Portada Organizational behavior

CONTENTS

Preface XXIII

1 INTRODUCTION

Chapter 1. What Is Organizational Behavior? ....2
The Importance of Interpersonal Skills ....4
What Managers Do ....5
- Management Functions ....6
- Management Roles ....6
- Management Skills ....8
- Effective Versus Successful Managerial Activities ....8
- A Review of the Manager's Job ....10
Enter Organizational Behavior ....10
Complementing Intuition with Systematic Study ....11
Disciplines That Contribute to the OB Field ....13
- Psychology ....13
- Social Psychology ....14
- Sociology ....15
- Anthropology ....15
There Are Few Absolutes in OB ....16
Challenges and Opportunities for OB ....16
- Responding to Globalization ....16
- Managing Workforce Diversity ....18
- Improving Quality and Productivity ....21
- Improving Customer Service ....21
- Improving People Skills ....22
- Stimulating Innovation and Change ....22
- Coping with "Temporariness" ....23
- Working in Networked Organizations ....23
- Helping Employees Balance Work - Life Conflicts ....24
- Greating a Positive Work Environment ....25
- Improving Ethical Behavior ....26
Coming Attractions: Developing an OB Model ....26
- An Overview ....26
- The Dependent Variables ....27
- The Independent Variables ....31
- Toward a Contingency OB Model ....32
Global Implications ....34
Summary and Implications for Managers ....34
Self-Assessment Library: How Much Do I Know about Organizational Behavior? ....4
Myth or Science?: "Preconceived Notions Versus Substantive Evidence" ....12
OB in the News: Other Disciplines Make Use of OB Concepts ....15
International OB: Transfer Pricing and International Corporate Deviance ....30
Point/Counterpoint: In Search of the Quick Fix ....35

Questions for Review ....36
Experiential Exercise ....36
Ethical Dilemma ....37
Case Incident 1: "Data Will Set You Free" ....37
Case Incident 2: Workplace Violence ....38

2 THE INDIVIDUAL

Chapter 2: Foundations of Individual Behavior ....44
Ability ....44
- Intellectual Abilities ....45
- Physical Abilities ....47
Biographical Characteristics ....48
- Age ....48
- Gender ....50
- Race ....51
- Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity ....51
Learning ....54
- A Definition of learning ....54
- Theories of Learning ....55
- Shaping: A Managerial Tool ....58
Global Implications ....64
- Intellectual Abilities ....64
- Biographical Characteristics ....64
- Learning ....65
Summary and Implications for Managers ....65
Self-Assessment Library: What's My Attitude Toward Older People? ....44
International OB: The Benefits of Cultural Intelligence ....46
OB in the News: Are You More Biased Than You Think? ....52
Myth or Science?: "You Can't Teach an Old Dog New Tricks!" ....58
Self-Assessment Library: How Good Am I at Disciplining Others? ....59
Point/Counterpoint: All Human Behavior Is Learned ....66

Questions for Review ....67
Experiential Exercise ....67
Ethical Dilemma ....67
Case Incident 1: The Flynn Effect ....68
Case Incident 2: Professional Sports: Rewarding and Punishing the Same Behavior? ....69

Chapter 3: Attitudes and Job Satisfaction ....72
Attitudes ....75
- What Are the Main Components of Attitudes? ....75
- Does Behavior Always Follow from Attitudes? ....76
- What Are the Major Job Attitudes? ....79
Job Satisfaction ....83
- Measuring Job Satisfaction ....83
- How Satisfied Are People in Their Jobs? ....84
- What Causes Job Satisfaction? ....84
- The Impact of Satisfied and Dissatisfied Employees on the Workplace ....87
Global Implications ....91
- Is Job Satisfaction a U.S. Concept? ....91
- Are Employees in Western Cultures More Satisfied with Their Jobs? ....91
Summary and Implications for Managers ....92
Self-Assessment Library: How Satisfied Am I with My Job? ....74
International OB: Chinese Employees and Organizational Commitment ....80
Self-Assessment Library: Am I Engaged? ....82
OB in the News: Why Is Job Satisfaction Falling? ....83
Myth or Science?: "Happy Workers Are Productive Workers" ....86
Point/Counterpoint: Managers Can Create Satisfied Employees ....93

Questions for Review ....94
Experiential Exercise ....94
Ethical Dilemma ....95
Case Incident 1: Albertsons Works on Employee Attitudes ....95
Case Incident 2: Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a
Satisfying Job? ....96

Chapter 4: Personality and Values ....102
Personality ....104
- What Is Personality? ....105
- The Myers-Briggs Type Indicator ....107
- The Big Five Personality Model ....108
- Other Personality Traits Relevant to OB ....111
Values ....117
- The Importance of Values ....117
- Terminal Versus Instrumental Values ....117
- Generational Values ....119
Linking an Individual's Personality and Values to the Workplace ....121
- Person - Job Fit ....121
- Person - Organization Fit ....123
Global Implications ....123
- Personality ....123
- Values ....124
Summary and Implications for Managers ....127
Self-Assessment Library: Am I a Narcissist? ....104
Myth or Science?: "Entrepreneurs Are a Breed Apart" ....115
Iniernational OB: A Global Personality ....116
OB in the News: Are U.S.Values Different? ....121
Point/Counterpoint: Traits Are Powerful Predictors of Behavior ....128

Questions for Review ....129
Experiential Exercise ....129
Ethical Dilemma ....129
Case Incident 1: The Rise of the Nice CEO? ....130
Case Incident 2: A Diamond Personality ....131

Chapter 5: Perception and Individual Decision Making ....136
What Is Perception? ....139
- Factors That Influence Perception ....139
Person Perception: Making Judgmenfs About Others ....140
- Attribution Theory ....141
- Frequently Used Shortcuts in Judging Others ....142
- Specific Applications of Shortcuts in Organizations ....145
The Link Between Perception and Individual Decision Making ....146
Decision Making in Organizations ....147
- The Rational Model, Bounded Rationality, and Intuition ....147
- Common Biases and Errors in Decision Making ....150
Influences on Decision Making: Individual Differences and Organizational Constraints ....153
- Individual Differences ....154
- Organizational Gonstraints ....155
What About Ethics in Decision Making? ....156
- Three Ethical Decision Criteria ....157
- Improving Greativity in Decision Making ....158
Global Implications ....160
Summary and Implications for Managers ....162
Self-Assessment Library: What Are My Gender Role Perceptions? ....139
International OB: Can Negative Perceptions Dampen International Susiness Relationships? ....144
Myth or Science?: "No One Thinks They're Biased" ....152
Self-Assessment Library: Am I a Deliberate Decision Maker? ....153
OB in the News: Google and the Winner's Curse ....154
Self-Assessment Library: How Creative Am I? ....160
Point/Counterpoint: When in Doubt, Do! ....164

Questions for Review ....165
Experiential Exercise ....165
Ethical Dilemma ....166
Case Incident 1: Natural Disasters and the Decisions That Follow ....166
Case Incident 2: Whistle-Blowers: Saints or Sinners? ....167

Chapter 6: Motivation Concepts ....172
Defining Motivation ....125
Early Theories of Motivation ....175
- Hierarchy of Needs Theory ....176
- Theory X and Theory Y ....177
- Two-Factor Theory ....178
- McClelland's Theory of Needs ....180
Contemporary Theories of Motivation ....181
- Gognitive Evaluation Theory ....182
- Goal-Setting Theory ....185
- Self-Efficacy Theory ....188
- Reinforcement Theory ....191
- Equity Theory ....192
- Expectancy Theory ....197
Integrating Contemporary Theories of Motivation ....199
Global Implications ....201
Summary and Implications for Managers ....202
Self-Assessment Library: How Confident Am I in My Abilities to Succeed? ....174
Myth or Science?: "Women Are More Motivated to Get Along, and Men Are More
Motivated to Get Ahead" ....178
OB in the News: Paying Employees Not to Work ....182
International OB: How Managers Evaluate Their Employees Depends on Culture ....184
Self-Assessment Library: What Are My Course Performance Goals? ....187
Point/Counterpoint: Failure Motivates! ....204

Questions for Review ....205
Experiential Exercise ....205
Ethical Dilemma ....205
Case Incident 1: Do U.S.Workers "Live to Work"? ....206
Case Incident 2: Bullying Bosses ....206

Chapter 7: Motivation: From Concepts to Applications ....212
Motivating by Job Design: The Job Characteristics Model ....215
- The Job Characteristics Model ....215
- How Can Jobs Be Redesigned? ....217
- Alternative Work Arrangements ....221
- Ability and Opportunity ....224
Employee Involvement ....225
- Examples of Employee Involvement Programs ....225
- Linking Employee Involvement Programs and Motivation Theories ....227
Using Rewards to Motivate Employees ....227
- What to Pay: Establishing a Pay Structure ....228
- How to Pay: Rewarding Individual Employees Through Variable-Pay Programs ....228
- Flexible Benefits: Developing a Benefits Package ....233
- Intrinsic Rewards: Employee Recognition Programs ....234
Global Implications ....236
Summary and Implications for Managers ....238
Self-Assessment Library: What's My Job's Motivating Potential? ....214
Myth or Science?: "Everyone Wants a Challenging Job" ....219
OB in the News: Motivating with Performance Reviews ....233
International OB: Cultural Differences in Job Characteristics and Job Satisfaction ....237
Point/Counterpoint: Praise Motivates ....240

Questions for Review ....241
Experiential Exercise ....241
Ethical Dilemma ....242
Case Incident 1: Reducing Travel Costs at Applebee's ....242
Case Incident 2: Thanks for Nothing ....243

Chapter 8: Emotions and Moods ....248
What Are Emotions and Moods? ....251
- The Basic Emotions ....252
- The Basic Moods: Positive and Negative Affect ....253
- The Function of Emotions ....254
- Sources of Emotions and Moods ....256
Emotional Labor ....260
Affective Events Theory ....262
Emotional Intelligence ....264
- The Case for EI ....264
- The Case Against EI ....266
OB Applications of Emotions and Moods ....267
- Selection ....267
- Decision Making ....267
- Greativity ....268
- Motivation ....268
- Leadership ....268
- Negotiation ....269
- Customer Service ....269
- Job Attitudes ....270
- Deviant Workplace Behaviors ....270
- How Managers Can Influence Moods ....270
Global Issues ....271
Summary and Implications for Managers ....272
Self-Assessment Library: How Are You Feeling Right Now? ....250
Self-Assessment Library: What's My Affect Intensity? ....256
Myth or Science?: "People Can't Accurately Forecast Their Own Emotions" ....258
International OB: Emotional Recognition: Universal of Culture Specific? ....260
Self-Assessment Library: What's My Emotional Intelligence Score? ....266
OB in the News: Crying at Work Gains Acceptance ....271
Point/Counterpoint: The Costs and Benefits of Organizational Display Rules ....273

Questions for Review ....274
ExperientialExercise ....274
Ethical Dilemma ....274
Case Incident 1: The Upside of Anger? ....275
Case Incident 2: Abusive Customers Cause Emotions to Run High ....276

3 THE GROUP

Chapter 9: Foundations of Group Behavior ....282
Defining and Classifying Groups ....284
Stages of Group Development ....286
- The Five-Stage Model ....286
- An Alternative Model for Temporary Groups with Deadlines ....287
Group Properties: Roles, Norms, Status, Size and Cohesiveness ....288
- Group Property 1: Roles ....289
- Group Properties 2 and 3: Norms and Status ....292
- Status ....297
- Group Property 4: Size ....299
- Group Property 5: Cohesiveness ....301
Group Decision Making ....302
- Groups Versus the Individual ....302
- Groupthink and Groupshift ....304
- Group Decision-Making Techniques ....306
Global Implications ....309
Summary and Implications for Managers ....310
Self-Assessment Library: Do I Have a Negative Attitude Toward Working in Groups? ....284
Self-Assessment Library: Do I Trust Others? ....292
International OB: Group Cohesiveness Across Cultures ....302
Myth or Science?: "Are Two Heads Better Than One?" ....303
OB in the News: Groupthink for an Enron Jury? ....305
Point/Counterpoint: All Job Should Be Designed Around Groups ....312

Questions for Review ....313
Experiential Exercise ....313
Ethical Dilemma ....314
Case Incident 1: "If Two Heads Are Better Than One, Are Four Even Better?" ....315
Case Incident 2: The Dangers of Groupthink ....315

Chapter 10: Understanding Work Teams ....348
Why Have Teams Become So Popular? ....322
Differences Between Groups and Teams ....323
Types of Teams ....324
- Problem-Solving Teams ....324
- Self-Managed Work Teams ....324
- Cross-Functional Teams ....325
- Virtual Teams ....326
- Greating Effective Teams ....326
- Context: What Factors Determine Whether Teams Are Successful ....328
- Team Composition ....330
- Work Design ....334
- Team Processes ....335
Turning Individuals into Team Players ....337
Beware! Teams Aren't Always the Answer ....339
Global Implications ....339
Summary and Implications for Managers ....340
Self-Assessment Library: How Good Am I at Building and Leading a Team? ....322
International OB: Global Virtual Teams ....327
OB in the News: Surgical Teams Lack Teamwork ....329
Myth or Science?: "Old Teams Can't Learn New Tricks" ....334
Self-Assessment library: What Is My Team Efficacy? ....336
Point/Counterpoint: Sports Teams Are Good Models for Workplace Teams ....341

Questionsfor Review ....342
Experiential Exercise ....342
Ethical Dilemma ....342
Case Incident 1: Teamwork: One Company's Approach to High Performance ....343
Case Incident 2: Team-Building Retreats ....344

Chapter 11: Communication ....348
Functions of Communication ....351
The Communication Process ....352
Direction of Communication ....353
- Downward Communication ....353
- Upward Communication ....354
- Lateral Communication ....355
Interpersonal Communication ....355
- Oral Communication ....355
- Written Communication ....356
- Nonverbal Communication ....357
Organizational Communication ....358
- Formal Small-Group Networks ....358
- The Grapevine ....359
- Electronic Communications ....360
- Knowledge Management ....364
Choice of Communication Channel ....366
Barriers to Effective Communication ....368
- Filtering ....368
- Selective Perception ....368
- Information
- Overload ....368
- Emotions ....369
- Language ....369
- Communication Apprehension ....370
- Gender Differences ....370
- "Politically Correct" Communication ....370
Global Implications ....372
Summary and Implications for Managers ....375
Self-Assessment Library: Am I a Gossip? ....351
Myth or Science?: "People Are Good at Catching Liars at Work" ....356
OB in the News: Starbucks'Great Communicator ....365
International OB: Lost in Translation? ....373
Self-Assessment Library: How Good Are My Listening Skills? ....375
Point/Counterpoint: Keep It a Secret ....376

Questions for Review ....377
Experiential Exercise ....377
Ethical Dilemma ....378
Caselncident 1: Dianna Abdala ....378
Case Incident 2: Do You Need a Speech Coach? ....379

Chapter 12: Basic Approaches to Leadership ....382
What Is Leadership? ....385
Trait Theories ....386
Behavioral Theories ....388
- Ohio State Studies ....389
- University of Michigan Studies ....390
- Summary of Trait Theories and Behavioral Theories ....390
Contingency Theories: Fiedler Model and Situational Leadership Theory ....391
- Fiedler Model ....392
- Hersey and Blanchard's Situational Theory ....395
- Path-Goal Theory ....396
- Path-Goal Variables and Predictions ....397
- Summary of Contingency Theories ....398
Leader-Member Exchange (LMX) Theory ....398
Decision Theory: Vroom and Yetton's Leader-Participation Model ....400
Global Implications ....401
Summary and Implications for Managers ....402
Self-Assessment Library: What's My Leadership Style? ....384
OB in the News: Bad Bosses Abound ....387
Myth or Science?: "Narcissists Make Better Leaders" ....388
Self-Assessment Library: What's My LPC Score? ....392
Internationat OB: Cultivating an International Perspective:A Necessity for Leaders ....401
Point/Counterpoint: Leaders Are Born, Not Made ....404

Questions for Review ....405
Experiential Exercise ....405
Ethical Dilemma ....405
Case Incident 1: Moving from Colleague to Supervisor ....406
Case Incident 2: The Kinder, Gentler Leader? ....406

Chapter 13: Contemporary Issues in Leadership ....410
Inspirational Approaches to Leadership ....412
- Charismatic Leadership ....413
- Transformational Leadership ....418
Authentic Leadership: Ethics and Trust Are the Foundation of Leadership ....422
- What Is Authentic Leadership? ....422
- Ethics and Leadership ....423
- What Is Trust? ....423
- Trust and Leadership ....424
- Three Types of Trust ....425
- Basic Principles of Trust ....427
Contemporary Leadership Roles ....428
- Mentoring ....428
- Self-Leadership ....430
- Online Leadership ....431
Challenges to the Leadership Construct ....432
- Leadership as an Attribution ....432
- Substitutes for and Neutralizers of Leadership ....434
Finding and Creating Effective Leaders ....435
- Selecting Leaders ....435
- Training Leaders ....436
Global Implications ....437
Summary and Implications for Managers ....438
Self-Assessment Library: How Charismatic Am I? ....412
Self-Assessment Library: Am I an Ethical Leader? ....423
Myth or Science?: "Men Make Better Leaders Than Women" ....430
International OB: Cultural Variation in Charismatic Attributions ....433
OB in the News: Sefore and After ....434
Point/Counterpoint: Keep Leaders on a Short Leash ....439

Questions for Review ....440
Experiential Exercise ....440
Ethical Dilemma ....441
Case Incident 1: The Making of a Great President ....441
Case Incident 2: Generation Gap: Mentors and Protégés ....442

Chapter 14: Power and Politics ....448
A Definition of Power ....451
Contrasting Leadership and Power ....451
Bases of Power ....452
- Formal Power ....452
- Personal Power ....452
- Which Bases of Power Are Most Effective? ....453
Dependency: The Key to Power ....454
- The General Dependency Postulate ....454
- What Creates Dependency? ....455
Power Tactics ....456
Sexual Harassment: Unequal Power in the Workplace ....459
Politics: Power in Action ....461
- Definition of Organizational Politics ....461
- The Reality of Politics ....462
Causes and Consequences of Political Behavior ....463
- Factors Contributing to Political Behavior ....463
- How Do People Respond to Organizational Politics? ....466
- Impression Management ....469
The Ethics of Behaving Politically ....471
Global Implirations ....472
- Politics Perceptions ....472
- Preference for Power Tactics ....472
- Effectiveness of Power Tactics ....473
Summary and Implications for Managers ....473
Self-Assessment Library: Is My Workplace Political? ....450
International OB: Influence Tactics in China ....458
Myth or Science?: "Power Breeds Contempt" ....463
Self-Assessment Library: How Good Am I at Playing Politics? ....469
OB in the News: Excuses Are Everywhere ....471
Point/Counterpoint: Managing lmpressions is Unethical ....474

Questions for Review ....475
Experiential Exercise ....475
Ethical Dilemma ....476
Case Incident 1: Dressing for Success ....476
Case Incident 2: The Politics of Backstabbing ....477

Chapter 15: Conflict and Negotiation ....482
A Definition of Conflict ....484
Transitions in Conflict Thought ....485
- The Traditional View of Conflict ....485
- The Human Relations View of Conflict ....486
- The Interactionist View of Conflict ....486
The Conflict Process ....486
- Stage I: Potential Opposition or Incompatibility ....486
- Stage II: Cognition and Personalization ....489
- Stage III: Intentions ....489
- Stage IV: Behavior ....491
- Stage V: Outcomes ....492
Negotiation ....495
- Bargaining Strategies ....496
- The Negotiation Process ....499
- Individual Differences in Negotiation Effectiveness ....501
- Third-Party Negotiations ....503
Global Imptications ....504
- Conflict and Culture ....504
- Cultural Differences in Negotiations ....505
Summary and implications for Managers ....505
Self-Assessment Library: How Do I Handle Conflict? ....484
Myth or Science?: "High Starting Bids Lead to High Auction Sales" ....498
Self-Assessment Library: What's My Negotiating Style? ....502
International OB: Negotiating Across Cultures ....503
OB in the News: "Marriage Counseling" for the Top Bosses ....504
Point/Counterpoint: Conflict Benefits Organizations ....508

Questions for Review ....509
Experiential Exercise ....509
Ethical Dilemma ....510
Case Incident 1: David Out-Negotiating Goliath: Apotex and Bristol-Meyers Squibb ....510
Case Incident 2: Negotiation Puts Hockey in the Penalty Box ....511

4 THE ORGANIZATION SYSTEM

Chapter 16: Foundations of Organization Structure ....516
What Is Organizational Structure? ....519
- Work Specialization ....519
- Departmentalization ....521
- Chain of Command ....522
- Span of Control ....523
- Centralization and Decentralization ....524
- Formalization ....524
Common Organizational Designs ....526
- The Simple Structure ....526
- The Bureaucracy ....527
- The Matrix Structure ....529
New Design Options ....530
- The Virtual Organization ....530
- The Boundaryless Organization ....532
Why Do Structures Differ? ....534
- Strategy ....534
- Organization Size ....535
- Technology ....536
- Environment ....537
Organizational Designs and Employee Behavior ....539
Global Implications ....540
Summary and Implications for Managers ....541
Self-Assessment Library: Do I Like Bureaucracy? ....518
Self-Assessment Library: How Willing Am I to Delegate? ....524
OB in the News: Siemens's Simple Structure - Not ....525
International OB: Structural Considerations in Multinationals ....528
Myth or Science?: "People Are Our Most Important Asset" ....538
Poinf/Counterpoint: Downsizing lmproves Organizational Performance ....543

Questions for Review ....544
Experiential Exercise ....544
Ethical Dilemma ....544
Case Incident 1: Can a Structure Be Too Flat? ....545
Case Incident 2: No Bosses at W.L. Gore K Associates ....545

Chapter 17: Organizational Culture ....548
Institutionalization: A Forerunner of Culture ....550
What Is Organizational Culture? ....551
- A Definition of Organizational Culture ....551
- Culture Is a Descriptive
- Term ....552
- Do Organizations Have Uniform Cultures? ....553
- Strong Versus Weak Gultures ....554
- Culture Versus Formalization ....554
What Do Cultures Do? ....555
- Culture's Functions ....555
- Culture as a Liability ....556
Creating and Sustaining Culture ....558
- How a Culture Begins ....558
- Keeping a Culture Alive ....559
- Summary: How Cultures Form ....563
How Employees Learn Culture ....564
- Stories ....564
- Rituals ....564
- Material Symbols ....564
- Language ....565
Creating an Ethical Qrganizational Culture ....566
Creating a Positive Organizational Culture ....567
Spirituality and Organizational Culture ....570
- What Is Spirituality? ....570
- Why Spirituality Now? ....570
- Characteristics of a Spiritual Organization ....570
- Criticisms of Spirituality ....572
Global Implications ....573
Summary and Implications for Managers ....573
Self-Assessment Library: What's the Right Organizational Culture for Me? ....550
International OB: A Good Organizational Culture Knows No Boundaries ....555
Myth or Science?: "People Socialize Themselves" ....558
OB in the News: Change Jobs, and You May Be in for a Culture Shock ....566
Self-Assessment Library: How Spiritual Am I? ....572
Point/Counterpoint: Organizational Cultures Can't Be Changed ....575

Questions for Review ....576
Experiential Exercise ....576
Ethical Dilemma ....577
Case Incident 1: Mergers Don't Always Lead to Culture Clashes ....577
Case Incident 2: Wegmans ....578

Chapter 18: Human Resource Policies and Practices ....582
Selection Practices ....585
- How the Selection Process Works ....585
- Initial Selection ....585
- Substantive Selection ....587
- Contingent Selection ....589
Training and Development Programs ....590
- Types of Training ....591
- Training Methods ....593
- Individualizing Formal Training to Fit the Employee's Learning Style ....594
- Evaluating Effectiveness ....594
Performance Evaluation ....595
- Purposes of Performance Evaluation ....595
- What Do We Evaluate? ....595
- Who Should Do the Evaluating? ....596
- Methods of Performance Evaluation ....598
- Suggestions for Improving Performance Evaluations ....600
- Providing Performance Feedback ....601
Managing Diversity in Organizations ....602
- Work - Life Conflicts ....603
- Diversity Training ....605
Global Implications ....605
- Selection ....605
- Performance Evaluation ....606
Summary and Implications for Managers ....607
Self-Assessment Library: How Much Do I Know about Human Resource Management (HRM)? ....585
Myth or Scienee?: "It's First Impressions That Count" ....589
International OB: Cultural Training ....592
OB in the News: The Rise and Fall of Forced Ranking ....600
Self-Assessment Library: How Good Am I at Giving Performance Feedback? ....602
Point/Counterpoint: Telecommuting Makes Good Business Sense ....609

Questions for Review ....610
Experiential Exercise ....610
Ethical Dilemma ....610
Case Incident 1: Job Candidates Without Strong SAT Scores Need Not Apply ....611
Case Incident 2: Job Candidates Without Strong SAT Scores Need Not Apply ....611

5 ORGANIZATIONAL DYNAMICS

Chapter 19: Organizational Change and Stress Management ....616
Forces for Change ....619
Planned Change ....620
Resistance to Ckange ....622
- Overcoming Resistance to Change ....623
- The Politics of Change ....625
Approaches to Managing Organizational Change ....625
- Lewin's Three-Step Model ....625
- Kotter's Eight-Step Plan for Implementing Change ....627
- Action Research ....628
- Organizational Development ....628
Creating a Culture for Change ....633
- Stimulating a Culture of Innovation ....633
- Creating a Learning Organization ....635
Work Stress and Its Management ....637
- What Is Stress? ....637
- Potential Sources of Stress ....638
- Individual Differences ....641
- Consequences of Stress ....642
- Managing Stress ....644
Global Implications ....647
Summary and Implications for Managers ....648
Self-Assessment Library: How Well Do I Respond to Turbulent Change? ....619
Myth or Science?: "Meetings Stress People Out" ....639
Self-Assessment Library: How Stressful Is My Life? ....642
OB in the News: The Ten Most Stressful Jobs - And One More That Didn't Make the List ....643
International OB: Coping with Stress:Cultural Differences ....644
Point/Counterpoint: Managing Change ls an Episodic Activity ....650

Questions for Review ....651
Experiential Exercise ....651
Ethical Dilemma ....652
Case Incident 1: Innovating Innovation ....652
Case Incident 2: The Rise of Extreme Jobs ....653

Appendix ....658
Comprehensive Cases ....665
Credits ....682
Indexes ....685
Glindex ....700

© Biblioteca de la UOC