Organizational behavior : the person-organization fit

목차 (Table of Contents)

• CONTENTS
• PREFACE = xxii
• Part Ⅰ The Context = 1
• 1 THE CHALLENGE OF MANAGING PEOPLE AND ORGANIZATIONS = 1
• Managerial Challenge : Starbucks Goes Global = 1
• What Is Organizational Behavior? = 3
• Three Levels of Analysis = 3
• Related Management Fields = 4
• Organization Theory = 4
• Human Resource Management = 4
• Strategic Management = 4
• Common Roots = 5
• Interdisciplinary Contributions = 5
• Interdisciplinary Research Methods = 6
• The Job of a Manager = 7
• Managerial Functions and Roles : The Traditionalist View = 7
• Managerial Functions = 7
• Managerial Roles and Skills = 8
• Changes in the Roles and Functions of Managers = 9
• Rethinking Managerial Functions = 10
• New Roles for Managers = 10
• New Skills for Today's Managers = 11
• TEAM CHALLENGE : Organizations Look for Team Leaders in Many Ways = 12
• CAREER ADVICE FROM THE EXPERTS : Taking Advantage of the Rebirth of Middle Management = 14
• Organizations as Systems and the Contingency Approach = 15
• Definition of Open Systems = 15
• Why Open Systems? = 16
• Contingency View = 17
• Challenges for Today's Organizations = 18
• Managing Globalizations and Culture = 18
• International Cooperation and Trade Agreements = 19
• Managing Culture = 20
• A Question of Ethics : Ethics and Globalization = 20
• MANAGERIAL ADVICE FROM THE EXPERTS : Managing Across Cultures 101 = 21
• Rapid Pace of Change = 21
• Quality and Efficiency = 22
• A Question of Ethics : Effects of Restructuring = 25
• Multiple Stakeholders : Ethics and Social Responsibility = 22
• How Organizations Are Responding = 23
• Going Global and Managing Culture = 23
• Restructuring = 24
• Entrepreneurship and Intrapreneurship = 25
• Use of High-Technology Tools = 26
• How Should Managers Respond to the Four Challenges of Organizations? = 27
• A Look Back at the Managerial Challenge : Starbucks Goes Global = 29
• EXERCISES AND STUDY MATERIAL = 30
• UP CLOSE CASE : PROMOTION AT CENTRAL INSURANCE = 33
• 2 UNDERSTANDING THE CONTEXT OF ORGANIZATIONS = 35
• Managerial Challenge : McCormick & Company = 35
• The Manager's Framework of Five Forces = 36
• The Environment of Organizations = 37
• Defining the Environment = 38
• The General and Business Environments = 38
• Enacting the Environment = 39
• Environmental Uncertainty = 40
• CAREER ADVICE FROM THE EXPERTS : Managing Your Career in Uncertain Environments = 41
• Technology = 42
• Changing Technology = 42
• High Technology = 42
• New Manufacturing Technology and Automation = 43
• Information Technology = 44
• Expert Systems = 44
• Effects of Changing Technologies = 44
• A Question of Ethics : Electronic Monitoring = 45
• Strategy = 46
• The Basics : Mission, Goals, and Strategy = 46
• Mission = 46
• Goals = 47
• Strategy = 47
• Managing Strategy = 48
• The Organization's Structure = 50
• Basic Components of Structure = 50
• Structural Elements = 51
• Organic and Mechanistic Organizations = 53
• Traditional Structural Options = 54
• Functional Structures = 54
• Product Structures = 55
• Hybrid Structures = 56
• Matrix Structures = 56
• The New Structural Options = 58
• Virtual Organizations = 58
• Team-Based Structures = 59
• Boundaryless, Spaghetti, Network, and Other Structural Experiments = 60
• CHANGE CHALLENGE : Open-Book Management = 60
• Managing in an Uncertain Environment to Stay Competitive : Juggling the Five Forces = 62
• Gathering Information = 62
• Adapting Internal Structures = 63
• A Question of Ethics : Lobbyists = 63
• Using Strategy to Change the Environment = 63
• Lobbying = 63
• Strategic Alliances = 64
• MANAGERIAL ADVICE FROM THE EXPERTS : Managing Uncertain Environments = 65
• A Look Back at the Managerial Challenge : McCormick & Comapny = 66
• EXERCISES AND STUDY MATERIAL = 67
• UP CLOSE CASE : AIRMEGA'S DILEMMA IN THE EUROPEAN AIRLINE MARKET = 71
• 3 CULTURE IN ORGANIZATIONS = 73
• Managerial Challenge : Cirque du Soleil = 73
• Defining Culture = 74
• Understanding National Culture = 76
• Hall's High-Context and Low-Context Cultural Framework = 76
• CAREER ADVICE FROM THE EXPERTS : Preparing to Be a Global Manager = 77
• Kluckhohn and Strodbeck's Values Orientation = 78
• Trompenaars's Seven Dimensions of Culture = 79
• Hofstede's Five Dimensions = 81
• TEAM CHALLENGE : Haworth and Rhone Poulenc = 83
• A Question of Ethics : Investing in Dictatorships Abroad = 84
• Cultural Diversity = 84
• Managing Diversity in Organizations = 85
• The Benefits of Managing Diversity = 86
• Acculturate Diverse Groups to Manage Diversity = 87
• Practical Tips for Managing Diversity = 88
• A Question of Ethics : Diversity Quotas = 90
• Managing Organizational Culture = 91
• Purpose of Culture = 91
• Nature and Components of Organizational Culture = 92
• Observable Cultural Elements = 92
• Shared Values and Beliefs = 93
• Basic Assumptions = 94
• Organizational Culture Components and National and Ethnic Cultures = 94
• How Organizational Culture Develops = 95
• In the Beginning : Creating the Culture of an Organization = 95
• Maintaining Culture Through Socialization = 95
• The Strength of Culture, Subcultures, and Countercultures = 97
• MANAGERIAL ADVICE FROM THE EXPERTS : Socializing Employees into the Culture = 97
• Organizational Culture and Change = 98
• Integrating Culture with the Other Strategic Forces = 98
• A Look Back at the Managerial Challenge : Cirque du Soleil = 100
• EXERCISES AND STUDY MATERIALS = 101
• UP CLOSE CASE : SEXUAL HARASSMENT OR CULTURAL MISUNDERSTANDING? = 104
• INTEGRATIVE VIDEO CASE 1 : THE CONTEXT AT JAGGED EDGE = 108
• Part Ⅱ The Individual = 111
• 4 UNDERSTANDING AND MANAGING INDIVIDUAL DIFFERENCES = 111
• Managerial Challenge : Differences Equal Success for the Chicago Bulls = 111
• Elements of Individual Differences = 113
• Determinants of Individual Differences = 113
• Individual Characteristics = 114
• Personality = 114
• Values = 114
• Attitudes = 114
• Abilities and Skills = 115
• The Effect of Individual Characteristics on Behavior = 115
• Individual Characteristics Set the Limits = 116
• A Word of Caution = 116
• CHANGE CHALLENGE : Use of Personality in Management Decisions = 117
• Understanding Personality = 117
• The Big Five Personality Dimensions = 118
• What Are the Five Dimensions? = 118
• Implications for Management = 119
• Personality Traits = 120
• Locus of Control = 120
• Type A = 122
• Self-Monitoring = 125
• Machiavellian Personality = 128
• A Question of Ethics : Using Personality Tests = 129
• Understanding Values = 130
• Value System and Culture = 130
• MANAGERIAL ADVICE FROM THE EXPERTS : Handling Problem Employees = 131
• Types of Values = 131
• Culture and Values = 132
• Values and Ethics = 134
• Value Conflict = 134
• A Question of Ethics : Value Differences? = 134
• Understanding Work-Related Attitudes : Job Satisfaction = 135
• Job Satisfaction and Performance = 136
• CAREER ADVICE FROM THE EXPERTS : What to Do If You Are Dissatisfied with Your Job = 137
• Using Individual Differences in Organizations = 137
• Individual Difference Testing in Fluman Decisions = 138
• Legal, Ethical, and Managerial Issues = 138
• Self-Awareness = 139
• Individual Differences in Context = 140
• A Look Back at the Managerial Challenge : The Chicago Bulls = 141
• EXERCISES AND STUDY MATERIAL = 142
• UP CLOSE CASE : THE IMPOSSIBLE OLD-TIMER AT SUPER SOFT = 145
• THE BIG PICTURE CASE : THE BUSINESS OF MUSIC AT KNITMEDIA = 146
• 5 UNDERSTANDING PEOPLE : SOCIAL PERCEPTION = 149
• Managerial Challenge : Pearson PLC, Fighting Stereotypes = 149
• The Perception Process = 150
• Physical and Social Perception = 151
• Basic Perception Processes = 151
• Culture and Perception = 153
• The Three Stages of Perception = 154
• Attention Stage = 154
• Organization Stage = 155
• Schemas in the Balance = 155
• Schemas and Culture = 156
• Interpretation and Judgment Stage = 158
• The Attribution Process = 158
• Information We Use to Make Attributions = 159
• Making Attributions About Our Own Behavior = 160
• Perceptual Biases = 161
• Biases = 161
• Halo and Similarity Effects = 161
• Stereotypes = 162
• Primacy and Regency = 163
• A Question of Ethics : Whistle Blowing or Political Correctness? = 163
• Fundamental Attribution Error = 164
• Self-Serving Bias = 165
• Difficulty in Overcoming Biases = 166
• CHANGE CHALLENGE : Perceiving Others Through Electronic Vibes = 166
• Managing Biases = 169
• MANAGERIAL ADVICE FROM THE EXPERTS : Managing Perceptions = 170
• Image Management : Hypocrisy or Wise Management? = 171
• Managing Impressions Through Self-Presentation = 171
• Tactics of Impression Management = 172
• A Question of Ethics : Exaggeration or a Lie? = 174
• Evaluating Performance = 174
• Performance Evaluation Methods = 175
• Three General Approaches = 175
• Which System Should Managers Use? = 176
• Elements of a Well-Designed Performance Evaluation System = 177
• CAREER ADVICE FROM THE EXPERTS : Making the Best of a Bad Review = 177
• Perception in Context = 179
• A Look Backs at the Managerial Challenge : Pearson PLC = 180
• EXERCISES AND STUDY MATERIALS = 181
• UP CLOSE CASE : A SMILE IS JUST A SMILE, OR IS IT? = 185
• THE BIG PICTURE CASE : REBUILDING MORRISON KNUDSEN = 186
• 6 MANAGING PERFORMANCE THROUGH MOTIVATION AND OUTCOMES = 189
• Managerial Challenge : Rebuilding at Malden Mills = 189
• What Is Motivation? = 190
• Importance of Motivation = 190
• Current Trends and Limitations of Motivation Research = 191
• What the Research Findings Tell Us = 191
• What Motivates People Depends on the Culture = 192
• CAREER ADVICE FROM THE EXPERTS : Managing a Portfolio Career = 192
• Components of Motivation = 194
• Managing Performance Through Motivation : The Expectancy Framework = 195
• Factors That Affect Motivation = 197
• The Individual Component = 197
• Individual Personality Differences = 197
• Needs = 197
• Culture = 198
• The Work = 198
• Job Design = 199
• Training and Working Conditions = 202
• Goal Setting = 203
• MANAGERIAL ADVICE FROM THE EXPERTS : Tips for Redesigning Jobs = 203
• The Organization = 206
• Organizational Culture, Politics, and Trust = 206
• Leadership and Co-Workers = 206
• Equity = 207
• TEAM CHALLENGE : Motivating Team Members = 208
• A Question of Ethics : Secret Salaries = 210
• Managing Performance by Providing Opportunities and Managing Outcomes = 211
• Focusing on Behaviors and Learning = 211
• Learning in Organizations = 211
• Elements of Learning = 212
• Learning Principles = 213
• Consequences of Behavior = 213
• Using Consequences to Manage Behavior = 214
• A Question of Ethics : Attending Social Hours? = 216
• Motivation in Context = 217
• A Look Back at the Managerial Challenge : Rebuilding at Malden Mills = 219
• EXERCISES AND STUDY MATERIALS = 220
• UP CLOSE CASE : TOO MUCH OF A GOOD THING = 224
• THE BIG PICTURE CASE : CAN AT○T SIMULTANEOUSLY CUT AND MOTIVATE? = 225
• INTEGRATIVE VIDEO CASE 2 : THE INDIVIDUAL AT JAGGED EDGE = 227
• Part Ⅲ The Group = 229
• 7 THE BUILDING BLOCKS OF GROUP BEHAVIOR = 229
• Managerial Challenge : James Cameron's Titanic = 229
• Basic Elements = 230
• Types of Groups = 231
• Why We Join Groups and the Role of Culture = 232
• National and Organizational Culture = 232
• CAREER ADVICE FROM THE EXPERTS : Learn to Work in Groups = 234
• When to Use Groups = 235
• Factors in the Use of Groups = 235
• Advantages and Disadvantages of Groups = 236
• Advantages = 236
• Disadvantages = 238
• Internal Group Structure = 239
• Group Size and Composition = 239
• Group Size = 239
• Group Composition = 240
• A Question of Ethics : How Homogeneous Should a Group Be? = 240
• Roles and Norms = 241
• Roles in Groups = 241
• Task Roles = 241
• Norms = 243
• Cohesion, Conformity, and Deviance = 245
• Building Cohesive Groups = 245
• Advantages and Disadvantages of Cohesion = 246
• CHANGE CHALLENGE : Introducing Conflict in Groups = 247
• A Special Problem of Cohesive Groups : Groupthink = 248
• Elements of Groupthink = 248
• Preventing Groupthink = 249
• Deviance in Groups = 250
• A Question of Ethics : How Far Should Groups Go to Enforce Norms? = 250
• Deviance as a Creative Process : Idiosyncrasy Credit = 251
• Stages of Group Development = 252
• Stages and Challenges = 252
• Using Stages to Manage Groups = 253
• MANAGERIAL ADVICE FROM THE EXPERTS : Leadership in Groups = 254
• Groups in Context = 255
• A Look Back at the Managerial Challenge : James Cameron's Titantic = 256
• EXERCISES AND STUDY MATERIALS = 257
• UP CLOSE CASE : THE LUCKY DOZEN = 261
• THE BIG PICTURE CASE : POWERING UP FOR GREEN ENERGY = 262
• 8 TURNING GROUPS INTO TEAMS = 265
• Managerial Challenge : The Tokyo String Quartet = 265
• What's a Team? = 266
• Key Characteristics of Teams = 267
• How Do Teams Fit in Today's Organizations? = 268
• Effect of National Culture and Diversity on Teams = 269
• A Question of Ethics : Equal Work = 270
• CHANGE CHALLENGE : Teams and Existing Organizational Cultures = 271
• Types of Teams = 272
• From Work Teams to Process Teams = 272
• Simple Work Teams : Quality Circles = 273
• Administrative Team Example : Management Teams = 274
• Cross-Departmental Team Examples : Cross-Functional Teams and Task Forces = 275
• MANAGERIAL ADVICE FROM THE EXPERTS : Managing Cross-Functional Task Forces = 276
• Process Teams = 276
• Self-Managed Teams = 277
• Characteristics of SMTs = 277
• A Question of Ethics : Unions and Teams = 278
• CAREER ADVICE FROM THE EXPERTS : How to Build Your Teaming Skills = 279
• Making Teams Effective Through Team Building = 279
• Team Cohesion, Maturity, and Composition = 280
• Handling Diversity = 280
• Developing Trust = 281
• Setting Clear Goals = 282
• Selecting Team Members Who Complement One Another = 282
• Appropriate Leadership = 284
• Providing Training = 284
• Rewarding the Team = 285
• Teams in Context = 286
• Creating an Organizational Culture That Supports Teams = 286
• Adjusting the Structure to Support Teams = 287
• Teams as a Competitive Strategic Advantage = 289
• Using Technology to Support Teams = 290
• A Look Back at the Managerial Challenge : The Tokyo String Quartet = 291
• EXERCISES AND STUDY MATERIALS = 292
• UP CLOSE CASE : BUILDING CROSS-NATIONAL TEAMS = 296
• THE BIG PICTURE CASE : VIRTUAL TEAMWORK AT IBM = 297
• 9 LEADING PEOPLE = 299
• Managerial Challenge : Samsung = 299
• Leadership Basics = 300
• What Is Leadership? = 301
• The Three Appraoches to Understanding Leadership = 301
• Early Trait Approach = 301
• Current Views of Traits in Leadership = 302
• Behavior Approach = 302
• Contingency Approach = 303
• Be Mindful of Cross-Cultural Differences = 304
• A Question of Ethics : How Much Is a Leader Worth? = 304
• Contingency Leadership = 305
• Fiedler's Contingency Model = 305
• Leader's Style = 305
• Situational Control = 307
• Predictions of the Model = 307
• Evaluation and Application = 309
• MANAGERIAL ADVICE FROM THE EXPERTS : How to Change Your Leadership Situation = 309
• The Normative Decision Model = 310
• Leader's Decision Styles = 310
• Contingency Variables : Defining the Problem = 311
• The Model's Predictions = 312
• Evaluation and Application = 313
• Path-Goal Theory = 314
• Elements and Predictions = 314
• Limitations and Practical Applications = 315
• Leader-Member Exchange = 315
• Elements and Predictions = 315
• Effects of National and Ethnic Culture = 316
• Limitations and Applications = 316
• Substitutes for Leadership = 317
• Substitutes and Neutralizers = 318
• TEAM CHALLENGE : What Is the Best Way to Lead Teams? = 318
• Limitations and Applications = 319
• Change-Oriented Leadership = 321
• Charismatic Leadership : A Relationship Between Leaders and Followers = 321
• Charismatic Leaders and Their Followers = 322
• The Charismatic Situation = 324
• Cultural Factors = 325
• Limitations and Applications = 326
• A Question of Ethics : Unethical Charismatic Leadership = 326
• Transformational Leadership = 327
• Transactional Leadership = 327
• Transformational Leadership = 327
• Visionary and Exemplary Leadership = 328
• Limitations and Applications of Change-Oriented Leadership = 329
• CAREER ADVICE FROM THE EXPERTS : Building Credibility = 330
• Leadership in Context = 331
• A Look Back at the Managerial Challenge : Samsung = 332
• EXERCISES AND STUDY MATERIALS = 333
• UP CLOSE CASE : CENTRALIZING PURCHASING = 336
• THE BIG PICTURE CASE : THE BRAINS AND HEART OF SOUTHWEST AIRLINES = 337
• INTEGRATIVE VIDEO CASE 3 : THE GROUP AT JAGGED EDGE = 340
• Part Ⅳ Organizational Processes = 343
• 10 MAKING DECISIONS = 343
• Managerial Challenge : Philips Electronics = 343
• Five Decision-Making Models = 344
• Rational Decision Making : The Ideal = 344
• The Eight Steps of Rational Decision Making = 345
• Bounded Rationality : The Reality = 346
• Linear Models versus Intuition = 348
• The Garbage Can Model = 349
• Culture in Decision Making = 351
• Rules and Biases in Decision Making = 354
• Decision-Making Rules : Heuristics = 354
• CHANGE CHALLENGE : How Managers Use Information About a Changing Environment = 355
• Decision-Making Biases = 356
• Escalation of Commitment = 356
• Cognitive Dissonance = 358
• Propensity for Risk = 359
• Relying on Past Experience = 359
• A Question of Ethics : Dealing with Dissonance = 359
• Creativity in Decision Making = 360
• Characteristics of Creative People = 361
• Factors in Creativity = 362
• Questioning Attitude = 362
• Culture, Structure, and Leadership = 362
• Fear of Risk = 363
• Tools for Encouraging Individual Creativity = 364
• Group Decision Making = 365
• Special Features of Group Decision Making = 365
• MANAGERIAL ADVICE FROM THE EXPERTS : Creativity in Organizations = 366
• CAREER ADVICE FROM THE EXPERTS : Developing Facilitation Skills = 367
• Tools for Group Decision Making = 367
• Nominal Group Technique = 367
• Delphi = 368
• Other Group Support Systems = 369
• A Question of Ethics : Foul Play in Delphi = 369
• Decision Making in Context = 370
• A Look Back at the Managerial Challenge : Philips Electronics = 371
• EXERCISES AND STUDY MATERIALS = 372
• UP CLOSE CASE : THE ROAD TO HELL IS PAVED WITH GOOD INTENTIONS = 379
• THE BIG PICTURE CASE : KODAK'S DECISION TO GO DIGITAL = 380
• 11 USING POWER AND ORGANIZATIONAL POLITICS = 383
• Managerial Challenge : Fidelity Investments = 383
• Power = 384
• Sources of Power Related to Individuals = 384
• Five Sources of Individual Power = 385
• A Question of Ethics : What Can You Ask Your Employees to Do for You? = 386
• Consequences of Individual Sources of Power = 387
• CAREER ADVICE FROM THE EXPERTS : Changing Your Power Base Throughout Your Career = 388
• Sources of Power Related to the Organization = 388
• Culture, Gender, and Power = 390
• Culture and Power = 390
• Gender and Power = 390
• Sexual Harassment and Power = 392
• MANAGERIAL ADVICE FROM THE EXPERTS : Using Power and Influence Wisely = 393
• The Dark Side of Power : Corruption = 393
• Causes and Consequences of the Corruption of Power = 393
• A Question of Ethics : How Should Managers Get Involved? = 394
• Potential Remedies for the Corruption of Power = 395
• The Potential Benefits of Empowerment = 396
• Politics in Organizations = 397
• The Political Model of Organizations = 398
• How National and Ethnic Cultures Relate to Organizational Politics = 399
• Conditions That Encourage Organizational Politics = 400
• Uncertain Resource Allocation = 400
• Coordination and Integration = 401
• Leadership = 402
• Political Tactics = 403
• Building Relationships = 404
• Controlling Resources, Decisions, and Decision-Making Criteria = 404
• TEAM CHALLENGE : Developing a Power Base = 405
• Image Management : Visibility and Avoidance = 406
• Blame and Ingratiation = 406
• Managing Political Behavior = 407
• Power and Politics in Context = 407
• A Look Back at the Managerial Challenge : Fidelity Investments = 408
• EXERCISES AND STUDY MATERIALS = 409
• UP CLOSE CASE : GOING PLACES = 413
• THE BIG PICTURE CASE : THE TURNER AND LEVIN SHOW AT TIME WARNER = 414
• 12 COMMUNICATING EFFECTIVELY = 417
• Managerial Challenge : Avon Products = 417
• Elements of Communication = 418
• Elements of Organizational Communication = 418
• Sender, Encoding, and Message = 419
• Receiver, Decoding, and Interpretation = 420
• Feedback = 420
• Noise = 420
• Nonverbal Communication = 421
• Occulesics and Kinesics = 421
• Paralinguistics = 422
• Proxemics = 422
• Tactilics = 424
• A Question of Ethics : Is Your Office Private? = 424
• Communicating in Organizations = 426
• Formal and Informal Communication = 426
• Direction of Communication = 427
• Upward Communication = 428
• Downward Communication = 428
• Lateral Communication = 429
• A Question of Ethics : Not Allowed to Tell = 429
• CHANGE CHALLENGE : 360-Degree Feedback = 430
• External Organizational Communication = 430
• External Strategic Communication = 431
• How Can Managers Communicate Strategically? = 432
• CAREER ADVICE FROM THE EXPERTS : Learning New Skills = 434
• Tools of Effective Communication = 434
• Barriers to Effective Communication = 434
• Individual Barriers : Perceptual Biases = 434
• Organizational Barriers = 435
• Active Listening = 436
• Effective Feedback = 437
• Supportive Communication = 437
• Technology and Communication = 439
• Electronic Mail = 439
• The Internet and Other Communication Options = 440
• Evaluating the Quality of Information = 440
• The Effect of Expanding Communication Options = 440
• Group Support Systems = 441
• Ethics in Communication = 442
• Communication in Context = 443
• A Look Back at the Managerial Challenge : Avon Products = 445
• EXERCISES AND STUDY MATERIALS = 446
• UP CLOSE CASE : E-MAIL ABUSE = 449
• THE BIG PICTURE CASE : COMMUNICATION AT THE CROSSROADS FOR LEVI STRAUSS = 450
• 13 MANAGING CONFLICT AND NEGOTIATING = 453
• Managerial Challenge : Arthur Andersen and Andersen Consulting = 453
• Understanding and Managing Conflict = 454
• Views of Conflict = 455
• Conflict : Dysfunctional or Beneficial? = 455
• The Middle Ground = 455
• Consequences of Conflict = 456
• Types and Levels of Conflict = 458
• National Culture, Organizational Culture, and Conflict = 460
• Individual Conflict Management Styles = 461
• The Five Conflict Management Styles = 461
• Which Style Is Best? = 463
• CAREER ADVICE FROM THE EXPERTS : Managing Conflict = 465
• Organizational Sources of Conflict = 465
• Goal Incompatability and Differentiation = 465
• Interdependence = 466
• Uncertainty and Resource Scarcity = 466
• Reward System = 466
• Managing Conflict = 467
• Preventing and Reducing Conflict = 467
• Increasing or Stimulating Conflict = 469
• A Question of Ethics : How Much Conflict Is Ethical? = 470
• Negotiating = 470
• Culture = 471
• Elements and Phases of Negotiation = 472
• A Question of Ethics : How Should You Handle the Information? = 473
• Ethics and Negotiation = 474
• Common Mistakes in Negotiation = 475
• Negotiation Strategies = 476
• MANAGERIAL ADVICE FROM THE EXPERTS : Become a Better Negotiator = 477
• General Elements of Negotiating Strategies = 477
• Specific Individual Negotiating Strategies = 477
• Third-Party Strategies = 480
• TEAM CHALLENGE : Negotiating in Teams = 481
• Managing Conflict and Negotiating in Context = 483
• A Look Back at the Managerial Challenge : Arthur Andersen and Andersen Consulting = 484
• EXERCISES AND STUDY MATERIALS = 485
• UP CLOSE CASE : "WE ARE SO HAPPY TO BE ABLE TO ACCOMMODATE YOU" = 488
• THE BIG PICTURE CASE : THE UNITED STATES VERSUS MICROSOFT = 489
• 14 MANAGING CHANGE = 491
• Managerial Challenge : DaimlerChrysler = 491
• Force and Types of Change = 492
• Forces for Change = 493
• External Forces = 493
• Internal Forces = 495
• The Influence of Culture = 495
• Types of Change = 496
• Planned and Unplanned Change = 496
• Evolutionary and Revolutionary Change = 497
• MANAGERIAL ADVICE FROM THE EXPERTS : Implementing TQM Principles = 498
• Changing Elements Within Organizations = 499
• Resistance to Change = 500
• Causes of Resistance = 501
• Organizational Factors = 501
• Group Factors = 502
• Individual Factors = 503
• Dealing with Resistance = 503
• TEAM CHALLENGE : Changing Team Members' Participation = 503
• A Question of Ethics : Cooperating with Resistance = 504
• Models and Processes of Planned Change = 505
• Lewin's Force Field Analysis of Change = 505
• Three Stages of Change = 506
• Nadler's Systems Model = 507
• Process of Change = 508
• Change Agents = 509
• Dealing with Unplanned Change = 510
• A Question of Ethics : Pay for Performance = 511
• Organizational Development and Learning Organizations = 511
• Organizational Development = 511
• Principles and Steps = 511
• OD Methods = 512
• Learning Organizations = 514
• The Five Disciplines = 514
• Organizational Learning Disabilities = 515
• Applying the Five Disciplines = 516
• CAREER ADVICE FROM THE EXPERTS : Learning Business Languages = 516
• Change in Context = 518
• A Look Back at the Managerial Challenge : DaimlerChrysler = 520
• EXERCISES AND STUDY MATERIALS = 521
• UP CLOSE CASE : PUSHING THE SALES TEAM INTO THE TWENTY-FIRST CENTURY = 525
• THE BIG PICTURE CASE : FOLLOWING A LEGEND AT COCA-COLA = 526
• INTEGRATIVE VIDEO CASE 4 : ORGANIZATIONAL PROCESSES AT JAGGED EDGE = 529
• Part Ⅴ The Person-Organization Fit = 531
• 15 EFFECTIVENESS : THE PERSON-ORGANIZATION FIT = 531
• Managerial Challenge : Olmec Toys = 531
• What Is Effectiveness? = 532
• Culture and Effectiveness = 533
• Individual Effectiveness = 534
• Stress = 534
• Definition = 534
• Consequences = 536
• Factors That Influence Stress = 537
• A Question of Ethics : Stress Programs for All? = 539
• Managing Stress = 542
• CAREER ADVICE FROM THE EXPERTS : Handling an Abusive Boss = 542
• Building a Successful Career = 546
• Careers in the Twenty-First Century = 546
• Career Stages = 547
• A Question of Ethics : New Jobs or Irresponsibility? = 547
• MANAGERIAL ADVICE FROM THE EXPERTS : Sabbaticals to Revive Employees = 549
• Special Considerations : Helping Women Be Effective in Organizations = 550
• CHANGE CHALLENGE : Dual-Career Couples and Other Novelties = 551
• Trends in Organizational Effectiveness = 553
• Stakeholders, Quality, and Flexibility = 554
• Identifying the Best Companies : Benchmarking = 556
• Creating a Fit Between the Person and the Organization = 557
• Effectiveness in Context = 558
• A Look Back at the Managerial Challenge : Olmec Toys = 560
• EXERCISES AND STUDY MATERIALS = 561
• UP CLOSE CASE : WESTERN CENTRAL UNIVERSITY TRIES TO DEFINE EFFECTIVENESS = 564
• THE BIG PICTURE CASE : WORKING HARD TO IMPROVE WORKING CONDITIONS = 565
• INTEGRATIVE VIDEO CASE 5 : THE PERSON- ORGANIZATION FIT AT JAGGED EDGE = 568
• APPENDIX 1 THE HISTORY OF MANAGEMENT IDEAS = 571
• APPENDIX 2 RESEARCH METHODS IN ORGANIZATIONAL BEHAVIOR = 579
• APPENDIX 3 SCORING KEYS = 585
• GLOSSARY = 589
• PHOTO CREDITS = 598
• INDEX = 599