Organizational behavior,12th edition schermerhorn, osborn, hunt, uhl bien

O RGANIZAT IONAL
B EHAV IOR
TWELFTH EDITION

E X P ERI E NCE | GR OW | CONTR IB UT E

SC H E R M ERHORN

O SB O R N

H UN T

UH L-BI E N


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12th edition
ORGANIZATIONAL BEHAVIOR
John R. Schermerhorn, Jr. | Richard N. Osborn | Mary Uhl-Bien | James G. Hunt
Ohio University

Wayne State University

John Wiley & Sons, Inc.

University of Nebraska

Texas Tech University


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about the authors
Dr. John R. Schermerhorn, Jr. is the Charles G. O’Bleness Professor Emeritus of
Management in the College of Business at Ohio University where he teaches
undergraduate and MBA courses in management, organizational behavior, and
Asian business. He earned a Ph.D. in organizational behavior from Northwestern
University, after receiving an M.B.A. (with distinction) in management and international business from New York University, and a B.S. in business administration
from the State University of New York at Buffalo.
Dedicated to instructional excellence and serving the needs of practicing
managers, Dr. Schermerhorn focuses on bridging the gap between the theory and
practice of management in both the classroom and in his textbooks. He has won
awards for teaching excellence at Tulane University, The University of Vermont,
and Ohio University, where he was named a University Professor, the university’s
leading campus-wide award for undergraduate teaching. He also received the
excellence in leadership award for his service as Chair of the Management Education and Development Division of the Academy of Management.
Dr. Schermerhorn’s international experience adds a unique global dimension
to his teaching and textbooks. He holds an honorary doctorate from the University of Pécs in Hungary, awarded for his international scholarly contributions to
management research and education. He has also served as a Visiting Professor
of Management at the Chinese University of Hong Kong, as on-site Coordinator of
the Ohio University MBA and Executive MBA programs in Malaysia, and as Kohei
Miura visiting professor at the Chubu University of Japan. Presently he is Adjunct
Professor at the National University of Ireland at Galway, a member of the graduate faculty at Bangkok University in Thailand, and Permanent Lecturer in the PhD
program at the University of Pécs in Hungary.
An enthusiastic scholar, Dr. Schermerhorn is a member of the Academy of
Management, where he served as chairperson of the Management Education and
Development Division. Educators and students alike know him as author of Management 11e (Wiley, 2011) and Exploring Management 3e (2012), and senior
co-author of Organizational Behavior 12/e (Wiley, 2012). His many books are
available in Chinese, Dutch, French, Indonesian, Portuguese, Russian, and Spanish language editions. Dr. Schermerhorn’s published articles are found in the
Academy of Management Journal, Academy of Management Review Academy of
Management Executive, Organizational Dynamics, Journal of Management Education, and the Journal of Management Development.
Dr. Schermerhorn is a popular guest speaker at colleges and universities. His recent student and faculty workshop topics include innovations in

business education, teaching the millennial generation, global perspectives
in management education, and textbook writing and scholarly manuscript
development.

Dr. John R.
Schermerhorn, Jr.

v


vi About the Authors

Dr. James G.
(Jerry) Hunt

The late Dr. James G. ( Jerry) Hunt was the Paul Whitfield Horn Professor of
Management, Professor of Health Organization Management, Former Director,
Institute for Leadership Research, and former department Chair of Management, Texas Tech University. He received his Ph.D. and master’s degrees from
the University of Illinois after completing a B.S. (with honors) at Michigan
Technological University. Dr. Hunt co-authored an organization theory text
and Core Concepts of Organizational Behavior (Wiley, 2004) and authored or
co-authored three leadership monographs. He founded the Leadership Symposia Series and co-edited the eight volumes based on the series. He was the
former editor of the Journal of Management and The Leadership Quarterly.
He presented or published some 200 articles, papers, and book chapters, and
among his better-known books are Leadership: A New Synthesis, published
by Sage, and Out-of-the-Box Leadership, published by JAI. The former was
a finalist for the Academy of Management’s 1993 Terry Distinguished Book
Award. Dr. Hunt received the Distinguished Service Award from the Academy
of Management, the Sustained Outstanding Service Award from the Southern
Management Association, and the Barnie E. Rushing, Jr. Distinguished Researcher Award from Texas Tech University for his long-term contributions to

management research and scholarship. He also lived and taught in England,
Finland, and Thailand, and taught in China.

Dr. Richard N.
Osborn

Dr. Richard N. Osborn is a Wayne State University Distinguished Professor, Professor of Management Emeritus, and former Board of Governors Faculty Fellow.
He has received teaching awards at Southern Illinois University at Carbondale
and Wayne State University, and he has also taught at Arizona State University,
Monash University (Australia), Tulane University, University of Munich, and the
University of Washington. He received a DBA from Kent State University after
earning an MBA at Washington State University and a B.S. from Indiana University. With over 200 presentations and publications, he is a charter member
of the Academy of Management Journals Hall of Fame. Dr. Osborn is a leading authority on international alliances in technology-intensive industries and
is co-author of an organization theory text as well as Basic Organizational
Behavior ( John Wiley & Sons, 1995, 1998). He has served as editor of international strategy for the Journal of World Business and Special Issue Editor for
The Academy of Management Journal. He serves or has served as a member
of the editorial boards for The Academy of Management Journal, The Academy
of Management Review, Journal of High Technology Management, The Journal
of Management, Leadership Quarterly, and Technology Studies, among others.
He is very active in the Academy of Management, having served as divisional
program chair and president, as well as the Academy representative for the International Federation of Scholarly Associations of Management. Dr. Osborn’s
research has been sponsored by the Department of Defense, Ford Motor Company, National Science Foundation, Nissan, and the Nuclear Regulatory Commission, among others. In addition to teaching, Dr. Osborn spent a number of
years in private industry, including a position as a senior research scientist with
the Battelle Memorial Institute in Seattle, where he worked on improving the
safety of commercial nuclear power.


About the Authors vii

Dr. Mary Uhl-Bien is the Howard Hawks Chair in Business Ethics and Leadership

at the University of Nebraska. She earned her Ph.D. and M.B.A. in organizational
behavior at the University of Cincinnati after completing an undergraduate degree
in International Business and Spanish. She teaches organizational behavior, leadership, and ethics courses at the undergraduate and graduate (MBA and doctoral)
levels, and has been heavily involved in executive education, teaching to business
executives and physicians in the United States, China, Europe, and Saudi Arabia
and to the senior executive service of the U.S. government for The Brookings
Institute in Washington, D.C. She has been a visiting professor/scholar at Pablo
de Olavide University in Seville, Spain, the Universidade Nova de Lisboa/Catolica
Portuguesa in Lisbon, Portugal, and University Lund in Sweden.
Dr. Uhl-Bien’s research interests are in leadership, followership, and ethics. In
addition to her conceptual work on complexity and relational leadership, some of
the empirical projects she is currently involved in include investigations of “Leadership and Adaptability in the Healthcare Industry” (a $300,000 grant from Booz
Allen Hamilton), “Adaptive Leadership and Innovation: A Focus on Idea Generation and Flow” (at a major financial institution in the U.S.), and “Social Constructions of Followership and Leading Up.” She has published in such journals as The
Academy of Management Journal, the Journal of Applied Psychology, The Leadership Quarterly, the Journal of Management, and Human Relations. She won the
Best Paper Award in The Leadership Quarterly in 2001 for her co-authored article
on Complex Leadership. She has been on the editorial boards of The Academy
of Management Journal, The Academy of Management Review, The Leadership
Quarterly, Leadership, and The International Journal of Complexity in Leadership
and Management, and is senior editor of the Leadership Horizons series (Information Age Publishers). Dr. Uhl-Bien has consulted with Disney, the U.S. Fish
and Wildlife Service, British Petroleum, and the General Accounting Office, and
served as the executive consultant for State Farm Insurance Co. from 1998–2004.
She has been a Visiting Scholar in Spain, Portugal, and Sweden. Dr. Uhl-Bien has
trained Russian businesspeople for the American Russian Center at the University
of Alaska Anchorage from 1993–1996, worked on a USAID grant at the Magadan
Pedagogical Institute in Magadan, Russia from 1995–1996, and participated in a
Fulbright-Hays grant to Mexico during the summer of 2003.

Dr. Mary Uhl-Bien

preface
Global warming, economic uncertainty, poverty, discrimination, unemployment,
illiteracy . . . these are among the many issues and problems we face as citizens
today. But how often do we stop and recognize our responsibilities for problem
solving and positive action in this social context? What we do today will have a
lasting impact on future generations. And whether we are talking about families,
communities, nations, or the organizations in which we work and volunteer, the
core question remains: How can we join together to best serve society?
Look again at the cover. Think about people working together and collaborating in organizations around the world. Think about how organizations and their
members grow, and how individuals can expand the positive impact of society’s
institutions as their ideas and talents come together in supportive and nurturing
work settings. And, think about the delicate balances between work and family,
between individuals and teams, and between organizations and society that must
be mastered in the quest for future prosperity.
Yes, our students do have a lot to consider in the complex and ever-shifting
world of today. But, we believe they are up to the challenge. And, we believe
that courses in organizational behavior have strong roles to play in building their
capabilities to make good judgments and move organizational performance forward in positive and responsible ways.
That message is a fitting place to begin Organizational Behavior, 12th Edition. Everyone wants to have a useful and satisfying job and career; everyone
wants all the organizations of society—small and large businesses, hospitals,
schools, governments, nonprofits, and more—to perform well; everyone seeks a
healthy and sustainable environment. In this context the lessons of our discipline
are strong and applicable. Armed with an understanding of organizational behavior, great things are possible as people work, pursue careers, and contribute to
society through positive personal and organizational accomplishments.
Organizational behavior is a discipline rich with insights for career and life
skills. As educators, our job is to bring to the classroom and to students the great
power of knowledge, understanding, and inquiry that characterizes our discipline
and its commitment to understanding human behavior in organizations. What our
students do with their talents will not only shape how organizations all contribute to society, but also fundamentally alter lives around the globe. We must do
our parts as educators to help them gain the understanding and confidence to

become leaders of tomorrow’s organizations.

JOHN R. SCHERMERHORN, JR.
Ohio University

RICHARD N. OSBORN
Wayne State University

MARY UHL-BIEN
University of Nebraska

viii


about this book
Organizational Behavior, 12th Edition, brings to its readers the solid and complete content core of prior editions, an enriched and exciting “OB Skills Workbook,” and many revisions, updates, and enhancements that reflect today’s dynamic times.

Content
All chapters are written so that they can be used in any sequence that best
fits the instructor’s course design. Each has also been updated to reflect new
research findings and current applications and issues. For this edition, major
changes were made to strengthen the research component, expand and refocus
the chapters dealing with individual behavior and performance, and more fully
treat the emerging directions in leadership research and thinking. A module on
Research Methods in OB has been placed online to offer easy ways to further
enrich the course experience.

Ethics Focus
To help students anticipate, understand, and confront the ethical challenges of
work and careers today, we have continued our special feature in each chapter—

Ethics in OB. This feature presents a situation or issue from an actual case or
news report and asks a question of the student reader that requires personal
reflection on the ethics and ethics implications. Examples include “Workers
Concerned about Ethical Workplace, Personality Testing, Social Loafing May
Be Closer than You Think, Privacy in an Age of Social Networking, and Cheat
Now . . . Cheat Later.”

Leadership Focus
To focus students on their roles in demonstrating leadership in organizations,
we revised the leadership feature to “Finding the Leader in You.” This feature
helps students think about how they can develop their own leadership skills and
capabilities to enhance organizational performance. Examples include Patricia
Karter of Dancing Deer Baking, Jim Senegal of Costco, Karen Bryant of the Seattle
Storm, and Jeff Bezos of Amazon.

Research Focus
To better communicate the timely research foundations of OB, we have
continued the popular Research Insights found in each chapter. Each highlights an article from a respected journal such as the Academy of Management Journal and the Journal of Applied Psychology. Sample topics include
ix


x About This Book

interactional justice, racial bias, social loafing, demographic faultlines, and
workplace identities.

Applications Focus
To help students apply the insights of OB to real situations and problems,
each chapter includes Visual Sidebars that highlight key action points to remember—such as “Things Are Changing as the Facebook Generation Goes
to Work”; Margin Essays that provide brief and timely examples—such as

“Employee Morale Varies Around the World,” and OB and Popular Culture
that links movies and television to management insights—such as Moral Management and John Q.

Pedagogy
As always, our primary goal is to create a textbook that appeals to the student
reader while still offering solid content. Through market research surveys and
focus groups with students and professors, we continue to learn what features
worked best from previous editions, what can be improved, and what can be
added to accomplish this goal both effectively and efficiently. Our response is
a pedagogical frame that combines popular elements from the last edition with
new ones.
• Chapter Opening—a timely, real-world vignette introduces the chapter, The
Key Point helps clarify the topic, Chapter at a Glance highlights major study
questions, and What’s Inside highlights the key features.
• Inside the Chapter—a variety of thematic embedded boxes as previously
noted—Ethics in OB, Finding the Leader in You, OB in Popular Culture, and
Research Insight, highlight relevant, timely, and global themes and situations
that reinforce chapter content. Margin Photo Essays provide further short
examples highlighting events and issues. To assist with chapter study and test
preparation, each chapter has a running Margin Glossary and Margin List
Identifiers.
• End of Chapter—a Study Guide helps students review and test their mastery
of chapter content. Key components are Key Questions and Answers (keyed
to opening Chapter at a Glance topics), Key Terms, and a Self-Test (with
multiple choice, short response, and essay questions). Next Steps: Top
Choices from the OB Skills Workbook highlight the Cases for Critical Thinking, Team and Experiential Exercises, and Self-Assessments found in the back
of the book that complement each chapter.

The OB Skills Workbook
The end-of-text OB Skills Workbook has become a hallmark feature of the textbook, and it has been updated and expanded for the new edition. This edition features the Learning Style Inventory and Kouzes/Posner Student Leadership

Practices Inventory. Both fit well in an OB course as opportunities for substantial


About This Book xi

student reflection and course enhancement. The five sections in the new updated
workbook that offer many ways to extend the OB learning experience in creative
and helpful ways are:
•
•
•
•
•

Learning Style Inventory
Student Leadership Practices Inventory
Self-Assessment Portfolio
Team and Experiential Exercises
Cases for Critical Thinking

New Student and Instructor Support
Organizational Behavior, 12th Edition, is supported by a comprehensive learning package that assists the instructor in creating a motivating and enthusiastic
environment.
Instructor’s Resource Guide The Instructor’s Resource Guide, written by
Andrea Smith-Hunter, Siena College, offers helpful teaching ideas, advice on
course development, sample assignments, and chapter-by-chapter text highlights,
learning objectives, lecture outlines, class exercises, lecture notes, answers to
end-of-chapter material, and tips on using cases.
Test Bank This comprehensive Test Bank, written by Amit Shah, Frostburg
University, is available on the instructor portion of the Web site and consists of

over 200 questions per chapter. Each chapter has true/false, multiple choice, and
short answer questions. The questions are designed to vary in degree of difficulty to challenge your OB students.
The Computerized Test Bank is for use on a PC running Windows. It contains
content from the Test Bank provided within a test-generating program that allows
instructors to customize their exams.
PowerPoint This robust set of lecture/interactive PowerPoints prepared by
Karen Edwards, Chemeketa Community College, is provided for each chapter to
enhance your students’ overall experience in the OB classroom. The PowerPoint
slides can be accessed on the instructor portion of the Web site and include lecture notes to accompany each slide.
Web Quizzes This online study guide with online quizzes varies in level of
difficulty. Written by Amit Shah, Frostburg University, it is designed to help your
students evaluate their individual progress through a chapter. Web quizzes are
available on the student portion of the Web site. Here students will have the ability to test themselves with 15–25 questions per chapter and include true-false and
multiple choice questions.
Personal Response System The Personal Response System questions (PRS
or “Clickers”) for each chapter of Organizational Behavior 12th Edition is


xii About This Book

designed to spark discussion/debate in the OB classroom. For more information
on PRS, please contact your local Wiley sales representative.
Companion Web Site The text’s Web site at />schermerhorn contains myriad tools and links to aid both teaching and learning,
including nearly all of the student and instructor resources.
Business Extra Select Online Courseware System ey.
com/college/bxs. Wiley has launched this program that provides an instructor
with millions of content resources from an extensive database of cases, journals, periodicals, newspapers, and supplemental readings. This courseware
system lends itself extremely well to the integration of real-world content and
allows instructors to convey the relevance of the course content to their
students.

Videos and Video Teaching Guide
Short video clips tied to the major topics in organizational behavior are available.
These clips provide an excellent starting point for lectures or for general class
discussion. Teaching notes for using the video clips, written by Stacy Shriver,
University of Colorado, Boulder, are available on the instructor’s portion of the
Web site.

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About This Book xiii

• Self-Assessments quizzes students can use to test themselves on topics such
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Project

Course Materials and Assessment Content:
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Classroom Response System (Clicker) Questions
Image Gallery
Instructor’s Manual
Gradable Reading Assignment Questions (embedded with online text)
Question Assignments: all end-of-chapter problems
Testbank
Pre- and Post-Lecture Quizzes


xiv About This Book

• Web Quizzes
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concepts to current videos
Gradebook WileyPLUS provides instant access to reports on trends in class
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contributors
Cases for Critical Thinking
Barry R. Armandi, State University of New York, David S. Chappell, Ohio University, Bernardo M. Ferdman, Alliant International University, Placido L. Gallegos,
Southwest Communications Resources, Inc. and the Kaleel Jamison Consulting
Group. Inc., Carol Harvey, Assumption College, Ellen Ernst Kossek, Michigan State
University, Barbara McCain, Oklahoma City University, Mary McGarry, Empire
State College, Marc Osborn, R&R Partners, Phoenix, AZ, Franklin Ramsoomair,
Wilfrid Laurier University, Hal Babson and John Bowen of Columbus State Community College.

Experiential Exercises and Self-Assessment Inventories
Barry R. Armandi, State University of New York, Old Westbury, Ariel Fishman,
The Wharton School, University of Pennsylvania, Barbara K. Goza, University
of California, Santa Cruz, D.T. Hall, Boston University, F.S. Hall, University of
New Hampshire, Lady Hanson, California State Polytechnic University, Pomona,
Conrad N. Jackson, MPC, Inc., Mary Khalili, Oklahoma City University, Robert Ledman, Morehouse College, Paul Lyons, Frostburg State University, J. Marcus Maier,
Chapman University, Michael R. Manning, New Mexico State University, Barbara
McCain, Oklahoma City University, Annie McKee, The Wharton School, University
of Pennsylvania, Bonnie McNeely, Murray State University, W. Alan Randolph,
University of Baltimore, Joseph Raelin, Boston College, Paula J. Schmidt, New
Mexico State University, Susan Schor, Pace University, Timothy T. Serey, Northern
Kentucky University, Barbara Walker, Diversity Consultant, Paula S. Weber, New
Mexico Highlands University, Susan Rawson Zacur, University of Baltimore.

xv

acknowledgments
Organizational Behavior, 12th Edition, benefits from insights provided by a dedicated group of management educators from around the globe who carefully read
and critiqued draft chapters of this edition. We are pleased to express our appreciation to the following colleagues for their contributions to this new edition.
Heidi Barclay, Metropolitan State
Nancy Fredericks, San Diego State
Cindy Geppert, Palm Beach State
College
Jim Maddox, Friends University
Randy McCamey, Tarleton State
Wendy Smith, U Del
Barcley Johnson, Western Michigan U.
Lam Nguyen, Palm Beach State
College

Robert Blanchard, Salem State
Suzanne Crampton, Grand Valley State
University
Jody Tolan, USC Marshall
Gary J. Falcone, Ed.D., LaSalle
University
Marcia Marriott, Monroe CC
Edward Kass, USFCA
Sidney Siegel, Drexel

We also thank those reviewers who contributed to the success of previous editions.
Merle Ace
Chi Anyansi-Archibong
Terry Armstrong
Leanne Atwater

Forrest Aven
Steve Axley
Abdul Aziz
Richard Babcock
David Baldridge
Michael Banutu-Gomez
Robert Barbato
Richard Barrett
Nancy Bartell
Anna Bavetta
Robb Bay
Hrach Bedrosian
Bonnie Betters-Reed
Gerald Biberman
Melinda Blackman
Lisa Bleich
Mauritz Blonder
Dale Blount
G. B. Bohn
William Bommer
H. Michal Boyd
Pat Buhler
Gene E. Burton
Roosevelt Butler
Ken Butterfield
xvi

Joseph F. Byrnes
Michal Cakrt
Tom Callahan

Daniel R. Cillis
Nina Cole
Paul Collins
Ann Cowden
Deborah Crown
Roger A. Dean
Robert Delprino
Emmeline De Pillis
Pam Dobies
Delf Dodge
Dennis Duchon
Michael Dumler
Ken Eastman
Norb Elbert
Theresa Feener
Janice M. Feldbauer
Claudia Ferrante
Mark Fichman
Dalmar Fisher
J. Benjamin Forbes
Dean Frear
Cynthia V. Fukami
Normandie Gaitley
Daniel Ganster
Joe Garcia
Virginia Geurin

Robert Giambatista
Manton Gibbs
Eugene Gomolka

Barbara Goodman
Stephen Gourlay
Frederick Greene
Richard Grover
Bengt Gustafsson
Peter Gustavson
Lady Alice Hanson
Don Hantula
Kristi Harrison
William Hart
Nell Hartley
Neil J. Humphreys
David Hunt
Eugene Hunt
Howard Kahn
Harriet Kandelman
Paul N. Keaton
Andrew Klein
Leslie Korb
Peter Kreiner
Eric Lamm
Donald Lantham
Jim Lessner
Les Lewchuk
Kristi M. Lewis
Robert Liden


Acknowledgments xvii

Beverly Linnell
Kathy Lippert
Michael London
Michael Lounsbury
Carol Lucchesi
David Luther
Lorna Martin
Tom Mayes
Daniel McAllister
Douglas McCabe
James McFillen
Jeanne McNett
Charles Milton
Herff L. Moore
David Morand
David Morean
Sandra Morgan
Paula Morrow
Richard Mowday
Christopher Neck
Linda Neider
Judy C. Nixon
Regina O’Neill
Dennis Pappas
Edward B. Parks
Robert F. Pearse
Lawrence Peters
Prudence Pollard

Joseph Porac

Samuel Rabinowitz
Franklin Ramsoomair
Clint Relyea
Bobby Remington
Charles L. Roegiers
Steven Ross
Joel Rudin
Michael Rush
Robert Salitore
Terri Scandura
Mel Schnake
Holly Schroth
L. David Schuelke
Richard J. Sebastian
Anson Seers
William Sharbrough
R. Murray Sharp
Ted Shore
Allen N. Shub
Sidney Siegal
Dayle Smith
Mary Alice Smith
Walter W. Smock
Pat Sniderman
Ritch L. Sorenson
Shanthi Srinivas
Paul L. Starkey

Robert Steel
Ronni Stephens

Ron Stone
Tom Thompson
Ed Tomlinson
Sharon Tucker
Nicholas Twigg
Tony Urban
Ted Valvoda
Joyce Vincelette
David Vollrath
Andy Wagstaff
W. Fran Waller
Charles Wankel
Edward Ward
Fred A. Ware, Jr.
Andrea F. Warfield
Harry Waters, Jr.
Joseph W. Weiss
Deborah Wells
Robert Whitcomb
Donald White
Bobbie Williams
Barry L. Wisdom
Wayne Wormley
Barry Wright
Kimberly Young
Raymond Zammuto

We are grateful for all the hard work of the supplements authors who worked to
develop the comprehensive ancillary package described above. We thank Andrea
Smith-Hunter, Siena College, for preparing the Instructor’s Resource Guide, Amit

Shah, Frostburg University, for creating the Test Bank and the web quizzes, Karen
Edwards, Chemeketa Community College, for developing the PowerPoint presentations, and Stacy Shriver, University of Colorado, Boulder, for writing the Video
Teaching Notes. We thank Brandon Warga of Kenyon College for his chapter opening vignettes, and Robert (Lenie) Holbrook of Ohio University for both the OB in
Popular Culture feature and the creative instructor’s guide Art Imitates Life.
As always, the support staff at John Wiley & Sons was most helpful in the
various stages of developing and producing this edition. We would especially like
to thank Lisé Johnson (Acquisitions Editor), George Hoffman (Publisher), Susan
McLaughlin (Developmental Editor), Sarah Vernon (Associate Editor), and Melissa
Solarz (Editorial Assistant) for their extraordinary efforts in support of this project.
They took OB to heart and did their very best to build a high-performance team
in support of this book. We thank everyone at Wiley for maintaining the quest for
quality and timeliness in all aspects of the book’s content and design. Special gratitude goes to Maddy Lesure as the creative force behind the new design. We also
thank Erin Bascom and Suzanne Ingrao of Ingrao Associates for their excellent
production and design assistance, Allie Morris for overseeing the media development, and Amy Scholz for leading the marketing campaign. Thank you everyone!!


brief contents
part 1 Organizational Behavior Today
part 2 Individual Behavior and Performance

1

Introducing Organizational Behavior 3

2
3
4
5
6

Individual Differences, Values, and Diversity 25
Emotions, Attitudes, and Job Satisfaction 53
Perception, Attribution, and Learning 75
Motivation Theories 101
Motivation and Performance 121

part 3 Teams and Teamwork

7
8
9
10

Teams in Organizations 145
Teamwork and Team Performance 169
Decision Making and Creativity 195
Conflict and Negotiation 219

part 4 Influence Processes and Leadership

11
12
13
14

Communication and Collaboration 241
Power and Politics 263
Leadership Essentials 291
Leadership Challenges and Organizational Change 319

part 5 Organizational Context

15
16
17

Organizational Culture and Innovation 347
Organizational Goals and Structures 373
Strategy, Technology, and Organizational Design 399

OB Skills Workbook

Learning Style Inventory W-9
Student Leadership Practices Inventory W-13
Self-Assessment Portfolio W-33
Team and Experiential Exercises W-55
Cases for Critical Thinking W-99

OB Module Online

Research Methods in OB

xviii


contents
part 1
1

Organizational Behavior Today

Diversity 42
Importance of Diversity 42
Types of Diversity 42
Challenges in Managing Diversity 47

Introducing Organizational Behavior 3

Introducing Organizational Behavior 4
Why Organizational Behavior Is Important 4
Scientific Foundations of Organizational Behavior 4
Organizational Behavior in a Changing World 6

Organizations as Work Settings 8
Organizational Behavior in Context 9
Organizational Environments and Stakeholders 9
Diversity and Multiculturalism 10

Management and Leadership 11
Managerial Activities and Roles 12
Managerial Skills 13
Leadership in Organizations 14
Ethical Management and Leadership 16

Learning about Organizational Behavior 17
Learning from Experience 18
Learning Styles 18
Learning Guide to Organizational Behavior 12/E 19

Chapter 1 Study Guide 20

part 2
2

Individual Behavior and Performance

Individual Differences, Values, and Diversity 25

Individual Differences 26
Self-Awareness and Awareness of Others 26
Components of Self 26
Nature versus Nurture 27

Chapter 2 Study Guide 48
3

Emotions, Attitudes, and Job Satisfaction 53

Understanding Emotions and Moods 54
The Nature of Emotions 54
Emotional Intelligence 54
Types of Emotions 56
The Nature of Moods 56
How Emotions and Moods Influence Behavior 57
Emotion and Mood Contagion 58
Emotional Labor 58
Cultural Aspects of Emotions and Moods 59
Emotions and Moods as Affective Events 60
How Attitudes Influence Behavior 60
Components of Attitudes 61

Linking Attitudes and Behavior 62
Attitudes and Cognitive Consistency 62
Types of Job Attitudes 62
Job Satisfaction and Its Importance 63
Components of Job Satisfaction 64
Job Satisfaction Trends 65
How Job Satisfaction Influences Work Behavior 66
Linking Job Satisfaction and Job Performance 67

Chapter 3 Study Guide 70

Personality 29
Big Five Personality Traits 29
Social Traits 29
Personal Conception Traits 31
Emotional Adjustment Traits 34

Personality and Stress 35
Sources of Stress 35
Outcomes of Stress 36
Managing Stress 37
Values 38
Sources of Values 38
Personal Values 39
Cultures Values 40

4

Perception, Attribution, and Learning 75

The Perception Process 76
Factors Influencing Perception 76
Information Processing and the Perception Process 78
Perception, Impression Management, and Social
Media 80

Common Perceptual Distortions 81
Stereotypes 81
Halo Effects 83
Selective Perception 83
Projection 84
xix


xx Contents

Contrast Effects 84
Self-Fulfilling Prophecies 85

Performance Measurement Methods 128
Performance Measurement Errors 131

Perception, Attribution, and Social Learning 86
Importance of Attributions 86
Attribution Errors 87
Attribution and Social Learning 87
Learning by Reinforcement 89
Operant Conditioning and the Law of Effect 89
Positive Reinforcement 90
Negative Reinforcement 94

Punishment 94
Extinction 94
Reinforcement Pros and Cons 95

Alternative Work Schedules 136
Compressed Workweeks 137
Flexible Working Hours 137
Job Sharing 138
Telecommuting 138
Part-Time Work 138

Chapter 4 Study Guide 95

Chapter 6 Study Guide 139

5

Motivation Theories 101

What Is Motivation? 102
Motivation Defined 102
Types of Motivation Theories 102

Needs Theories of Motivation 103
Hierarchy of Needs Theory 103
ERG Theory 104
Acquired Needs Theory 104
Two-Factor Theory 106
Equity Theory of Motivation 107
Equity and Social Comparisons 107

Equity Theory Predictions and Findings 108
Equity and Organizational Justice 109

Expectancy Theory of Motivation 111
Expectancy Terms and Concepts 111
Expectancy Theory Predictions 111
Expectancy Implications and Research 112

Goal-Setting Theory of Motivation 112
Motivational Properties of Goals 113
Goal-Setting Guidelines 113
Goal Setting and the Management Process 115

Chapter 5 Study Guide 116
6

Motivation and Performance 121

Motivation and Rewards 122
Integrated Model of Motivation 122
Intrinsic and Extrinsic Rewards 122
Pay for Performance 124

Motivation and Performance Management 127
Performance Management Process 127

Motivation and Job Design 131
Scientific Management 132
Job Enlargement and Job Rotation 133
Job Enrichment 133

Job Characteristics Model 134

part 3
7

Teams and Teamwork

Teams in Organizations 145

Teams in Organizations 146
Teams and Teamwork 146
What Teams Do 147
Organizations as Networks of Teams 147
Cross-Functional and Problem-Solving
Teams 149
Self-Managing Teams 150
Virtual Teams 151

Team Effectiveness 152
Criteria of an Effective Team 152
Synergy and Team Benefits 153
Social Facilitation 153
Social Loafing and Team Problems 153

Stages of Team Development 156
Forming Stage 156
Storming Stage 156
Norming Stage 157
Performing Stage 157
Adjourning Stage 158

Understanding Teams at Work 158
Open Systems Model of Teams 158
Team Resources and Setting 159
Nature of the Team Task 160
Team Size 160
Membership Composition of the Team 161
Diversity and Team Performance 162
Team Processes 164

Chapter 7 Study Guide 164


Contents xxi

8

Teamwork and Team Performance 169

High Performance Teams 170
Characteristics of High-Performance
Teams 170
The Team-Building Process 171
Team-Building Alternatives 172

Improving Team Processes 173
Entry of New Members 174
Task and Maintenance Leadership 174
Roles and Role Dynamics 175
Team Norms 176
Team Cohesiveness 179

Inter-Team Dynamics 180

Improving Team Communications 182
Communication Networks 183
Proxemics and Use of Space 184
Communication Technologies 184
Improving Team Decisions 185
Ways Teams Make Decisions 185
Assets and Liabilities of Team Decisions 187
Groupthink Symptoms and Remedies 188
Team Decision Techniques 189

Chapter 8 Study Guide 190
9

10

Conflict and Negotiation 219

Conflict in Organizations 220
Types of Conflict 220
Levels of Conflict 220
Functional and Dysfunctional Conflict 222
Culture and Conflict 223

Conflict Management 224
Stages of Conflict 224
Hierarchical Causes of Conflict 225
Contextual Causes of Conflict 225
Indirect Conflict Management

Strategies 226
Direct Conflict Management Strategies 228

Negotiation 230
Negotiation Goals and Outcomes 230
Ethical Aspects of Negotiation 232
Organizational Settings for Negotiation 232

Negotiation Strategies 232
Approaches to Distributive
Negotiation 233
How to Gain Integrative Agreements 234
Common Negotiation Pitfalls 235
Third-Party Roles in Negotiation 235

Chapter 10 Study Guide 237

Decision Making and Creativity 195

The Decision-Making Process 196
Steps in Decision Making 196
Ethical Reasoning and Decision Making 197
Types of Decisions 200
Decision Environments 201
Risk Management in Decision Making 202

Decision-Making Models 202
Classical Decision Model 203
Behavioral Decision Model 203
Systematic and Intuitive Thinking 204

Decision-Making Traps and Issues 205
Judgmental Heuristics 205
Decision Biases 206
Knowing When to Decide 206
Knowing Who to Involve 207
Knowing When to Quit 209
Creativity in Decision Making 211
Stages of Creative Thinking 211
Personal Creativity Drivers 212
Team Creativity Drivers 212

Chapter 9 Study Guide 214

part 4
11

Influence Processes and Leadership

Communication and Collaboration 241

The Nature of Communication 242
The Communication Process 242
Feedback and Communication 243
Nonverbal Communication 244
Interpersonal Communication 245
Communication Barriers 245
Active Listening 246
Cross-Cultural Communication 248
Organizational Communication 251

Communication Channels 251
Communication Flows 252
Status Effects 255
Collaborative Work Environments 255
Collaboration Technologies 255
Interactional Transparency 256
Supportive Communication Principles 257

Chapter 11 Study Guide 258


xxii Contents

12

Power and Politics 263

Power and Influence 264
Interdependence, Legitimacy, and Power 264
Obedience 265
Acceptance of Authority and the Zone of Indifference 266

Sources of Power and Influence 268
Position Power 268
Personal Power 270
Power and Influence Capacity 272
Relational Influence Techniques 274
Empowerment 275
Keys to Empowerment 275
Power as an Expanding Pie 276

From Empowerment to Valuing People 277

Organizational Politics 278
Traditions of Organizational Politics 278
Politics of Self-Protection 281
Politics and Governance 283

Chapter 12 Study Guide 286
13

Leadership Essentials 291

Leadership 292
Managers versus Leaders 292
Trait Leadership Perspectives 293
Behavioral Leadership Perspectives 294

Situational Contingency Leadership 296
Fiedler’s Leadership Contingency View 296
Path-Goal View of Leadership 300
Hersey and Blanchard Situational Leadership
Model 301
Substitutes for Leadership 304

Follower-Centered Approaches 305
Implicit Leadership Theories (ILTs) 305
Implicit Followership Theories 307
Inspirational and Relational Leadership
Perspectives 309
Charismatic Leadership 309

Transactional and Transformational
Leadership 310
Leader—Member Exchange Theory 313

Chapter 13 Study Guide 314
14 Leadership Challenges and Organizational

Spiritual Leadership 320
Servant Leadership 322
Ethical Leadership 323

Shared Leadership 324
Shared Leadership in Work Teams 324
Shared Leadership and Self-Leadership 326

Leadership across Cultures 327
The GLOBE Perspective 328
Leadership Aspects and Culture 329
Culturally Endorsed Leadership Matches 330
Universally Endorsed Aspects of Leadership 331

Leading Organizational Change 332
Contexts for Leadership Action 332
Leaders as Change Agents 335
Planned Change Strategies 338
Resistance to Change 339

Chapter 14 Study Guide 342

part 5

15

Organizational Context

Organizational Culture and Innovation 347

Organizational Culture 348
Functions of Organizational Culture 348
Subcultures and Countercultures 350
National Culture and Corporate Culture 351

Understanding Organizational Cultures 353
Layers of Cultural Analysis 353
Stories, Rites, Rituals, and Symbols 354
Cultural Rules and Roles 355
Shared Values, Meanings, and Organizational
Myths 356

Innovation in Organizations 360
The Process of Innovation 361
Product and Process Innovations 362
Balancing Exploration and Exploitation 364

Managing Organizational Culture
and Innovation 365
Management Philosophy and Strategy 365
Building, Reinforcing, and Changing Culture 366
Tensions Between Cultural Stability
and Innovation 367

Chapter 15 Study Guide 368

Change 319

16

Moral Leadership 320

Organizational Goals 374
Societal Goals 374

Authentic Leadership 320

Organizational Goals and Structures 373


Output Goals 375
Systems Goals 375

Hierarchy and Control 377
Organizations as Hierarchies 377
Controls Are a Basic Feature 380
Centralization and Decentralization 383

Organizing and Coordinating Work 384
Traditional Types of Departments 385
Coordination 388
Bureaucracy and Beyond 392
Mechanistic Structures and the Machine
Bureaucracy 392

Organic Structures and the Professional
Bureaucracy 393
Hybrid Structures 393

Chapter 16 Study Guide 394
17

Strategy, Technology, and Organizational
Design 399
Strategy and Organizational Learning 400
Strategy 400
Organizational Learning 401
Linking Strategy and Organizational Learning 403

Strategy and Organizational Design 404
Organizational Design and Strategic Decisions 404
Organizational Design, Age, and Growth 405
Smaller Size and the Simple Design 406

Technology and Organizational Design 408
Operations Technology and Organizational
Design 408

Adhocracy as a Design Option for Innovation and
Learning 409
Information Technology and Organizational Design 411

Environment and Organizational Design 413
Environmental Complexity 414
Using Networks and Alliances 415

Strategic Leadership of the Whole Organization 416
Strategic Leadership and the Challenges at Multiple
Levels 416
Developing a Top-Management Team 417
Using Top-Management Leadership Skills 419

Chapter 17 Study Guide 421
OB Skills Workbook W-1
Learning Style Inventory W-9
Student Leadership Practices Inventory W-13
Self-Assessment Portfolio W-33
Team and Experiential Exercises W-55
Cases for Critical Thinking W-99
Glossary G-1
Self-Test Answers ST-1
Notes N-1
Photo Credits PC-1
Organization Index OI-1
Name Index NI-1
Subject Index SI-1