to achieving important outcomes for organizations. Indeed, a great deal of all managerial work involves interacting with

C. The Implementation Process Implementing teams across an organization is not easy; it takes a lot of hard work, time, training, and patience. Changing from a traditional organizational structure to a team-based structure is a major organizational change and calls for a complete cultural change for the organization. However, many organizations need

DISCUSSION QUESTIONS 1. Identify several different groups that you belong to and classify them as one of the group types discussed in this chapter. A grant committee is a formal command workgroup communicating electronically as a virtual team. A book club is an affinity group. There are many possible answers. A grant committee

PART THREE SOCIAL AND GROUP PROCESSES IN ORGANIZATIONS Chapter Eight Decision Making and Problem Solving Chapter Overview Managers routinely make both tough and easy decisions. Regardless of which decisions are made, though, it is almost certain that some observers will criticize and others will applaud. Indeed, in the rough-and- tumble world of business, there are

Global Issues: Culture and Nationality Influences on Ethical Awareness Summary: Research has found that both culture and nationality influence the recognition of ethical issues. One study found that Taiwanese sales agents perceived ethical issues associated with their companies or competitors agents while U.S. sales agents perceived ethical issues with their colleagues.

DISCUSSION QUESTIONS 1. Some have argued that people, not organizations, make decisions and that the study of organizational decision making is therefore pointless. Do you agree with this argument? Why or why not? Students may or may not agree that the study of organizational decision making is pointless. Many will agree, however,

PART THREE SOCIAL AND GROUP PROCESSES IN ORGANIZATIONS Chapter Nine - Communication Chapter Overview Communication, a form of social interaction, is the glue that holds organizations togetherit is not an understatement to say that if communication within an organization is consistently ineffective that organization is not likely to survive. Communication is related to

III. COMMUNICATION MEDIA Managers can choose from a variety of communication media. Some of the most popular are the internet, collaboration software, intranets, and oral communication. Media richness is an important factor for each form. A. The Internet The Internet has fundamentally changed how many managers communicate. Individuals using the Internet are able to

DISCUSSION QUESTIONS 1. What are your preferred methods of receiving information? Does your answer differ depending on the type of information being sent? Answers will vary. Some people prefer email unless the subject is sensitive, and then the preference may be either a telephone call or a letter. Answers will vary. Some people prefer

Name: Class: Date: Chapter 01An Overview of Organizational Behavior Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Organizational

Name: Class: Date: Chapter 01An Overview of Organizational Behavior Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 66. After World War I,

Name: Class: Date: Chapter 10Managing Conflict and Negotiating Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Conflict is

Name: Class: Date: Chapter 10Managing Conflict and Negotiating Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 a. documenting b. perspective taking

Name: Class: Date: Chapter 11Traditional Leadership Approaches Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Leadership is a

Name: Class: Date: Chapter 11Traditional Leadership Approaches Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 b. consideration behavior. c. initiating-structure behavior.

Name: Class: Date: Chapter 12Contemporary Views of Leadership in Organizations Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1.

Name: Class: Date: Chapter 13Power, Influence, and Politics Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 ANSWER: c ANSWER: c ANSWER: c

Name: Class: Date: Chapter 13Power, Influence, and Politics Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. In its

Name: Class: Date: Chapter 14Organizational Structure and Design Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. The purpose

Name: Class: Date: Chapter 14Organizational Structure and Design Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 c. network organization d. matrix

Name: Class: Date: Chapter 15Organizational Culture Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. The values that make

Name: Class: Date: Chapter 16Organization Change and Change Management Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. The

Name: Class: Date: Chapter 02The Changing Environment of Organizations Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. In

Name: Class: Date: Chapter 03Individual Differences Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Person-job fit is the

Name: Class: Date: Chapter 03Individual Differences Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 a. Intuitive b. Sensing c. Extroverted

Name: Class: Date: Chapter 04Individual Values, Perceptions, and Reactions Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Cognitive

Name: Class: Date: Chapter 04Individual Values, Perceptions, and Reactions Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 c. the work itself

Name: Class: Date: Chapter 05Motivating Behavior Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Performance depends upon ability

Name: Class: Date: Chapter 06Motivating Behavior with Work and Rewards Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1.

Name: Class: Date: Chapter 07Groups and Teams Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Teams usually require

Name: Class: Date: Chapter 08Decision Making and Problem Solving Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Decision

Name: Class: Date: Chapter 09Communication ANSWER: d ANSWER: d ANSWER: d Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12 Copyright Cengage Learning. Powered by Cognero. Page 12

Name: Class: Date: Chapter 09Communication Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 Copyright Cengage Learning. Powered by Cognero. Page 1 True / False 1. Expressing feelings and emotions can