Chapter-by-chapter activities, including study plans, focus on what you need to learn and review in order to succeed. Credits and Acknowledgments Borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within the text or on page 279. Many of the designations by manufacturers and sellers to distinguish their products are claimed as trademarks.
Where those designations appear in this book and the publisher was aware of a trademark claim, the designations are printed in initials or capital letters. Responding to economic pressures 6 Responding to globalization 6 Managing workforce diversity 7 Improving customer service 8 Improving people skills 9.
PerSOnalIty and valueS 62 Personality 62
Groups in the Organization 131
COmmunICatIOn 162 The Communication Process 162
POWer and POlItICS 198 A Definition of Power 198
COnflICt and neGOtIatIOn 214 A Definition of Conflict 214
OrGanIzatIOnal Culture 248 What Is Organizational Culture? 248
It is currently used in more than 500 colleges and universities in the United States, Canada, Latin America, Europe, Australia and Asia.
Key Changes to the tWeLFth edition
Retained FRom the PRevious edition
- What is organizational behavior?)
- diversity in organizations)
- attitudes and Job satisfaction)
- emotions and moods)
- Personality and values)
- Perception and individual decision making)
- motivation Concepts)
- motivation: From Concepts to applications)
- Foundations of group behavior)
- understanding Work teams)
- Communication)
- Power and Politics)
- Conflict and negotiation)
- organizational Culture)
- organizational Change and stress management)
Discussion of the impact of various cultures on the hierarchy of needs theory and McClelland's theory of needs. Consideration of job rotation in international manufacturing environments, a discussion of the success of employee engagement programs in non-U.S.A discussion of social loafing in various cultures and the impact of group member diversity on group performance.
Added discussions and research on the use of organizational power tactics and organizational political behavior across cultures. Discussion of the effect of conflict on group productivity on team performance and the effectiveness of conflict resolution strategies in different cultures.
Prologue
You may be surprised to learn that it is only recently that people skills courses have become an important part of business school curricula. Until the late 1980s, business school curricula emphasized the technical aspects of management, with an emphasis on economics, accounting, finance, and quantitative techniques. Over the past three decades, business school professors have recognized the important role that understanding human behavior plays in determining managerial effectiveness; as a result, mandatory courses in people skills have been added to many curricula.
Improve Your Grade!
The Individual in the Organization
Companies such as the Vanguard Group have sought to increase their appeal to older workers by providing targeted training that meets their needs, and by offering flexible work schedules and part-time work to attract those who are semi-retired.7 The third reason is U.S. Frey, "The Value of Autonomy: Evidence from the Self-Employed in 23 Countries," Journal of Economic Behavior and Organization pp. One theoretical model—the exit–vote–loyalty–neglect framework—is useful for understanding the consequences. of dissatisfaction.
That is the most important part of it—that they have a voice and that they are heard.” Surveys are no panacea, but if work attitudes are as important as we believe, organizations need to find out where they can be improved.63. Studies indicate a matching effect between employee and customer emotions called emotional contagion—the “catching” of emotions from others.90 When someone experiences positive emotions and laughs and smiles at you, you tend to respond positively. Allport said personality is "the dynamic organization within the individual of those psychophysical systems which determine his unique adaptations to his environment."1 For our purposes, you should think of personality as the sum total of ways in which an individual responds to and interacts with others .
Personality—the sum total of the ways in which an individual responds to and interacts with others—is partly genetic in origin. When someone exhibits these characteristics in a large number of situations, we call them personality traits of that person.7 The more consistent a characteristic is over time and the more often it appears in different situations, the more important that characteristic is in describing the individual. Research has found links between these personality dimensions and job performance.13 As the authors of the most cited review wrote, “the preponderance of evidence suggests that individuals.
Oracle CEO Larry Ellison described the company's CEO this way: "The difference between God and Larry is that God doesn't believe he's Larry."37 Because narcissists often seek to gain the admiration of others and to receive confirmation of their worth, " talk". Never afraid to take risks, "Donald" used the few funds he had left over for several real estate ventures in New York, New Jersey and the Caribbean, and once again achieved great success. Having discussed personality traits—the enduring characteristics that describe a person's behavior—we now turn to values.
Stereotypes are an example of the caveat "The more useful, the greater the risk of misuse." So the solution represents a satisfactory choice—the first acceptable one we encounter—rather than an optimal choice.
It's called telecommuting and it refers to working from home on a computer connected to the employer's office for at least two days a week.28 (A closely related term – the virtual office – describes working from home relatively permanently.). As telecommuters, they can access information on their computers at home just as easily as they do at the company office. Employee engagement is a participatory process that uses employee input to increase their involvement in the success of the organization.
The process of initially setting wage levels involves striking a balance between internal equity (the value of the job to the organization (usually determined through a technical process called job evaluation)) and external equity (the external competitiveness of the remuneration of an organization compared to remuneration elsewhere in the sector). (usually determined through wage surveys). Recently, however, a number of states have revamped their compensation systems to motivate people like Anne by linking teacher pay levels to classroom performance in various ways, and other states are considering such programs. ESOPs have the potential to increase employee job satisfaction and motivation, but employees must experience psychological ownership.65 That is, in addition to their financial interest in the company, they should be regularly updated on the status of the company and that they should be regularly updated on the status of the company. the ability to influence them to significantly improve organizational performance.66 ESOP plans for top management can reduce unethical behavior.
CEOs are more likely to manipulate corporate earnings reports if they are unfavorable to make themselves look good in the short term if they don't have an ownership share, even though this manipulation may ultimately lead to lower stock prices. A recent study found that employees' beliefs about the fairness of a group incentive plan were more predictive of wage satisfaction in the United States than in Hong Kong. He regularly compliments me in front of the other people on my shift, and I've been named Employee of the Month twice in the last six months.
Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of compensation systems. Some research suggests financial incentives and benefits may be more motivating in the short term, but in the long term, so are non-financial incentives.76. The Everett Clinic in Washington State uses a combination of local and centralized initiatives to encourage managers to recognize employees.78 Employees and managers give “Hero Grams” and “Caught in the Act” cards to colleagues for exceptional performance at work.
Groups in the Organization
This is a period of inertia—the group tends to remain stagnant or locked into a particular course of action, even as new insights are gained that challenge initial patterns and assumptions. It became apparent that the performance of this group was significantly influenced by its "special" status. Members felt that being in the experimental group was fun, that they were in an elite group, and that management showed concern for their interests by engaging in such experimentation. Thus, deviant behavior depends on the accepted norms of the group - or even on whether the individual is part of the group. 22.
Individuals may then be tempted to become free riders and burden the group's efforts. Groups differ in their cohesiveness—the degree to which members are attracted to each other and motivated to stay in the group. One researcher argues, “The very presence of diversity that you can see, such as a person's race or gender, actually signals to the team that there are likely to be differing opinions.”42 While these differences can lead to conflict, they also provide an opportunity to solve problems on the unique ways.
As one review stated: “The business case (in terms of demonstrable financial results) for diversity remains difficult to support based on the existing research.”44. Whether the shift in the group's decision is toward greater caution or more risk depends on the dominant preconception norm. Cohesion may or may not affect a group's level of productivity, depending on the group's performance-related norms.
As you will see, it builds on many of the group concepts introduced in Chapter 9. The team composition category includes variables related to how teams should be staffed—team members' abilities and personalities, role allocation and diversity, team size, and team members' preferences for teamwork. Team Composition Matters - The optimal way to build a team depends on the ability, skill or trait being addressed.
The use of teams makes sense when there is interdependence between tasks - the success of the whole depends on the success of each, and the success of each depends on the success of the others. Other forms of messages, such as personal or social, follow informal channels, which are spontaneous and emerge as a response to individual choices.2 The recipient is the person(s) to whom the message is addressed, who first interprets the symbols in must be translated into understandable form.
