Organizational behavior

698 Comprehensive Cases control over them, and their image. “Newskool Grooves music tools, and it has had to move into the production is always ahead of the pack. In this business, if you can’t of hardware, such as drum machines and amplifiers keep up, you’re out. And we are the company everyone that incorporate its computer technology. Making this else must keep up with. Everyone knows when they get massive market change might be challenging for some something from us, they’re getting only the best and companies, but for an organization that reinvents it- the newest.” self every 2 or 3 years like Newskool does, the bigger fight is a constant war against stagnation and rigidity. The company headquarters are in Berlin, the nerve center for the organization, where new products are The organization has a very decentralized culture. developed and the organizational strategy is estab- With only 115 employees, the original management lished. Newskool outsources a great deal of its coding philosophy of allowing all employees to participate in work to programmers in Kiev, Ukraine. Its marketing decision making and innovation is still the lifeblood of efforts are increasingly based in its Los Angeles offic- the company’s culture. One developer notes, “At News- es. This division of labor is at least partially based on kool, they want you to be part of the process. If you are a technical expertise and cost issues. The German team person who wants to do what you’re told at work, you’re excels at design and production tasks. Because most in trouble. Most times, they can’t tell you what they want of Newskool’s customers are English speakers, the you to do next—they don’t even know what comes next! Los Angeles office has been the best group to write That’s why they hire employees who are creative, people ads and market products. The Kiev offices are filled who can try to make the next thing happen. It’s chal- with outstanding programmers who don’t require the lenging, but a lot of us think it’s very much an exciting very high rates of compensation you’d find in German environment.” or U.S. offices. The combination of high-tech soft- ware, rapid reorganization, and outsourcing makes The Boundaryless Environment Newskool the very definition of a boundaryless orga- nization. Because so much of the work can be performed on computers, Finger decided early to allow employees Finger also makes the final decision on hiring every to work outside the office. The senior management employee for the company and places a heavy empha- in Berlin and Los Angeles are both quite happy with sis on independent work styles. “Why would I want to this arrangement. Because some marketing work does put my company in the hands of people I can’t count require face-to-face contact, the Los Angeles office has on?” he asks with a laugh. “They have to believe in what weekly in-person meetings. Employees who like News- we’re doing here, really understand our direction and kool are happiest when they can work through the be able to go with it. I’m not the babysitter, I’m not the night and sleep most of the day, firing up their com- school master handing out homework. School time is puters to get work done at the drop of a hat. Project over. This is the real world.” discussions often happen via social networking on the company’s intranet. The Work Culture The Kiev offices have been less eager to work with Employees want to work at this company because it’s the boundaryless model. Managers say their comput- cutting edge. Newskool’s software is used by a number er programmers find working with so little structure of dance musicians and DJs, who have been the firm’s rather uncomfortable. They are more used to the idea core market, seeing it as a relatively expensive but very of a strong leadership structure and well-defined work high-quality and innovative brand. Whenever the rest processes. of the market for music software goes in one direction, it seems like Newskool heads in a completely different “When I started,” says one manager, “Gerd said direction in an effort to keep itself separate from the getting in touch with him would be no problem, getting pack. This strategy has tended to pay off. While com- in touch with L.A. would be no problem. We’re small, petitors develop similar products and therefore need we’re family, he said. Well, it is a problem. When I call to continually lower their prices to compete with one L.A., they say to wait until their meeting day. I can’t another, Newskool has kept revenues high by creating always wait until they decide to get together. I call completely new types of products that don’t face this Gerd—he says, ‘Figure it out.’ Then when I do, he says type of price competition. it isn’t right and we have to start again. If he just told me in the first place, we would have done it.” Unfortunately, computer piracy has eroded News- kool’s ability to make money with just software-based Some recent events have also shaken up the com- pany’s usual way of doing business. Developers in

Case 4 Boundaryless Organizations 699 the corporate offices had a major communications challenges of so many workers heading in so many dif- breakdown about their hardware DJ controller, which ferent directions. You will need to prepare a report for required many hours of discussion to resolve. It seems the company’s executive committee. Your report should that people who seldom met face to face had all made read like a proposal to a corporate executive who has a progress—but had moved in opposite directions. great deal of knowledge about the technical aspects of To  test and design the company’s hardware products, his company but might not have much knowledge of employees apparently need to do more than send each organizational behavior. other code; sometimes they need to collaborate face to face. Some spirited disagreements have been voiced When you write, make sure you touch on the follow- within the organization about how to move forward in ing points: this new environment. CC-24. Identify some of the problems likely to occur The offices are experiencing additional difficulties. in a boundaryless organization like Newskool Since the shift to newer products, Sandra Pelham in the Grooves. What are the advantages of boundary- Los Angeles office has been more critical of the com- less organizations? pany. “With the software, we were more limited in the CC-25. Consider some of the cultural issues that will kinds of advertising media we could access. So now, with affect a company operating in such different the hardware—real instruments—we finally thought, parts of the world and whose employees may ‘All right, this is something we can work with!’ We had not be representative of the national cultures a whole slate of musicians and DJs and producers to of each country. Are the conflicts you observe a contact for endorsements, but Gerd said, ‘No way.’ He function of the different types of work people didn’t want customers who only cared that a celebrity have to perform? liked us. He scrapped the whole campaign. He says CC-26. Based on what you know about motivation and we’re all about creativity and doing our own thing— personality, what types of people are likely to until we don’t want to do things his way.” be satisfied in each area of the company? Use concepts from job characteristics theory and Although the organization is not without problems, the emerging social relationships perspec- there is little question Newskool has been a stand- tive on work to describe what might need to out success in the computer music software industry. change to increase employee satisfaction in all While many are shuttering their operations, Newskool areas. is using its market power to push forward the next CC-27. What types of human resources practices need generation of electronic music-making tools. As Gerd to be implemented in this sort of organiza- Finger puts it, “Once the rest of the industry has got- tion? What principles of selection and hiring ten together and figured out how they’re all going to are likely to be effective? Which Big Five traits cope with change, they’ll look around and see that and abilities might Newskool supervisors want we’re already three miles ahead of them down the to use for selection? road to the future.” CC-28. What kind of performance measures might you want to see for each office? Your Assignment CC-29. How can the company establish a socialization program that will maximize employee creativ- Finger has asked for your advice on how to keep his ity and independence? Do employees in all its organization successful. He wants to have some sort locations need equal levels of creativity? of benchmark for how other boundaryless organiza- tions in the tech sector stay competitive despite the

700 Comprehensive Cases 5C a s e The Stress of Caring Learning Goals come under increasing government scrutiny following investigations that turned up widespread patient abuse One of the most consistent changes in the structure of and billing fraud. Parkway has always had outstanding work over the past few decades has been a shift from patient care, and no substantiated claim of abuse or ne- a manufacturing economy to a service economy. More glect in any of its homes has ever been made, but the workers are now engaged in jobs that include provid- need for increased documentation will still affect the ing care and assistance, especially in education and company. As the federal government tries to trim Medi- medicine. This work is satisfying for some people, but care expenses, Parkway may face a reduction in funding. it can also be highly stressful. In the following scenario, consider how a company in the nursing care industry is The Problem responding to the challenges of the new environment. As growth has continued, Parkway has remained com- Major Topic Areas mitted to providing dignity and health to all residents in its facilities. The board of directors wants to see • Stress renewed commitment to the firm’s mission and core • Organizational change values, not a diffusion of its culture. Its members are • Emotions worried there might be problems to address. Interviews • Leadership with employees suggest there’s plenty to worry about. The Scenario Shift leader Maxine Vernon has been with Parkway for 15 years. “Now that the government keeps a closer Parkway Nursing Care is an organization facing a mas- eye on our staffing levels, I’ve seen management do sive change. The company was founded in 1972 with just what it can to keep positions filled, and I don’t always two nursing homes in Phoenix, Arizona. The company agree with who is hired. Some of the basic job skills can was very successful, and throughout the 1980s it contin- be taught, sure, but how to care for our patients—a lot ued to turn a consistent profit while slowly acquiring of these new kids just don’t pick up on that.” or building 30 more units. This low-profile approach changed forever in 1993 when venture capitalist Robert “The problem isn’t with staff—it’s with Parkway’s Quine decided to make a major investment in expand- focus on filling the beds,” says nurse’s aide Bobby Reed. ing Parkway in return for a portion of its profits over the “When I started here, Parkway’s reputation was still about coming years. The number of nursing homes exploded, the service. Now it’s about numbers. No one is intention- and Parkway was operating 180 homes by the year 2000. ally negligent—there just are too many patients to see.” The company now has 220 facilities in the southwest- A recent college graduate with a B.A. in psychol- ern United States, with an average of 115 beds per facil- ogy, Dalton Manetti is more stressed than he expected ity and a total of nearly 30,000 employees. In addition he would be. “These aren’t the sweet grannies you see to health care facilities, it also provides skilled in-home in the movies. Our patients are demanding. They com- nursing care. Parkway is seen as one of the best care plain about everything, even about being called patients, facilities in the region, and it has won numerous awards probably because most of them think they shouldn’t be for its achievements in the field. here in the first place. A lot of times, their gripes amount to nothing, but we have to log them in anyway.” As members of the Baby Boom generation become senior citizens, the need for skilled care will only Carmen Frank has been with Parkway almost a year increase. Parkway wants to make sure it is in a good posi- and is already considering finding a new job. “I knew tion to meet this growing need. This means the com- there were going to be physical parts to this job, and pany must continue expanding rapidly. I thought I’d be able to handle that. It’s not like I was looking for a desk job, you know? I go home after every The pressure for growth is one significant challenge, shift with aches all over—my back, my arms, my legs. I’ve but it’s not the only one. The nursing home industry has never had to take so much time off from a job because I hurt. And then when I come back, I feel like the rest of the staff thinks I’m weak.”

Case 5 The Stress of Caring 701 Year Patients Injuries Incidents Certified Other Turnover 2000 21,200 per Staff per Patient Absences Absences Rate 2001 22,300 Member per Staff per Staff 0.31 2002 22,600 4.98 0.29 2003 23,100 3.32 5.37 4.55 3.14 0.28 2004 23,300 3.97 5.92 5.09 3.31 0.35 2005 23,450 4.87 6.36 4.71 3.47 0.31 2006 23,600 4.10 6.87 5.11 3.61 0.28 2007 24,500 4.21 7.36 5.66 4.03 0.36 2008 24,100 5.03 7.88 5.33 3.45 0.33 2009 25,300 5.84 8.35 5.28 4.24 0.35 5.62 8.84 5.86 4.06 0.35 7.12 9.34 5.63 3.89 6.95 6.11 4.28 “I started working here right out of high school can support. The human resources department conduct- because it was the best-paid of the jobs I could get,” says ed focus groups, asking employees to describe some of Niecey Wilson. “I had no idea what I was getting myself their concerns and suggestions for the future. The focus into. Now I really like my job. Next year I’m going groups highlighted a number of suggestions, although to start taking some night classes so I can move into they don’t all suggest movement in the same direction. another position. But some of the staff just think of this as any other job. They don’t see the patients as people, Many suggestions concerned schedule flexibility. more like inventory. If they want to work with inventory, One representative comment was this: “Most of the stress they should get a job in retail.” on this job comes because we can’t take time off when we need it. The LPNs [licensed practical nurses, who do Last month, the company’s human resources depart- much of the care] and orderlies can’t take time off when ment pulled the above information from its records they need to, but a lot of them are single parents or pri- at  the request of the board of directors. The numbers mary caregivers for their own children. When they have provide some quantitative support for the concerns to leave for child care responsibilities, the work suffers voiced by staff. and there’s no contingency plan to help smooth things over. Then everyone who is left has to work extra hard. Injuries to staff occur mostly because of back strain The person who takes time off feels guilty, and there from lifting patients. Patient incidents reflect injuries can be fights over taking time off. If we had some way due to slips, falls, medication errors, or other accidents. of covering these emergency absences, we’d all be a lot Certified absences are days off from work due to medi- happier, and I think the care would be a lot better.” cally verified illnesses or injuries. Other absences are days missed that are not due to injuries or illnesses; Other suggestions proposed a better method for these are excused absences (unexcused absences are communicating information across shifts. Most of the grounds for immediate firing). documentation for shift work is done in large spiral notebooks. When a new shift begins, staff members Using Organizational say they don’t have much time to check on what hap- Development to Combat pened in the previous shift. Some younger caregivers Stress and Improve would like to have a method that lets them document Performance patient outcomes electronically because they type faster than they can write. The older caregivers are more com- The company wants to use such organizational mitted to the paper-based process, in part because they development methods as appreciative inquiry (AI) to think switching systems would require a lot of work. create change and reenergize its sense of mission. As the (Government regulations on health care reporting chapter on organizational change explains, AI proce- require that any documentation be made in a form that dures systematically collect employee input and then use cannot be altered after the fact, to prevent covering up this information to create a change message everyone abuse, so specialized software systems must be used for electronic documentation.) Finally, the nursing care staff believes its perspec- tives on patient care are seldom given an appropriate

702 Comprehensive Cases hearing. “We’re the ones who are with the patients most CC-31. The company is going to be making some sig- of the time, but when it comes to doing this the right nificant changes based on the AI process, and way, our point of view gets lost. We really could save a most change efforts are associated with resis- lot of money by eliminating some of these unnecessary tance. What are the most common forms of routines and programs, but it’s something management resistance, and which would you expect to see always just says it will consider.” Staff members seem to at Parkway? want some way to provide suggestions for improvement, but it isn’t clear what method they would prefer. CC-32. Given the board of directors’ desire to reener- gize the workforce, what advice would you pro- Your Assignment vide for creating a leadership strategy? What leader behaviors should nursing home direc- Parkway has taken some initial steps toward a new direc- tors and nurse supervisors demonstrate? tion, but clearly it has a lot of work left to do. You’ve been brought in as a change management consultant to help CC-33. What are the major sources of job stress at the company change its culture and respond to the stress Parkway? What does the research on employee that employees experience. Remember to create your stress suggest you should do to help minimize report as if for the leadership of a major corporation. the experience of psychological strain for em- ployees? Create a plan for how to reduce stress When you write your recommendations, make sure among employees. you touch on the following points: CC-30. What do the data on employee injuries, inci- CC-34. Based on the information collected in the focus groups, design a survey to hand out dents, absences, and turnover suggest to you? Is to employees. What sort of data should the there reason for concern about the company’s survey gather? What types of data analy- direction? sis methods would you like to employ for these data?

Glossary ability An individual’s capacity to perform the various tasks BATNA The best alternative to a negotiated agreement; the in a job. least the individual should accept. accommodating The willingness of one party in a conflict to behavioral component An intention to behave in a certain way place the opponent’s interests above his or her own. toward someone or something. action research A change process based on systematic behavioral ethics Analyzing how people actually behave when collection of data and then selection of a change action based confronted with ethical dilemmas. on what the analyzed data indicate. behavioral theories of leadership Theories proposing that affect A broad range of feelings that people experience. specific behaviors differentiate leaders from nonleaders. affect intensity Individual differences in the strength with behaviorally anchored rating scales (BARS) Scales that which individuals experience their emotions. combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees affective component The emotional or feeling segment of an based on items along a continuum, but the points are examples attitude. of actual behavior on the given job rather than general descriptions or traits. affective events theory (AET) A model that suggests that work- place events cause emotional reactions on the part of employees, behaviorism A theory that argues that behavior follows stimuli which then influence workplace attitudes and behaviors. in a relatively unthinking manner. agreeableness A personality dimension that describes Big Five Model A personality assessment model that taps five someone who is good natured, cooperative, and trusting. basic dimensions. allostasis Working to change behavior and attitudes to find biographical characteristics Personal characteristics—such as stability. age, gender, race, and length of tenure—that are objective and easily obtained from personnel records. These characteristics anchoring bias A tendency to fixate on initial information, are representative of surface-level diversity. from which one then fails to adequately adjust for subsequent information. bonus A pay plan that rewards employees for recent perfor- mance rather than historical performance. anthropology The study of societies to learn about human beings and their activities. boundary spanning When individuals form relationships outside their formally-assigned groups. appreciative inquiry (AI) An approach that seeks to identify the unique qualities and special strengths of an organization, bounded rationality A process of making decisions by which can then be built on to improve performance. constructing simplified models that extract the essential features from problems without capturing all their complexity. arbitrator A third party to a negotiation who has the authority to dictate an agreement. brainstorming An idea-generation process that specifically encourages any and all alternatives while withholding any assessment centers A set of performance-simulation tests criticism of those alternatives. designed to evaluate a candidate’s managerial potential. bureaucracy An organization structure with highly routine attitudes Evaluations employees make about objects, people, operating tasks achieved through specialization, very for- or events. malized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans attribution theory An attempt to determine whether an of control, and decision making that follows the chain of individual’s behavior is internally or externally caused. command. attribution theory of leadership A leadership theory that says centralization The degree to which decision making is concen- that leadership is merely an attribution that people make about trated at a single point in an organization. other individuals. chain of command The unbroken line of authority that authentic leaders Leaders who know who they are, know what extends from the top of the organization to the lowest echelon they believe in and value, and act on those values and beliefs and clarifies who reports to whom. openly and candidly. Their followers would consider them to be ethical people. challenge stressors Stressors associated with workload, pres- sure to complete tasks, and time urgency. authority The rights inherent in a managerial position to give orders and to expect the orders to be obeyed. change Making things different. automatic processing A relatively superficial consideration of change agents Persons who act as catalysts and assume the evidence and information making use of heuristics. responsibility for managing change activities. autonomy The degree to which a job provides substantial channel richness The amount of information that can be freedom and discretion to the individual in scheduling the work transmitted during a communication episode. and in determining the procedures to be used in carrying it out. charismatic leadership theory A leadership theory that states availability bias The tendency for people to base their that followers make attributions of heroic or extraordinary judgments on information that is readily available to them. leadership abilities when they observe certain behaviors. avoiding The desire to withdraw from or suppress a conflict. 703

704 Glossary circular structure An organizational structure in which execu- consideration The extent to which a leader is likely to have tives are at the center, spreading their vision outward in rings job relationships characterized by mutual trust, respect for grouped by function (managers, then specialists, then workers). subordinates’ ideas, and regard for their feelings. citizenship Actions that contribute to the psychological envi- contingency variables Situational factors: variables that ronment of the organization, such as helping others when not moderate the relationship between two or more variables. required. contrast effect Evaluation of a person’s characteristics that is coercive power A power base that is dependent on fear of the affected by comparisons with other people recently encoun- negative results from failing to comply. tered who rank higher or lower on the same characteristics. cognitive component The opinion or belief segment of an controlled processing A detailed consideration of evidence and attitude. information relying on facts, figures, and logic. cognitive dissonance Any incompatibility between two or more controlling Monitoring activities to ensure they are being accom- attitudes or between behavior and attitudes. plished as planned and correcting any significant deviations. cognitive evaluation theory A version of self-determination core self-evaluation (CSE) Bottom-line conclusions individuals theory which holds that allocating extrinsic rewards for behav- have about their capabilities, competence, and worth as a person. ior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen core values The primary or dominant values that are accepted as controlling. throughout the organization. cohesiveness The degree to which group members are corporate social responsibility (CSR) An organization’s self- attracted to each other and are motivated to stay in the group. regulated actions to benefit society or the environment beyond what is required by law. collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. cost-minimization strategy A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing collectivism A national culture attribute that describes a tight expenses, and price cutting. social framework in which people expect others in groups of which they are a part to look after them and protect them. counterproductive work behavior (CWB) Intentional employee behavior that is contrary to the interests of the organization, also communication The transfer and the understanding of termed deviant behavior in the workplace or employee withdrawal. meaning. counterproductivity Actions that actively damage the organiza- communication apprehension Undue tension and anxiety tion, including stealing, behaving aggressively toward coworkers, about oral communication, written communication, or both. or being late or absent. communication process The steps between a source and creativity The ability to produce novel and useful ideas. a receiver that result in the transfer and understanding of meaning. critical incidents A way of evaluating the behaviors that are key in making the difference between executing a job effectively competing A desire to satisfy one’s interests, regardless of the and executing it ineffectively. impact on the other party to the conflict. cross-functional teams Employees from about the same compromising A situation in which each party to a conflict is hierarchical level, but from different work areas, who come willing to give up something. together to accomplish a task. conceptual skills The mental ability to analyze and diagnose Dark Triad A constellation of negative personality traits complex situations. consisting of Machiavellianism, narcissism, and psychopathy. conciliator A trusted third party who provides an informal decisions Choices made from among two or more alternatives. communication link between the negotiator and the opponent. deep acting Trying to modify one’s true inner feelings based on display rules. confirmation bias The tendency to seek out information that reaffirms past choices and to discount information that contra- deep-level diversity Differences in values, personality, and dicts past judgments. work preferences that become progressively more important for determining similarity as people get to know one another better. conflict A process that begins when one party perceives that another party has negatively affected, or is about to negatively defensive behaviors Reactive and protective behaviors to avoid affect, something that the first party cares about. action, blame, or change. conflict management The use of resolution and stimulation demands Responsibilities, pressures, obligations, and even techniques to achieve the desired level of conflict. uncertainties that individuals face in the workplace. conflict process A process that has five stages: potential departmentalization The basis by which jobs in an organiza- opposition or incompatibility, cognition and personalization, tion are grouped together. intentions, behavior, and outcomes. dependence B’s relationship to A when A possesses something conformity The adjustment of one’s behavior to align with the that B requires. norms of the group. deviant workplace behavior Voluntary behavior that violates conscientiousness A personality dimension that describes significant organizational norms and, in so doing, threatens someone who is responsible, dependable, persistent, and the well-being of the organization or its members. Also called organized. antisocial behavior or workplace incivility. Referred to often in relation to counterproductive work behavior (CWB).

Glossary 705 discrimination Noting of a difference between things; often like and confronts the possibility that expectations and reality we refer to unfair discrimination, which means making judg- may diverge. ments about individuals based on stereotypes regarding their demographic group. environment Institutions or forces outside an organization that potentially affect the organization’s performance. displayed emotions Emotions that are organizationally required and considered appropriate in a given job. equity theory A theory that says that individuals compare their job inputs and outcomes with those of others and then respond distributive bargaining Negotiation that seeks to divide up a to eliminate any inequities. fixed amount of resources; a win–lose situation. escalation of commitment An increased commitment to a distributive justice Perceived fairness of the amount and previous decision in spite of negative information. allocation of rewards among individuals. ethical dilemmas and ethical choices Situations in which diversity The extent to which members of a group are similar individuals are required to define right and wrong conduct. to, or different from, one another. ethical work climate (EWC) The shared concept of right and diversity management The process and programs by which wrong behavior in the workplace that reflects the true values of managers make everyone more aware of and sensitive to the the organization and shapes the ethical decision making of its needs and differences of others. members. divisional structure An organizational structure that groups evidence-based management (EBM) The basing of managerial employees into units by product, service, customer, or geo- decisions on the best available scientific evidence. graphical market area. exit response Dissatisfaction expressed through behavior dominant culture A culture that expresses the core values that directed toward leaving the organization. are shared by a majority of the organization’s members. expectancy theory A theory that says that the strength of a driving forces Forces that direct behavior away from the status tendency to act in a certain way depends on the strength of an quo (Lewin). expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. dyadic conflict Conflict that occurs between two people. expert power Influence based on special skills or knowledge. dysfunctional conflict Conflict that hinders group performance. extraversion A personality dimension describing someone who effectiveness The degree to which an organization meets the is sociable, gregarious, and assertive. needs of its clientele or customers. faultlines The perceived divisions that split groups into two efficiency The degree to which an organization can achieve its or more subgroups based on individual differences such as sex, ends at a low cost. race, age, work experience, and education. emotional contagion The process by which peoples’ emotions feedback The degree to which carrying out the work activi- are caused by the emotions of others. ties required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her emotional dissonance Inconsistencies between the emotions performance. people feel and the emotions they project. felt conflict Emotional involvement in a conflict that creates emotional intelligence (EI) The ability to detect and to man- anxiety, tenseness, frustration, or hostility. age emotional cues and information. felt emotions An individual’s actual emotions. emotional labor A situation in which an employee expresses organizationally desired emotions during interpersonal transac- femininity A national culture attribute that indicates little tions at work. differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all emotional stability A personality dimension that character- aspects of the society. izes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). Fiedler contingency model The theory that effective groups depend on a proper match between a leader’s style of interact- emotions Intense feelings that are directed at someone or ing with subordinates and the degree to which the situation something. gives control and influence to the leader. employee engagement An individual’s involvement with, satis- filtering A sender’s manipulation of information so that it will faction with, and enthusiasm for the work he or she does. be seen more favorably by the receiver. employee involvement and participation (EIP) A participative fixed pie The belief that there is only a set amount of goods or process that uses the input of employees and is intended to services to be divvied up between the parties. increase employee commitment to organizational success. flexible benefits A benefits plan that allows each employee to employee recognition program An organizational plan to put together a benefits package individually tailored to his or encourage specific behaviors by formally appreciating specific her own needs and situation. employee contributions. flextime Flexible work hours and a core of expected work hours. employee stock ownership plan (ESOP) A company-established benefits plan in which employees acquire stock, often at below- forced comparison Method of performance evaluation where market prices, as part of their benefits. an employee’s performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in encounter stage The stage in the socialization process in her work unit). which a new employee sees what the organization is really

706 Glossary formal channels Communication channels established by an hindsight bias The tendency to believe falsely, after an organization to transmit messages related to the professional outcome of an event is actually known, that one would have activities of members. accurately predicted that outcome. formal group A designated work group defined by an organiza- human skills The ability to work with, understand, and moti- tion’s structure. vate other people, both individually and in groups. formalization The degree to which jobs within an organization idea champions Individuals who take an innovation and are standardized. actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented. full range of leadership model A model that depicts seven management styles on a continuum: laissez-faire, management idea evaluation The process of creative behavior involving the by exception, contingent reward leadership, individualized evaluation of potential solutions to problems to identify the consideration, intellectual stimulation, inspirational motivation, best one. and idealized influence. idea generation The process of creative behavior that involves functional conflict Conflict that supports the goals of the developing possible solutions to a problem from relevant infor- group and improves its performance. mation and knowledge. functional structure An organization structure that groups identification-based trust Trust based on a mutual understand- employees by their similar specialties, roles, or tasks. ing of each other’s intentions and appreciation of each other’s wants and desires. fundamental attribution error The tendency to underestimate the influence of external factors and overestimate the influence illusory correlation The tendency of people to associate two of internal factors when making judgments about the behavior events when in reality there is no connection. of others. imitation strategy A strategy that seeks to move into new prod- general mental ability (GMA) An overall factor of intelligence, ucts or new markets only after their viability has already been as suggested by the positive correlations among specific intel- proven. lectual ability dimensions. impression management (IM) The process by which individu- goal-setting theory A theory that says that specific and difficult als attempt to control the impression others form of them. goals, with feedback, lead to higher performance. individualism A national culture attribute that describes the grapevine An organization’s informal communication network. degree to which people prefer to act as individuals rather than as members of groups. graphic rating scales An evaluation method in which the evalu- ator rates performance factors on an incremental scale. individual ranking An evaluation method that rank-orders employees from best to worst. group Two or more individuals, interacting and interdepen- dent, who have come together to achieve particular objectives. informal channels Communication channels that are cre- ated spontaneously and that emerge as responses to individual group cohesion The extent to which members of a group sup- choice. port and validate one another while at work. informal group A group that is neither formally structured nor group functioning The quantity and quality of a work group’s organizationally determined; such a group appears in response output. to the need for social contact. group order ranking An evaluation method that places employ- informational justice The degree to which employees are ees into a particular classification, such as quartiles. provided truthful explanations for decisions. groupshift A change between a group’s decision and an indi- information gathering The stage of creative behavior when vidual decision that a member within the group would make; possible solutions to a problem incubate in an individual’s the shift can be toward either conservatism or greater risk but mind. it generally is toward a more extreme version of the group’s original position. ingroup favoritism Perspective in which we see members of our ingroup as better than other people, and people not in our groupthink A phenomenon in which the norm for consensus group as all the same. overrides the realistic appraisal of alternative courses of action. initiating structure The extent to which a leader is likely to halo effect The tendency to draw a general impression about define and structure his or her role and those of subordinates in an individual on the basis of a single characteristic. the search for goal attainment. heredity Factors determined at conception; one’s biological, innovation A new idea applied to initiating or improving a physiological, and inherent psychological makeup. product, process, or service. hierarchy of needs Abraham Maslow’s hierarchy of five needs— innovation strategy A strategy that emphasizes the introduc- physiological, safety, social, esteem, and self-actualization—in tion of major new products and services. which, as each need is substantially satisfied, the next need becomes dominant. input Variables that lead to processes. high-context cultures Cultures that rely heavily on nonverbal institutions Cultural factors that lead many organizations to and subtle situational cues in communication. have similar structures, especially those factors that might not lead to adaptive consequences. hindrance stressors Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over instrumental values Preferable modes of behavior or means of job responsibilities). achieving one’s terminal values.

Glossary 707 integrative bargaining Negotiation that seeks one or more legitimate power The power a person receives as a result of his settlements that can create a win–win solution. or her position in the formal hierarchy of an organization. intellectual abilities The capacity to do mental activities— long-term orientation A national culture attribute that thinking, reasoning, and problem solving. emphasizes the future, thrift, and persistence. intentions Decisions to act in a given way. low-context cultures Cultures that rely heavily on words to convey meaning in communication. interacting groups Typical groups in which members interact with each other face to face. loyalty response Dissatisfaction expressed by passively waiting for conditions to improve. intergroup conflict Conflict between different groups or teams. Machiavellianism The degree to which an individual is intergroup development Organizational development (OD) pragmatic, maintains emotional distance, and believes that ends efforts to change the attitudes, stereotypes, and perceptions that can justify means. groups have of each other. management by objectives (MBO) A program that encompasses interpersonal justice The degree to which employees are specific goals, participatively set, for an explicit time period, treated with dignity and respect. with feedback on goal progress. interrole conflict A situation in which the expectations of an manager An individual who achieves goals through other people. individual’s different, separate groups are in opposition. masculinity A national culture attribute that describes the intragroup conflict Conflict that occurs within a group or team. extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are intuition A gut feeling not necessarily supported by research. characterized by assertiveness and materialism. intuitive decision making An unconscious process created out material symbols What conveys to employees who is impor- of distilled experience. tant, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate. job characteristics model (JCM) A model that proposes that any job can be described in terms of five core job dimensions: matrix structure An organization structure that creates skill variety, task identity, task significance, autonomy, and dual lines of authority and combines functional and product feedback. departmentalization. job design The way the elements in a job are organized. McClelland’s theory of needs A theory that states achievement, power, and affiliation are three important needs that help job engagement The investment of an employee’s physical, explain motivation. cognitive, and emotional energies into job performance. mechanistic model A structure characterized by extensive job involvement The degree to which a person identifies with departmentalization, high formalization, a limited information a job, actively participates in it, and considers performance network, and centralization. important to self-worth. mediator A neutral third party who facilitates a negotiated job rotation The periodic shifting of an employee from one solution by using reasoning, persuasion, and suggestions for task to another with similar skill requirements at the same alternatives. organizational level. mental models Team members’ knowledge and beliefs about job satisfaction A positive feeling about one’s job resulting how the work gets done by the team. from an evaluation of its characteristics. mentor A senior employee who sponsors and supports a less- job sharing An arrangement that allows two or more experienced employee, called a protégé. individuals to split a traditional full-time job. merit-based pay plan A pay plan based on performance leader–member exchange (LMX) theory A theory that supports appraisal ratings. leaders’ creation of ingroups and outgroups; subordinates with ingroup status will have higher performance ratings, less turn- metamorphosis stage The stage in the socialization process over, and greater job satisfaction. in which a new employee changes and adjusts to the job, work group, and organization. leader–member relations The degree of confidence, trust, and respect subordinates have in their leader. mindfulness Objectively and deliberately evaluating one’s own emotional situation in the moment. leader-participation model A leadership theory that provides a set of rules to determine the form and amount of participative model An abstraction of reality. A simplified representation of decision making in different situations. some real-world phenomenon. leadership The ability to influence a group toward the achieve- moods Feelings that tend to be less intense than emotions and ment of a vision or set of goals. that lack a contextual stimulus. leading A function that includes motivating employees, moral emotions Emotions that have moral implications. directing others, selecting the most effective communication channels, and resolving conflicts. motivating potential score (MPS) A predictive index that suggests the motivating potential in a job. learning organization An organization that has developed the continuous capacity to adapt and change. motivation The processes that account for an individual’s inten- sity, direction, and persistence of effort toward attaining a goal. least preferred co-worker (LPC) questionnaire An instrument that purports to measure whether a person is task or relation- multiteam system A collection of two or more interdependent ship oriented. teams that share a superordinate goal; a team of teams.

708 Glossary Myers-Briggs Type Indicator (MBTI) A personality test that taps organizational development (OD) A collection of planned four characteristics and classifies people into 1 of 16 personality change interventions, built on humanistic–democratic values, types. that seeks to improve organizational effectiveness and employee well-being. narcissism The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have organizational justice An overall perception of what is a sense of entitlement. fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice. need for achievement (nAch) The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed. organizational structure The way in which job tasks are formally divided, grouped, and coordinated. need for affiliation (nAff) The desire for friendly and close interpersonal relationships. organizational survival The degree to which an organization is able to exist and grow over the long term. need for cognition A personality trait of individuals depicting the ongoing desire to think and learn organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to need for power (nPow) The need to make others behave in a whom, and where decisions are to be made. way in which they would not have behaved otherwise. outcomes Key factors that are affected by some other variables. negative affect A mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end. outgroup The inverse of an ingroup, which can mean everyone outside the group, but more usually an identified other group. neglect response Dissatisfaction expressed through allowing conditions to worsen. panel interviews Structured interviews conducted with a candidate and a number of panel members in a joint meeting. negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate paradox theory The theory that the key paradox in manage- for them. ment is that there is no final optimal status for an organization. neutralizers Attributes that make it impossible for leader participative management A process in which subordinates behavior to make any difference to follower outcomes. share a significant degree of decision-making power with their immediate superiors. nominal group technique A group decision-making method in which individual members meet face to face to pool their path–goal theory A theory that states that it is the leader’s judgments in a systematic but independent fashion. job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their norms Acceptable standards of behavior within a group that goals are compatible with the overall objectives of the group or are shared by the group’s members. organization. openness to experience A personality dimension that character- perceived conflict Awareness by one or more parties of the izes someone in terms of imagination, sensitivity, and curiosity. existence of conditions that create opportunities for conflict to arise. organic model A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a perceived organizational support (POS) The degree to which comprehensive information network, and relies on participative employees believe an organization values their contribution and decision making. cares about their well-being. organization A consciously coordinated social unit, composed perception A process by which individuals organize and inter- of two or more people, that functions on a relatively continuous pret their sensory impressions in order to give meaning to their basis to achieve a common goal or set of goals. environment. organizational behavior (OB) A field of study that investigates personality The sum total of ways in which an individual reacts the impact that individuals, groups, and structure have on to and interacts with others. behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. personality–job fit theory A theory that identifies six personal- ity types and proposes that the fit between personality type and organizational citizenship behavior (OCB) Discretionary behav- occupational environment determines satisfaction and turnover. ior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environ- personality traits Enduring characteristics that describe an ment of the workplace. individual’s behavior. organizational climate The shared perceptions organizational person–organization fit The concept that people are attracted members have about their organization and work environment. to and selected by organizations that match their values and leave organizations that are not compatible with their personalities. organizational commitment The degree to which an employee identifies with a particular organization and its goals and wishes physical abilities The capacity to do tasks that demand to maintain membership in the organization. stamina, dexterity, strength, and similar characteristics. organizational culture A system of shared meaning held piece-rate pay plan A pay plan in which workers are paid a by members that distinguishes the organization from other fixed sum for each unit of production completed. organizations. planned change Change activities that are intentional and goal organizational demography The degree to which members of a oriented. work unit share a common demographic attribute, such as age, sex, race, educational level, or length of service in an organization. planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Glossary 709 political behavior Activities that are not required as part of productivity The combination of the effectiveness and a person’s formal role in the organization but that influence, efficiency of an organization. or attempt to influence, the distribution of advantages and disadvantages within the organization. profit-sharing plan An organization-wide program that distrib- utes compensation based on some established formula designed political skill The ability to influence others in such a way as to around a company’s profitability. enhance one’s objectives. promotion focus A self-regulation strategy that involves striving position power Influence derived from one’s formal struc- for goals through advancement and accomplishment. tural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases. psychological contract An unwritten agreement that sets out what management expects from an employee and vice versa. positive affect A mood dimension that consists of specific posi- tive emotions such as excitement, enthusiasm, and elation at the psychological empowerment Employees’ belief in the degree high end. to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy positive diversity climate An environment of inclusiveness and in their work. acceptance of diversity in an organization. psychology The science that seeks to measure, explain, positive organizational culture A culture that emphasizes and sometimes change the behavior of humans and other building on employee strengths, rewards more than punishes, animals. and emphasizes individual vitality and growth. psychopathy The tendency for a lack of concern for others positive organizational scholarship An area of OB research and a lack of guilt or remorse when their actions cause harm. that concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential. punctuated-equilibrium model A set of phases that temporary groups go through that involves transitions between inertia and positivity offset The tendency of most individuals to experi- activity. ence a mildly positive mood at zero input (when nothing in particular is going on). randomness error The tendency of individuals to believe that they can predict the outcome of random events. power A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. rational Characterized by making consistent, value-maximizing choices within specified constraints. power distance A national culture attribute that describes the extent to which a society accepts that power in institutions and rational decision-making model A decision-making model that organizations is distributed unequally. describes how individuals should behave in order to maximize some outcome. power tactics Ways in which individuals translate power bases into specific actions. realistic job previews Substantive selection tests that are job tryouts to assess talent versus experience. prearrival stage The period of learning in the socializa- tion process that occurs before a new employee joins the reference groups Important groups to which individuals organization. belong or hope to belong and with whose norms individuals are likely to conform. prevention focus A self-regulation strategy that involves striv- ing for goals by fulfilling duties and obligations and avoiding referent power Influence based on identification with a person conditions that pull them away from desired goals. who has desirable resources or personal traits. proactive personality People who identify opportunities, show reflexivity A team characteristic of reflecting on and adjusting initiative, take action, and persevere until meaningful change the master plan when necessary. occurs. reinforcement theory A theory that says that behavior is a problem A discrepancy between the current state of affairs and function of its consequences. some desired state. relational job design Motivation through attention to the end problem formulation The stage of creative behavior that beneficiaries of an employee’s work. involves identifying a problem or opportunity requiring a solu- tion that is as yet unknown. relationship conflict Conflict based on interpersonal relationships. problem-solving teams Groups of employees from the same department who meet for a few hours each week to discuss ways representative participation A system in which workers partici- of improving quality, efficiency, and the work environment. pate in organizational decision making through a small group of representative employees. procedural justice The perceived fairness of the process used to determine the distribution of rewards. resources Things within an individual’s control that can be used to resolve demands. process conflict Conflict over how work gets done. restraining forces Forces that hinder movement from the process consultation (PC) A meeting in which a consultant existing equilibrium (Lewin). assists a client in understanding process events with which he or she must deal and identifying processes that need improvement. reward power Compliance achieved based on the ability to distribute rewards that others view as valuable. processes Actions that individuals, groups, and organiza- tions engage in as a result of inputs and that lead to certain risk aversion The tendency to prefer a sure gain of a moder- outcomes. ate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.

710 Glossary rituals Repetitive sequences of activities that express and skill variety The degree to which a job requires a variety of reinforce the key values of the organization, which goals different activities using specialized skills and talents. are most important, which people are important, and which are expendable. social identity theory The tendency to personally invest in the accomplishments of a group. role A set of expected behavior patterns attributed to someone occupying a given position in a social unit. social-learning theory The view that we can learn through both observation and direct experience. role conflict A situation in which an individual is confronted by divergent role expectations. socialization A process that adapts employees to the organiza- tion’s culture. role expectations How others believe a person should act in a given situation. socialized charismatic leadership A leadership concept that states that leaders convey values that are other-centered versus role perception An individual’s view of how he or she is self-centered and who role-model ethical conduct. supposed to act in a given situation. social loafing The tendency for individuals to expend less selective perception The tendency to selectively interpret what effort when working collectively than when working individually. one sees on the basis of one’s interests, background, experience, and attitudes. social psychology An area of psychology that blends con- cepts from psychology and sociology and that focuses on the self-concordance The degree to which peoples’ reasons for influence of people on one another. pursuing goals are consistent with their interests and core values. sociology The study of people in relation to their social envi- self-determination theory A theory of motivation that is ronment or culture. concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. span of control The number of subordinates a manager can efficiently and effectively direct. self-efficacy theory An individual’s belief that he or she is capable of performing a task. status A socially defined position or rank given to groups or group members by others. self-fulfilling prophecy A situation in which a person inaccu- rately perceives a second person, and the resulting expectations status characteristics theory A theory that states that differ- cause the second person to behave in ways consistent with the ences in status characteristics create status hierarchies within original perception. groups. self-managed work teams Groups of 10 to 15 people who form stereotype threat The degree to which people internally agree highly-related or interdependent jobs. with the generally negative stereotyped perceptions of their groups. self-monitoring A personality trait that measures an individu- al’s ability to adjust his or her behavior to external, situational stereotyping Judging someone on the basis of one’s percep- factors. tion of the group to which that person belongs. self-serving bias The tendency for individuals to attribute stress An unpleasant psychological process that occurs in their own successes to internal factors and put the blame for response to environmental pressures. failures on external factors. strong culture A culture in which the core values are intensely sensitivity training Training groups that seek to change held and widely shared. behavior through unstructured group interaction. structured interviews Planned interviews designed to gather servant leadership A leadership style marked by going beyond job-related information. the leader’s own self-interest and instead focusing on opportuni- ties to help followers grow and develop. subcultures Minicultures within an organization, typically defined by department designations and geographical separation. sexual harassment Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile substitutes Attributes, such as experience and training, that work environment. can replace the need for a leader’s support or ability to create structure. short-term orientation A national culture attribute that emphasizes the present and accepts change. surface acting Hiding one’s inner feelings and forgoing emotional expressions in response to display rules. simple structure An organization structure characterized by a low degree of departmentalization, wide spans of control, surface-level diversity Differences in easily perceived charac- authority centralized in a single person, and little formalization. teristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may situational judgment tests Substantive selection tests that ask activate certain stereotypes. applicants how they would perform in a variety of job situations; the answers are then compared to the answers of high-perform- survey feedback The use of questionnaires to identify discrep- ing employees. ancies among member perceptions; discussion follows, and remedies are suggested. situational leadership theory (SLT) A contingency theory that focuses on followers’ readiness. sustainability Organization practices that can be sustained over a long period of time because the tools or structures that situation-strength theory A theory indicating that the way support them are not damaged by the processes. personality translates into behavior depends on the strength of the situation. systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

Glossary 711 task conflict Conflict over content and goals of the work. uncertainty avoidance A national culture attribute that describes the extent to which a society feels threatened by task identity The degree to which a job requires completion uncertain and ambiguous situations and tries to avoid them. of a whole and identifiable piece of work. unity of command The idea that a subordinate should have task performance The combination of effectiveness and only one superior to whom he or she is directly responsible. efficiency at doing your core job tasks. unstructured interviews Short, casual interviews made up of task significance The degree to which a job has a substantial random questions. impact on the lives or work of other people. utilitarianism A system in which decisions are made to task structure The degree to which job assignments are provide the greatest good for the greatest number. procedurized. values Basic convictions that a specific mode of conduct team building High interaction among team members to or end-state of existence is personally or socially preferable increase trust and openness. to an opposite or converse mode of conduct or end-state of existence. team cohesion A situation when members are emotion- ally attached to one another and motivated toward the team value system A hierarchy based on a ranking of an individual’s because of their attachment. values in terms of their intensity. team efficacy A team’s collective belief that they can succeed at variable-pay program A pay plan that bases a portion of an their tasks. employee’s pay on some individual and/or organizational measure of performance. team identity A team member’s affinity for and sense of belongingness to his or her team. virtual structure A small, core organization that outsources major business functions. team structure An organization structure that replaces departments with empowered teams, and which eliminates virtual teams Teams that use computer technology to tie horizontal boundaries and external barriers between customers together physically dispersed members in order to achieve a and suppliers. common goal. technical skills The ability to apply specialized knowledge or vision A long-term strategy for attaining a goal or goals. expertise. vision statement A formal articulation of an organization’s technology The way in which an organization transfers its vision or mission. inputs into outputs. voice response Dissatisfaction expressed through active and telecommuting Working from home or elsewhere at least constructive attempts to improve conditions. 2 days a week on a computer that is linked to the employer’s office. wellness programs Organizationally supported programs that focus on the employee’s total physical and mental condition. terminal values Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime. whistle-blowers Individuals who report unethical practices by their employer to outsiders. three-stage model of creativity The proposition that creativity involves three stages: causes (creative potential and creative withdrawal behavior The set of actions employee take to environment), creative behavior, and creative outcomes separate themselves from the organization. (innovation). workforce diversity The concept that organizations are becom- trait activation theory (TAT) A theory that predicts that some ing more heterogeneous in terms of gender, age, race, ethnicity, situations, events, or interventions “activate” a trait more than sexual orientation, and inclusion of other diverse groups. others. workgroup A group that interacts primarily to share infor- trait theories of leadership Theories that consider personal mation and to make decisions to help each group member qualities and characteristics that differentiate leaders from perform within his or her area of responsibility. nonleaders. workplace spirituality The recognition that people have an transactional leaders Leaders who guide or motivate their fol- inner life that nourishes and is nourished by meaningful work lowers in the direction of established goals by clarifying role and that takes place in the context of community. task requirements. work sample tests Hands-on simulations of part or all of the transformational leaders Leaders who inspire followers to work that applicants for routine jobs must perform. transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. work specialization The degree to which tasks in an organiza- tion are subdivided into separate jobs. trust A positive expectation that another will not act opportunistically. work team A group whose individual efforts result in performance that is greater than the sum of the individual trust propensity How likely an employee is to trust a leader. inputs. two-factor theory A theory that relates intrinsic factors to job zero-sum approach An approach that treats the reward satisfaction and associates extrinsic factors with dissatisfaction. “pie” as fixed, such that any gains by one individual are at the Also called motivation-hygiene theory. expense of another.

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Name Index Barclay, Kathleen, 645 Braken, K., 80 Bar-Eli, M., 360 Branson, Richard, 139–140, 177, 245, A Barnes, C. M., 625 Barra, Mary, 510, 645 395, 433, 451, 575 Abosch, Ken, 299 Barrett, P. M., 460 Braverman, Amy, 74 Acohido, B., 413 Barrick, M. R., 423 Brenninkmeijer, V., 514 Aikens, K. A., 675 Bass, B. M., 451 Breton, Thierry, 676 Akdere, M., 131 Bauer, Billy, 115 Breus, M. J., 667 Akerson, Dan, 645 Baumann, A., 112 Bridoux, F., 305 Alatorre, Shari, 289 Bazerman, M. H., 229 Brinkema, Leonie, 282 Alberts, J. E. M., 675 Beal, D. J., 663 Brinkley, Cynthia, 645 Alderman, L., 292 Beasley, M. A., 216 Brooke, Beth, 94 Aldrick, R. J., 395 Beath, C. M., 564 Broomfield, J., 94 Allen, Herbert A., 382 Beer, A., 186 Brower, H. H., 335 Allenmeier, K., 80 Belkin, L., 134 Brown, C. E., 486 Ambady, N., 216 Bellot, J., 567 Brown, D. J., 167 Anderson, C., 486 Belojevic, G., 201 Browne, John, 93 Anderson, J. R., 55 Benioff, Marc, 116 Brunaert, Didier, 584 Andersson, Bo, 547 Benitez, Emilio, 573 Bryant, A., 174, 449, 555 Andreessen, Marc, 87 Bennett, John, 230 Bryant, Jerald, 82 Angermeier, I., 63 Berg, J. M., 134 Buckelew, Alan, 385 Angolia, Tad, 246 Bergeron, D. M., 254 Budescu, D. V., 375 Annabi, H., 413 Bergsieker, H. B., 235 Buffett, Warren, 219, 555 Anschutz, Philip, 521 Bernard, T. S., 292 Bulkeley, W. M., 85 Anseel, F., 663 Bernerth, J. B., 201 Burdette, Heather, 112 Ante, S. E., 412 Bernstein, E., 167, 374 Burgess, Jill, 599 Anthony, Carmelo, 368 Berrien, Jacqueline, 80 Burgert, Natasha, 399 Applebaum, B., 630 Bezos, Jeff, 87, 362, 389 Bush, George W., 382 Appleman, Jack, 398 Bialosiewicz, S., 126 Aquino, K., 321 Billingsley, Traci, 306–307 C Arglye, M., 201 Bing, M. N., 176 Ariely, Dan, 229, 252 Binh, Pham Ngoc, 600 Cain, S., 201, 339 Arkani, S., 131 Biron, M., 63 Campbell, Justine, 599 Asch, Solomon, 322, 323, 335 Birtel, M. D., 94 Campbell, K., 521 Ashkanasy, N. M., 521, 593 Blackman, A., 286 Campbell, W. K., 198 Asimov, Isaac, 382 Blakely, Sara, 238 Campion, M. A., 105, 481 Asimov, Janet, 382 Blanchard, K. H., 451 Canavan, K., 229 Aspinwall, Lisa, 590 Blankenship, Mark, 129 Canino, Robert, 80 Astin, J., 675 Blankfein, Lloyd, 87 Carbee, Marshall, 230 Atkins, P. W. B., 675 Bloodgood, J. M., 191 Cardwell, D., 307 Austin, E., 155 Blumenthal, Neil, 594 Carey, B., 164 Avugos, S., 360 Blythe, J., 112 Carmichael, M., 191 Ayoko, O. B., 521, 593 Bodie, Graham, 389 Carpenter, J., 201 Azar, B., 590 Bodnar, C. M., 675 Carr, Evan, 142 Bolino, M. C., 55 Carroll, A. E., 673 B Bone, Lucia, 630 Carstensen, Laura, 88 Boos, L., 112 Casmir, Fred, 408 Baase, C. M., 675 Borre, Karen, 164 Castro, Fidel, 382 Back, M. D., 186 Borrough, B., 486 Cavens, Darrell, 307 Badenhausen, K., 521 Boss, R. W., 63 Chabris, C., 375 Baer, D., 87, 594 Boswell, W. R., 587 Chen, Bocco, 132–133 Bailey, Adam Leitman, 555 Bowels, P., 246 Chen, B. X., 74 Bailey, F. Lee, 382 Bowerman, Bill, 579 Chen, C., 481 Bakker, A. B., 134, 412, 670 Bradford, E. E. F., 375 Chen, Y.-P., 55 Baldridge, D. C., 83 Bradley, B. H., 423 Cheng, B. H., 663 Ballmer, Steve, 534 Bradsher, K., 74 Chennault, Ken, 546 Baltes, B. B., 625 Cheryan, S., 216 Balthazard, Michel, 131 Cheung, R. Y., 164 Bandura, Albert, 258–259 Barboza, David, 42 713

714 Name Index De Cuyper, N., 557 F Deery, S., 675 Chia, Lawrence, 574 Delo, C., 276 Fairchild, Caroline, 140 Childs, Ted, 94 DeLuca, Fred, 251 Fairley, J., 164 Chin, Cary, 296 Demerouti, E., 670 Farkas, Lee, 281–282 Chiu, C., 115 de Negro, Verónica, 382 Farrell, Chris, 105 Christie, Chris, 299 Denning, S., 559 Faure, C., 339 Chung, Doo-Ri, 509–510 Denton, M., 112 Feather, N. T., 168 Churchill, Winston, 439, 452 DePillis, L., 632 Fehr, Alain E., 592 Cikara, M., 321, 335 Derfler-Rozin, R., 373 Fehr, Donald, 521 Cimini, R., 521 Derks, D., 134, 412 Feinberg, M., 321 Clark, Duncan, 419 Desilver, D., 102 Feinstein, J., 521 Clark, M. A., 625 DeTrent, Bryson, 83 Feintzeig, R., 308, 633 Clark, T., 208 Dewey, Lisa, 124 Fernández-Aráoz, C., 544 Clinton, Bill, 154, 431 Dewhurst, M., 55 Ferris, D. L., 167 Clinton, Hillary, 477 De Witte, H., 557 Festinger, Leon, 114 Cocalis, Luke, 412 DiazGranados, D., 350 Fidas, Deena, 94 Cochran, Johnnie, 382 Diaz-Garcia, C., 363 Fiedler, Fred, 425 Cohen, A., 592 Dlamini, Sipho, 200 Fields, G., 630 Cohen, D., 371 Doverspike, D., 201 Finnigan, K., 587 Cohen, N. A., 587 Drake, C. L., 276 Fioretti, Bob, 52 Cohen, Steve, 486 Dredge, S., 496 Fischer, J., 216 Cohen, T. R., 191, 515 Drucker, Pete, 439, 583 Fishman, C., 383 Colbert, A. E., 423 Duan, W., 401 Fiske, S. T., 235 Coleman, Megan, 540 Dubner, Stephen, 71 Fitzpatrick, Jonathan, 386 Colquitt, J. A., 475 Duggan, Kris, 389 Flannery, Russell, 42 Conchie, Barry, 583 Duhigg, C., 74 Fleck, D., 515 Conner, C., 475 Dumitru, C., 131 Flexon, Bob, 567 Connors, G., 413 Dunford, B. B., 63 Ford, Henry, 531–532 Constantine, V. S., 235 Dunn, Elizabeth, 286 Ford, Henry, II, 579 Contreras-Sweet, Maria, 359 Dutta, S., 413 Fottrell, Q., 552 Conway, N., 112 Dutton, J. E., 134 Frakt, A., 673 Cooney, Susan, 123 Duval, Robert, 520 Frauenheim, E., 559, 620, 670 Cooper, C., 676 Duxbury, L., 412 Freedman, Marc, 105 Cooper, L., 94 Dwoskin, E., 166 Freeman, E. C., 198 Cooper, M. J., 191 Freeman, J., 564 Cooper, S. Barry, 564 E Frei, Brent, 449 Cortina, J. M., 276 Fritz, C., 625 Cortina, L. M., 85 Easterlin, Richard, 286 Fu, Ying-Hui, 150 Cote, David, 555 Eberstadt, N., 105 Fukami, Cindi, 301 Coy, P., 307 Eckfeldt, B., 587 Furst, S. A., 254 Croft, Robin, 289 Eckman, Paul, 165–166 Crossland, C., 449 Edmans, A., 129 G Cruz, Arcadio, 608 Efrati, A., 555 Cuban, Mark, 230 Egloff, B., 186 Gage, Phineas, 146 Cunningham, Michael, 87 Eisen, Steven, 306 Gaines-Ross, Leslie, 394 Ek, Daniel, 495–496 Gainsburg, I., 216 D Elauf, Samantha, 93 Gale, S. F., 401, 410 Ellin, A., 274 Galenson, David, 87–88 Dalal, R. S., 276 Ellison, Marvin, 446 Galinsky, A. D., 486 Dalio, Ray, 563–564 Ellison, Sara Fisher, 363 Gamlem, Cornelia, 105 Dalton, Christina, 292 Ellsworth, D., 55 Gangopadhyay, M., 155 Dalton, Jared, 292 El Nasser, H., 545, 555 Ganim, S., 460 Daly, A., 587 Emshwiller, J. R., 630 Gardella, R., 314 Daniels, Timothy, 260 Engber, D., 675 Gates, Bill, 420, 575 Danyo, Edward, 545 Ensor, J., 208 Gebauer, Julie, 129 Davies, S., 112 Ergen, Charlie, 573 Gebbhart, F., 356 DaVinci, Leonardo, 339 Estrada, Cindy, 510 Geddes, D., 164 Davison, H. K., 176 Estrada, E., 323 Geggel, L., 592 Day, M. V., 216 Ewing, J., 275 Gelfand, M. J., 511, 521 Daymond, John, 87 Gellman, L., 633 De Cremer, D., 439

Name Index 715 George, Bill, 395, 590 Hayslip, B., 350 Ispas, D., 155 Giegerich, S., 105 Heathfield, Susan M., 600 Ittelson, J., 237 Gigerenzer, G., 360 Hedges, K., 395 Iwata, Satoru, 218 Gillies, Jenni, 624 Hekkert-Koning, M., 514 Gilovichm, T., 360 Henn, S., 545 J Gino, Francesca, 577, 592 Henneman, T., 231 Gladwell, Malcolm, 222–223 Hersey, P., 451 Jackson, C. V., 83 Glatt, Eric, 625 Hershfield, H. E., 191 Jackson, Hakan, 83 Glegg, Cathy, 510 Herzberg, Frederick, 249–250 Jackson, James, 245 Glomb, T. M., 168 Hideg, I., 663 Jakovljevic, B., 201 Glusica, Zlatko, 667 Higgins, C., 412 James, LeBron, 95 Goldberg, Alan, 252 Higgins, R., 410 Jehn, K. A., 521, 593 Goldenberg, S., 105 Higgins, T., 314 Jenkins, Patrick, 452 Gomez, J.-C., 375 Hill, Vernon, 255p Jen, Sandy, 645 Gonzalez-Moreno, A., 363 Hiller, N. J., 449 Jensen, K., 342 Gore, W. L., 445 Hills, P., 201 Jentzsch, I., 375 Górska-Kolodziejczyk, El´zbieta, 584 Hirschmueller, S., 186 Ji, Y. H., 587 Gosling, S. D., 174 Hirst, E. J., 63 Jin, J., 155, 198 Gough, O., 131 Hiyama, H., 677 Jobs, Steven P., 73, 207, 231, 420, 432 Graf, A., 511 Hodgetts, R. M., 47e Johnson, Lyndon B., 102 Graham, J., 321 Hodin, M. W., 105 Johnson, R. E., 625 Graham, Martha, 231 Hofmeister, A., 515 Johnson, S., 410 Grant, Adam, 590 Hofstede, Geert, 194–196, 266 Joly, Hubert, 256 Gratton, Linda, 131 Hogan, J., 423 Jones, Carl, 383 Grazer, Brian, 381–382 Holland, John, 192 Jones, G., 67 Greene, John, 116 Holmes, E., 412 Jones, K. S., 115 Greer Laboratories, 50 Honda, Soichiro, 684 Joseph, D. L., 155 Gregoire, K., 401 Hong, D.-S., 363 Josephson, Mark, 173–174 Griswold, A., 632 Hongfei, Li, 214 Judge, T. A., 201 Grossman, R. J., 105 Hongyu, Xue, 600 Justice, Mike, 350 Gruber, Lynn, 349 Hongyuran, Wu, 42 Ju-Yung, Chung, 575 Guardado, Kely, 225 Hoogedoorn, S., 363 Guezelcoban, Serkan, 91 Hoover, Ryan, 366p K Gula, B., 360 Hoplamazian, Mark, 641–642 Gutierrez, G., 314 Horowitz, Andreessen, 208 Kaiser, R. B., 423 Horta-Osorio, Antonio, 452 Kamprad, Ingvar, 575 H Hotz, R. L., 142 Kaplan, Ron, 449 House, R.J., 451 Kappas, Arvid, 142 Haavisto, M.-L., 667 House, Robert, 427 Karlgaard, Rich, 363 Hacker, Jacob, 112 Housenbold, Jeffrey, 307–308 Kashtan, M., 374 Hackman, J. Richard, 283–285 Howard, Joy, 594 Kasuku, J., 395 Haller, Greg, 237 Howard, Olga, 105 Katz, R., 677 Hambrick, D. C., 449 Hsiao, C. H, 191 Kauffman, C., 80 Hammond, Larry, 583 Huawei, Ling, 42 Kaufman, Micha, 557 Hancock, B., 55 Hülsherger, U. R., 675 Kavanaugh, A. L., 410 Harma, M., 667 Huppek, R. W., 545 Kay, A. C., 216 Harrington, J. R., 521 Hurst, A., 126 Keating, Caroline, 87 Harris, T. B., 587 Hurst, C., 201 Keeping, L. M., 167 Hartcher, Peter, 167 Huston, C., 530 Kelleher, Herb, 575 Harter, J. K., 129 Hutson, M., 530 Kelley, Courtland, 313–314 Hartfield, Justin, 450–451 Hwang, H. S., 166 Kelman, Glenn, 307 Hartman, M., 198 Hymowitz, C., 559 Keltner, D., 486 Hartwell, C. J., 481 Kennedy, B., 301 Hastings, R. R., 134 I Kennedy, John F., 102 Hastings, Reed, 435 Kennelly, S., 486 Hatton, Less, 319 Ibish, H., 85e Kiatpongsan, S., 275 Hawkings, Stephen, 231 Iliescue, D., 155 Kiefer, T., 514 Hawkins, Billy, 460 Ion, A., 155 Kilduff, G. J., 486 Hayden, T., 301 Irvin, Michael, 412 Kim, E., 142, 168 Haynes, B., 102 Isidor, R., 363 King, Martin Luther, 102 King, Stephen, 95

716 Name Index Lester, S. W., 198, 335, 343 Matsumoto, D., 166 Levanovich, K., 675 Matten, D., 246 Kinnunen, U., 557 Levashina, J., 481 Mauno, S., 557 Kiron, D., 401 Levine, Julie, 290–291 Mayer, D. M., 102 Kissick, Catherine, 282 Levitt, Steven, 71 Mayer, Marissa, 133, 292, 293 Kitagawa, Hidekazu, 516 Levitz, J., 85 McAfee, George, 607 Kjerulf, A., 676 Lewin, Kurt, 649–650 McAleer, William, 313–314 Klein, K., 587 Lewis, M., 42n McCall, Ginger, 166 Kleinman, A., 275 Lhoest, Louis, 593 McCance, A. S., 115 Klich, T. B., 420 Li, C., 363 McCarthy, J., 590 Knebl, Chuck, 67 Li, N., 587 McClelland, David, 250–252, 486 Knudsen, T., 552 Lian, H., 167 McDaniel, Jonathan, 130 Koeppen, N., 55 Liang, L. H., 167 McDermott, Bill, 437 Koeszegi, S. T., 511 Liao, C., 514 McDonald, Robert, 256 Koleva, S., 321 Lieb, Al, 390 McDonnell, S. R., 620 Konnikova, Maria, 593 Lin, M., 481 McEachern, S., 314 Korn, M., 237, 413, 434, 633 Linebaugh, K., 555 McGann, S. T., 413 Korsgaard, M. A., 335, 343 Liu, Grace, 438 McGrory-Dixon, A., 134 Kotter, John, 650–651 Livingston, B. A., 201 McIntyre, M. G., 489 Kovalenko, Maria, 465 Liyen, L., 174 McLean, B., 486 Koy, A., 201 Lo, Monica, 645 McNary, D., 383 Kozlowski, Dennis, 437–438 Locke, Edwin, 254, 272 Mead, N. L., 477 Kraimer, M. L., 55 Lohr, S., 105 Mecevic, Mefit (Mike), 581 Kraus, M. W., 486 Lorenzo, G., 237 Mechlinkski, Joe, 124 Kravitz, D. A., 102 Lorsch, Jay, 300 Meer, J., 323 Kray, Laura, 518 Lourosa-Ricardo, C., 198 Meister, J., 67 Kreamer, A., 167 Lovell, Jim, 382 Mercer, M., 552 Krendl, A., 216 Lublin, J. S., 50, 567 Mesu, J., 451 Krizan, Z., 105 Luckey, Palmer, 207–208 Michel, J. S., 625 Krueger, A. B., 307 Luo, X., 401 Mierhoff, M. H., 174 Kruschwitz, N., 401 Luria, G., 50 Miggo, Steve, 584 Kubo, T., 667 Luthans, Fred, 47 Miguel, R. F., 201 Kuppusamy, J., 174 Milgram, Stanley, 685–687 Kurtzleben, D., 286 M Millan, Yaima, 122 Kwoh, L., 307, 413 Miller, C. C., 292, 675 Ma, Jack, 419–420 Miller, D., 383 L MacAskill, Chris, 349 Miller, George, 362 Machiavelli, Niccolo, 182 Milmo, Dan, 452 Lamborghini, Ferruccio, 464 Macias, A., 282 Mims, C., 412, 564 Lanaj, K., 625 Maciejovsky, B., 375 Mintz, David, 88 Landford, Wendell, 350 Macleod, C., 301 Mintzberg, Henry, 45 Langer, E., 675 Macphail, F., 246 Misener, J., 87 Laninge, Niklas, 230 Macsinga, I., 131 Mitchell, M. S., 373 Lanks, B., 593 Madoff, Bernie, 281 Mitja, D., 186 Lash, H., 42n Mäkikangas, A., 557 Mojza, E. J., 670 Latham, Gary, 272 Malone, T. W., 375 Molineux, J., 567 Latimer, L. C., 356 Maltby, E., 545 Moon, J., 246 Lattman, P., 486 Mandal, M. K., 155 Mooney, J., 624 Lavoie, A., 475 Mandela, Nelson, 124, 139–140 Moore, C., 213 Lawrence, Jennifer, 95 Maner, J. K., 477 Morag, I., 50 Lawson, Lance, 509–510 Mannes, A. E., 87 Morgeson, F. P., 481 LeBreton, J. M., 423 Marcario, Rose, 594 Mori, Ikuo, 516 Lee, B. Y., 112 Marcchione, Sergio, 657 Moriyasu, Isao, 218 Lee, Dennis, 307 Marcelo, Shelia, 193 Morris, S. S., 670 Lee, K., 229 Maréchal, M. A., 592 Morrison, Denise, 437 Leipold, Craig, 521 Marr, J. C., 308 Morrison, R., 167 Leithart, P. J., 420 Martin, Al, 482 Morrison, S., 555 Leonhardt, D., 102, 342 Maslow, Abraham, 248–249 Moses, Jarrod, 580 Lerner, J. S., 167 Massoia, A., 274 Mudrack, P. E., 191 Leroy, H., 374 Mathieu, J., 371 Lescornez, Philippe, 584 Leslie, L. M., 102, 235, 521

Name Index 717 Mueller, A. I., 307 Paramore, Hannah, 449 Reagan, Ronald, 431 Mueller-Hanson, R. A., 620 Parise, Zach, 521 Reb, J., 675 Mulkerrins, J., 238 Park, I. J., 164 Reineke, Kristen, 665 Mullins, H. M., 276 Park, T.-Y., 129 Richards, C., 272 Munson, Michelle, 449 Park, Y. Y., 675 Ricks, T. E., 439 Murphy, B., 521 Paztor, A., 559 Ries, Eric, 572 Murphy, J., 594 Pearson, C., 162 Riggio, R.E., 451 Murphy, Robert, 374 Pederson, Kyle, 133 Ring, Cameron, 645 Murray, A., 555 Pelletier, K. R., 675 Rivaud, F., 525 Muthuri, J. N., 246 Penner, Billy, 79 Robbins, S. P., 220 Mycoskie, Blake, 185 Pentland, Alex, 52 Rocco, Julie, 290–291 Pérez-Peña, R., 191 Rodell, J. B., 475 N Perrone, J., 167 Rodgers, Aaron, 328 Pesendorfer, E.-M., 511 Rofcanin, Y., 514 Nadella, Satya, 447 Peters, Tom, 131 Rokeach, Milton, 190 Nam, In-Soo, 140 Pettigrew, T. F., 126 Rometty, Virginia, 43p Nasheed, Mohammad, 413–414 Philips, A. N., 401 Roosevelt, Franklin, 154, 432 Nash, John Forbes, 231 Picardo, E., 42n Rosen, B., 254 Neal, A., 201 Picasso, Pablo, 339 Rosenberg, Jonathan, 104 Nemko, M., 481 Pillutla, M. M., 373 Rosenkrantz, S. A., 47 Nestler, S., 186 Ping Jiang, 461 Rosenzweig, P., 525 Newman, D. A., 155 Pinkham, John, 350 Roset, Marvin, 122 Newton, Isaac, 339 Pippin, G. M., 126 Ross, B., 581 Ng, A., 581 Pitesa M., 373 Ross, J. W., 564 Ngai, Fern, 103–104 Pitts, Chester, 521 Ross, Meredith, 600 Nietzsche, Frederick, 452 Pony Ma, 300 Rothschild, Mitch, 449 Ning, Li, 99 Poortvliet, P. M., 663 Rounds, J., 198 Norman, G., 105 Porath, C., 162 Rousseau, D. M., 514 Nosowitz, D., 559 Posthuma, R. A., 105 Rubin, B. M., 63 Novotney, A., 286 Potter, J., 174 Ruffenach, G., 198 Nussbaum, A. D., 216 Potter, L., 323 Rumens, N., 94 Nye, C. D., 115 Prefontaine, Steve, 579 Rusli, E. M., 166 Nystrom, P. C., 335, 343 Price, Dan, 274, 296 Russell, Graeme, 600 Priem, R. L., 335, 343 Russell, Rick, 50 O Prins, N., 496 Ryan, A. M., 94 Protess, B., 486 Ryan, Tamra, 422 Obama, Barack, 431, 477 Pui, S. Y., 625 O’Boyle, E. H., 155 Pulakos, E. D., 620 S O’Brien, Ken, 272 Pullig, C., 191 Obschonka, M., 174 Puranam, P., 552 Sackett, P. R., 176 Odean, Terrance, 220 Saez-Martinez, F. Jose, 363 O’Donnell, J., 301 Q Sagan, Carl, 382 Olanoff, D., 174 Sakito, Yoshiaki, 677 Oldham, Greg, 283–285 Quaadgras, A., 564 Salas, E., 350 Oldroyd, J. B., 670 Quaterone, John, 645 Salk, Jonas, 382 O’Neill, Carol, 80 Queenan, J., 252 Sallienen, M., 667 Onninen, J., 667 Quinn, James, 452 Sampson, Jenna, 61 Oosterbeek, H., 363 Quirk, Peter, 390 Sancton, J., 488 Opstrup, N., 363 Sandberg, Sheryl, 139, 140 O’Reagan, Kelly, 308 R Sanders, K., 451 Origo, F., 134 Sarbescu, P., 131 Osterloh, Bernd, 295 Raab, M., 360 Sashi, C. M., 401 Ostrower, J., 559 Radnedge, K., 592 Satariano, A., 74 Ovans, Andrea, 452 Ragaeli, A., 162 Scala, Domenico, 592 Ozimek, Adam, 600 Raghavan, A., 85 Schifrin, M., 581 Rajaratnam, Raj, 438 Schiller, Michael, 404–405 P Rampton, J., 174 Schmidt, Eric, 104 Randall, D. K., 667 Schmit, Mark, 105 Pagani, L., 134 Raspanti, J., 94 Schmitt-Rodermund, E., 174 Page, Larry, 274 Rathblott, Ruth, 449 Schneid, M., 363 Pager, Devah, 630 Raveendran, M., 552 Palmer, D., 401

718 Name Index Sonnentag, S., 625, 670 Thompson, M., 477 Sotomayor, Sonia, 102 Thomson, A., 255 Schneider, André, 413 Southall, Richard, 460 Thurm, S., 75 Schranz, Jerry, 350 Spence, Gerry, 382 Tilelli, Maggie, 573 Schukle, S. C., 186 Stabile, S., 525 Tilstone, P., 356 Schulte, B., 594 Stack, Laura, 391 Tirkkonen, K., 667 Schultz, Howard, 159 Standifer, R. L., 198 Toker, S., 63 Schultz, M., 321 Steinberg, J., 373 Tomas, Jose, 386 Schultz, N. J., 198 Stephanz, Mark, 94 Tong, Andrew, 461 Schultz, Nick, 395 Sternberg, Seth, 645 Top, M., 131 Schulz, N., 67 Sterns, Harvey, 87 Touryalai, H., 581 Schwan, John, 308 Stevens, G. W., 544 Toyoda, Akio, 533 Schwartz, Daniel, 386 Stevenson, M., 412 Treanor, Jill, 452 Schweltzer, Maurice E., 272 Stewart, A., 85 Trougakos, J. P., 663 Seabrook, J., 496 Stickney, L. T., 164 Tugend, A., 126 Seba, E., 521 Stone, Brad, 111–112 Tujague, Frank, 115 Senizergues, Pierre-André, 571 Stopfer, J. M., 186 Tully, S., 555 Seong, J. Y., 363 Story, Susan, 449 Turing, Alan, 563 Sewell, Erik, 83 Stoute, Steve, 464 Turnley, W. H., 191 Shaffer, M. A., 55 Stouten, J., 439 Tversky, A., 360 Shah, N., 552 Stover, D. R., 673 Twain, Mark, 229 Shakespeare, William, 318 Strathdee, Sally, 540 Twenge, J. M., 198 Shankman, S., 642 Strauss, K., 514 Sharma, R., 155 Sturges, J., 112 U Sharma, S., 155 Sulayem, Sultan bin, 488 Shaubroeck, J. M., 439 Sulea, C., 131 Uggen, Christopher, 630 Shaw, J. D., 129 Sullivan, Louis, 469 Ulrich, Dave, 131 Shea, Tim, 237 Sullivan, P., 105 Upshur-Lupberger, Terrie, Shellenbarger, S., 115, 162, 260, Sumners, N., 314 Sung, Y., 229 153–154 489, 521 Surowlecki, J., 305 Sherman, G. D., 434 Suter, Ryan, 521 V Shipp, A. J., 63, 254 Sutherland, Naomi, 89 Shishkin, P., 85 Sutter, M., 375 Vallone, R., 360 Shonk, K., 167 Sweere, Dale, 105 Van Bavel, J. J., 321, 335 Shuffler, M. L., 350 Swift, M. L., 83 Vanderkam, L., 673 Siemaszko, C., 581 Swift, Taylor, 496 van Dijke, M., 439 Silbereisen, R. K., 174 Swinbourne, C., 391 Van Gogh, Vincent, 231 Silverman, R. E., 50, 87, 126, 260, Van Gorder, C., 557 T van Paasschen, Frits, 404 363, 552, 632 van Praag, M., 363 Silverstein, Craig, 529–530 Tabuchi, H., 677 Van Riemsdijk, M., 451 Sin, T. K., 174 Taes, M., 75 Van Valkenburgh, K., 168 Sinclair, S. A., 235 Tagler, M. J., 216 Vargas-Estrada, E., 323 Skilling, Jeff, 437–438 Tannenbaum, S. I., 371 Vella-Broderick, D. A., 134 Skinner, B. F., 260–261 Tarantino, Quentin, 232 Verghese, A., 323 Skorinko, J. L., 235 Tarcan, M., 131 Vickers, M. H., 167 Slavov, S., 274 Taskin, L., 305 Viladsen, A. R., 363 Slemp, G. R., 134 Taylor, Frederick, 52 Vilaga, J., 208 Slepcevic, V., 201 Taylor, S. G., 201 Vogenberg, Randy, 624 Slim, Carlos, 382 Teeter, S. R., 105 Volkema, R., 515 Sloan, Alfred, 52 Taylor, Stuart, 452 Vroom, Victor, 267–268 Sly, J. O., 216 Teller, Edward, 382 Smart, R., 412 Tenbrunsel, Ann, 213, 229 W Smith, A., 401 Terdiman, D., 559 Smith, Fred, 575 Thatcher, Margaret, 431 Waggoner, J., 129 Smith, Geno, 521 Thau, S., 308, 373 Wagner, K., 451 Smith, H. J., 126 Theuwis, F., 663 Waldock, David, 368 Smith, I. H., 321 Thomas, Landon Jr, 452 Walker, H. J., 201 Smothers, J., 176 Thompson, L., 191 Walker, P., 667 Sokol, David, 555 Walker, R., 391, 423 Solis, D., 85 Walmsley, P. T., 176 Solomon, M., 642 Walsh, J., 675

Name Index 719 Waltz, Ken, 63 Wiernik, E., 434 Y Wang, J., 112 Willer, R., 321, 486 Wang, L., 115 Willhite, J., 75 Yellen, Janet, 68 Wang, X., 373 Williams, Dennis, 510 Yeo, G., 201 Ward, S., 410 Williams, Ron, 564 Yerbak, B., 83 Warrior, Padmasree, 413 Wilson, James Q., 227 Yoon, D. J., 142 Wayne, S. J., 514 Winden, Krysy, 264 Yost, E., 412 Weaver, Wayne, 521 Windsor, J. M., 198 Young, M. N., 373 Weber, L., 112, 176, 412 Winfrey, Oprah, 238 Yuhoon, Ki, 572 Weber, Max, 430 Wingfield, N., 105 Yung, Wendy, 104 Webster, Jeffrey, 315 Witt, B., 642 Weiner, Jeff, 50 Wolfe, A., 383 Z Weiner, R., 632 Wolfson, A., 488 Weinstein, Elaine, 300 Wolverton, B., 460 Zakradze, Inga, 237 Weiss, B., 451 Wood, J., 673 Zanna, M. P., 216 Weiss, G., 420 Woodford, Michael, 472 Zatzick, C. D., 675 Weiss, Matthias, 87 Woodman, Nick, 430 Zecher, Linda, 449 Welch, Jack, 49 Woods, Tiger, 259 Zell, E., 105 Welchman, Gordon, 563 Woolaert, Guy, 57 Zeytinoglu, I. U., 112 Wendell, Daren, 287 Woolley, A., 375 Zhang, D., 229 Werdigier, Julia, 452 Wooten, Veronica, 133 Zhang, J., 401 Wescott, D., 276 Wozniak, Steve, 339 Zhang, X., 587 Wessel, J. L., 94 Wright, Frank Lloyd, 469 Zhdanova, L., 625 West, Harry, 609 Wrzesniewski, Amy, 115, 134 Zhou, L., 229 Westart, J., 112 Zillman, C., 630, 633 Wetzel, Jim, 509–510 X Zimbardo, Philip, 320–321 Whalen, J., 164 Zimmer, B., 102 Whitman, D. S., 201 Xenikou, A., 420 Zimmer, George, 499 Whitman, Meg, 447 Xiafeng, Mao, 41–42 Zuckerberg, Mark, 207–208, 274, 299, Whitmore, Jacqueline, 392–393 Xiao, T., 201 Xie, Z., 587 300, 420, 463 Zweig, D., 663 Zyung, J., 449

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Organization Index A Bitly, 173–174 Disneyland, 117 Bloomberg Businessweek, 111 DLA Piper, 124 ABB, 541 BMW, 55, 355, 538, 541 DreamWorks Animation, 671 Abercrombie & Fitch, 93 Boeing, 541, 558–559 Dynergy, 567, 580–581 Academy of Management Executive, 688 Booz Allen Hamilton, 576 Academy of Management Journal, 687–688 Boston College, 626 E Academy of Management Review, 688 Boston Consulting Group, 43, 99 Accor hotels, 524–525 Bread Winners Café, 52 eBay, 51, 447 Accurate Biometrics, 260 Bridgewater Associates, 563, 565 Echo Nest, 571–572 Administrative Science Quarterly, 688 British Petroleum (BP), 93, 97 Edward Jones, 129 Admiral insurance, 584 Bruello Cucinelli, 548 Ei Lilly & Co., 404 Adobe, 447, 590 Bureau of Prisons, 306 Ellen Tracy, 643 Adobe Systems, 671 Burger King, 55, 386 EMC Corporations, 390 Aetna, 564 BusinessWeek, 447 Encore.org, 105 AirAsia, 587 BuzzFeed, 389 Enron, 438 Air Canada, 125 Ensilon, 308 Alexian Brothers Health System, 63 C Enterprise Rent-A-Car, 536 Alexion Pharmaceuticals, 572 entreQuest, 124 Alibaba, 330 California Management Review, 688 Environmental Protection Agency Alibaba Group, 419–420 Calvin Klein, 301 All Nippon Airways (ANA), 558 Campbell’s Soup, 437 (EPA), 230 Amazon.com, 51, 87, 362, 389, 532 Capelli, 544 Ernst & Young global, 94, 292 American Airlines, 588 Care.com, 193 Etsy, 99 American Enterprise Institute, 395 Carnegie-Mellon University, 517 Everett Clinic, 303 American Express, 546, 590, 654, 671 Carnival Cruise Lines, 385 Exo Safety Products, 230 American Water, 449 Caterpillar, 118, 548 ExxonMobil, 94 America Online (AOL), 574 Cherry, 111 Anne-Sophie Hotel, 91 ChildNet, 573 F AOL Time Warner, 574 Christchurch Women’s Hospital, 540 Aon Hewitt, 299 Chrysler, 355, 612 Facebook, 43, 51, 60, 129, 139, 207, 299, Apple Inc., 55, 73–74, 152, 207, 339, 389, Cisco, 355, 413 394, 413, 463, 555, 577, 604 Clear Channel Communications, 577 432, 548, 555, 656, 677 ClearSlide, Inc., 390 Factset Research, 581 Arise Virtual Solutions, 105 Clearwater Beach Hilton, 238 Federal Bureau of Investigation (FBI), Asianera, 438 Coca-Cola Company, 57, 132, 166, Aspera, 449 573 Atalissa Zion Lutheran Church, 80 533, 544 Federal Prison Industries Atos, 676 Colgate-Palmolive, 626 AT&T, 296 Colonial Bank, 282 (FPI/UNICOR), 306–307 Auburn University, 460 Comcast, 296 FedEx, 575, 590 Auglaize Provico, 583 Container Store, The, 264 Fiat-Chrysler, 657 Continuum design, 609 FIFA world soccer, 592 B Costo, 297 First Response Team of America, 246 Five Guys Burgers and Fries, 225 BAE Systems, 51 D Florida State University, 460 Baidu, 580 Forbes, 363, 572, 626 Bain & Co., 99, 574 Dallas Cowboys, 521 Ford Motor Co., 55, 355, 579, 585 Bank of America, 609 Dallas Mavericks, 230 Fortune, 94, 116, 129, 349, 575, 576, Bank of America Merrill Lynch, 94 Dallas Museum of Art, 51 Bank of China, 57 Deloitte, 131 580, 581 Bank of the West, 51 Deloitte Consulting, 574 Fortune 100, 581 Baptist Health of South Florida, 122 DeNA mobile gaming, 218 Fortune 500, 94 Barnes & Noble, 238 DentalPlans.com, 665 Fowler White Boggs law, 671 Beckerman PR, 350 Department of Inspections and FOX studios, 625 Berkshire Hathaway, 219, 555 Fuji Heavy Industries, 516 Best Buy, 133, 256, 447, 552 Appeals, 80 BetterWorks, 389 DePaul University, 175 G BHP Billiton, 447 Dish Network, 573 Dish satellite systems, 97 Galleon Group, 438 Gallup, 44, 269, 583 GEMS Group Ltd., 105 Genentech, 43, 581, 671 General Electric, 49 721

722 Organization Index General Mills, 671 Institute for Ethical Business Masterfoods, 584 General Motors (GM), 225, 313–314, Worldwide, 213 Max’s Burger, 236–237 May Kay Cosmetics, 267 355, 510, 645 Institute for Integrated Healthcare, 624 McDonald’s, 55, 175, 296, 401, 544 Georgia Tech library, 238 Institute for Life-Span Development and McKinsey & Company, 43, 99, 420 Gerson Lehrman Group, 593 Mechanical Turk, 532, 632 Ghost Group, 450–451 Gerontology, 87 Medtronic, 287, 395, 590 Gilead Sciences, 465 Intel, 404, 671 Men’s Warehouse, 499, 585 Givelocity, 123 International Labour Organization, 301 Mercedes, 55 Glassdoor.com, 387 International Paper, 584 Mercedes-Benz, 87 GLOBE studies, 194–197, 196–197 International Red Cross, 364 Merrill Lynch, 590 Globoforce corporation, 303 Interstate Batteries, 585 Metro Bank, 255 Goldman Sachs, 87, 99, 447, 581 Intuit, 303, 572 MGM Studios, 542 Google, 51, 104, 129, 274, 400, 545, 546, Iowa Department of Human Microsoft, 420, 447, 534, 575, 609, 551, 555, 577, 581 Services, 80 671, 675 GoPro, 430 Iowa Workforce Development, 80 Minneapolis Institute of Arts, 51 Gore-Tex, 445 Moleskine SpA, 548, 549 Gorky Automobile Factory (GAZ), 547 J Molson Coors, 117–118 Gravity, 274, 296 Morningstar, 671 Green Bay Packers, 328 Jack in the Box, 129 Motorola Mobility, 546 Grid Connect, Inc., 350 Jacksonville Jaguars, 521 MTS Systems, 164 Groupon, 555 Jacobs University, 142 Grow Financial Credit Union, Tampa, Japan Airlines, 558 N JCPenny, 446 Florida, 100 Jobs Mission, 83 NASA, 74, 230, 339 GTE, 654 Johnson & Johnson, 672 Nassar Group, 236–237 Journal of Applied Psychology, 688 National Association of the H Journal of Management, 688 Journal of Organizational Behavior, 688 Deaf, 391 Habitat for Humanity, 124, 288 National Basketball Association Haier, 550 K Hallmark Cards, Inc., 368 (NBA), 299 Handy Cleaning Service, 632 Kentucky Fried Chicken, 130 National Collegiate Athletic Association Harlem Educational Activities Fund, 449 KeySpan Corp., 300 Harley-Davidson Motors, 354 Kickstarter, 645 (NCAA), 460 Harpo Productions, 238 Kimpton Hotels & Restaurants, 580 National Guard, 83 Harrah’s Entertainment, 610 Kmart, 684 National Hockey League (NHL), 521 Hartford Financial Services Group, 288 Koch Industries, 630 National Labor Relations Board Harvard Business Review, 590, 688 Korn Ferry, 89 Harvard Business School, 650–651 KPMG, 590 (NLRB), 401 Harvard University, 93, 191, 434, 577 Kroger, 51 National Minority Supplier Development Hay Group, 574 Henry’s Turkey Service of Texas, L Council, 98 National Sleep Foundation, 275 79–80 La Leche League International, 623 NBC Universal, 625 Hewlett-Packard, 50, 446–447, 548, Leadership Quarterly, 688 Neiman Marcus, 238 Learner’s Edge, 133–134 NestléPurina, 626 573, 585 Lenovo, 546 Netflix, 51, 435 Hoa’s Tool Shop, 230 LinkedIn, 50, 394, 413 Netscape, 87 Hobby Lobby, 95 Liz Claiborne, 643 New Yorker, The, 49 Home Depot, 288 L’Oréal, 132–133, 368 New York Knicks, 368 Honda, 166, 355, 410 Lowe’s, 175, 246 Nielson Holdings, 51 Honeywell International, 544, 555 Luliang Chemical Company, 373 Nike, 577, 579 Honor, 645 Lululemon, 543 Nintendo, 218 Houghton Mifflin Harcourt, 449 Lyft, 632 Nissan Motor Company, Japan, 99, 315, Human Relations, 688 Hyatt Hotels Corporation, 641–642 M 355, 655 Hyundai, 575 Nokia, 447, 643 Macy’s, 643 Nordea Bank AB, 588 I Major League Baseball (MLB), Nordstrom, 60 Northwestern University, 590 IBM, 93–94, 194, 401, 506, 541, 590 482, 521 IDEO design, 530 Manpower Group, 67, 59 O IKEA, 575 Marketplace Chaplains USA, 586 Image Entertainment, 381 Market Technologies, 583 Offerpop, 350 IMB, 43 Marks & Spencer, 548 Olympus, 472 Marquette University, 237 Orchard Hardware Supply, 608 Oticon A/S, 543

Organization Index 723 P Southwest Airlines, 43, 550, 575, 609 University of North Carolina-Chapel Spanx, 238 Hill, 62 PAN Communications Inc., 350 Spotify, 495–496, 571–572 Panduit, 303 Stanford University, 164, 237, 434 University of South Florida, 237 Paramore, 449 Stanley Consultants, 105 U.S. Air Force, 83, 159 Patagonia, 594 Starbucks, 159, 354, 383, 546, 585 US Airways, 588 People’s Hospital, 214 Stryker, 287 U.S. Bureau of Labor Statistics, Peppercomm PR, 389 Sturdisteel, 586 PepsiCo, 550 Subway, 251 58, 105, 164 Pew Research Center, 92 Sue Weaver Cause, 630 U.S. Defense Department, 306 PGi, 400 Suntell, 133 U.S. Department of Health and Human Postmates, 111, 632 Symantec Corporation, 303 PricewaterhouseCoopers, 289 Services, 672 Procter & Gamble, 43, 166, 256, 533, T U.S. Department of Labor, 80, 624, 541, 610 Taco Bell, 225, 586 625, 672 Product Hunt, 366 Target stores, 82, 446 U.S. Equal Employment Opportunity Public Utilities Board, Singapore, 86 TaskRabbit, 111, 112 Publix supermarkets, 97 Tata Consultancy Services, 369, 610 Commission (EEOC), 79–80, 90, 93, Taylor, Bean & Whitaker (TBW), 470, 519, 604, 630 Q U.S. Federal Reserve, 68 281–282 U.S. Navy, 654 Qualcomm, 43 Tazreen Fashion, 301 U.S. Small Business Administration, 359 Tchibo, 301 U.S. Supreme Court, 95, 102 R Tencent Holdings, 300 Tennier Industries, 306 V Redfin, 307 Thai Tankenaka, 261 REI, 129, 581, 319 Threadless, 580–581 Valve Corporation, 445, 530 Research in Motion, 643 3M, 548, 571 Verizon Wireless, 237, 274 R. J. Reynolds Tobacco, 586 Time Warner, 574 Viacom, 625 Roadway Express, 654 Tofutti, 88 Virgin Group, 177, 395, 433, 575 Rongping Chemical Company, 373 Tokyo University, 99 Vitals, website, 449 Rothenberg International, 588 Tommy Hilfiger, 301 Volkswagen, 55, 295 Royce Leather, 115 Tom’s of Maine, 585 TOMS Shoes, 185 W S Towers Watson, 129 Toyota, 355 W. L. Gore & Associates, 575, 655 SABMiller, 624 TRANSCO, Finland, 101 Walmart, 83, 297, 301, 548, 684 SAC Capital Advisors, 486 Trex, 449 Walt Disney, 296, 609 Safelite AutoGlass, 584 Tung Hai Sweater Company, 301 Warby Parker, 594 Sahara Hotel Group, 57 TweetDeck, 400 Warner Bros., 382, 542 Salesforce.com, 116, 401 20th Century Fox, 542 Wegmans, 576 Salvatore Ferragamo, 548 Twitter, 51, 60, 61, 147, 389, 394–395, Wells Fargo, 581 Sam’s Club, 297 Wellspring, 567 Samsonite, 385 401, 410, 555 Western Electric Company, 324–325 Samsung, 55, 534, 605 Tyco, 437–438 Westin Hotels, 115 Sanofi pharmaceutical, 476 Tyson Foods, 585, 586 Westminster College, 237 SAP software, 97, 401, 437 Wetherill Associates, 585 SAS, 129, 581 U Whole Foods Market, 59, 368 Shark Tank, 87 Wipro, 610 Shutterfly, Inc., 307–308 Uber, 51, 632 Women’s Bean Project, 422 Sloan Management Review, 688 Ubisoft Entertainment, 569 WorkOne, 67 Smartsheet.com, 449 UBS, 590 World Climate Ltd., 413 Smith & Wesson, 610 Unilever, 166 Workforce Management, 573, 584 SmugMug, 349 United Auto Workers, 510 Social Democratic Party of United Entertainment group, 580 X United Health Group, 653 Switzerland, 274 United Way, 425 Xerox, 175, 543 Society for Human Resource University of California-San Diego, 434 Xiaomi, 643 University of California-San Francisco, Management (SHRM) Y Foundation, 105 150 Society of Women Engineers, 98 University of Georgia, 460 Yahoo!, 133, 292, 293, 294, 552 Sole Technology, 571 University of Massachusetts, 237 Yale University, 112, 115 Solomon R. Guggenheim Museum, 51 University of Michigan, 131, 460 Yammer, 401 Solstice Mobile, 308 Sony, 677 Z Zappos.com, 48, 125, 545, 567 Zulily, Inc., 307

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Subject Index A Assertiveness, 421 confirmation, 221 Assessment centers, 606 gender, 88–89 Ability, 95–98 Assimilation, role play and, 320–322 gender, at Google, 104 intellectual, 96–97 Attentional processes, 261 hindsight, 222–223 of team members, 359–360 Attitudes ingroup, 507 maternal wall, 89 Absenteeism, 66–67, 128 behavior and, 114–115 overconfidence, 220 Accommodating, conflict and, 503 components of, 113 in performance evaluations, 618 Accountability, leadership and, 439 job. See Job attitudes reducing, errors and, 220 Acquisitions and mergers, organizational moods/emotions and, 161–163 self-serving, 212 Attribution theory, perception, judgment social loafing and, 330 culture and, 574 values and, 189–190 Action research, organizational change and, 211–212 Big data, use of in business, 49–52 Attribution theory of leadership, Big Five Personality Model, 178–182 and, 651 Biographical characteristics, of Action teams, 367 444–445 Active cultures, 594 Authentic leadership, 437–438 employees, 86–92 Active listening, 389 Authority, 534 age, 86–88 ACT test, 96 Automatic processing, 402 hidden disabilities, 91–92 Administrators, 44 Autonomy, job characteristics model race/ethnicity, 89–90 Affect sex, 88–89 and, 283 Black Swan (film), 625 emotions and moods, 141–147. See also Availability bias, 221 Blink (Gladwell), 222 Emotions entries Avoidant people, 184 Blogs, communication and, 395, 400 Avoiding, conflict and, 503 Body language, 396 positive/negative affect moods, Body movement, communication and, 143–144 B 396 Affect intensity, 147 Background checks, employment, Bonus pay, 299–300 Affective component, of attitude, 113 603–604, 630 Borderline people, 184 Affective events theory (AET), 153 “Boss effect,” 142 Affirmative action, ethics and, 83 Baldness, masculinity and, 87 Boundary spanning, organizational Affirmative action programs (AAP), Bargaining strategies, 508–511 structure and, 537–538 100–101, 102 distributive, 508–509 Bounded rationality, 218–219 Affordable Care Act, 112 distributive v. integrative, 508 BOYD (bring your own device), Age integrative, 509–510 Barriers to effective communication, ethics and, 412 communication, language and, Brainstorming, groups and, 336–337 404–405 403–406 Brazil, Cuban doctors in, 633–634 Basic skills training, HR and, 609–610 Breast-feeding at work, 623 mood, emotions and, 150 BATNA (best alternative to a negotiated Bribery, 227–228 in workforce, 86–88, 105 Broken windows theory, 227 Aggregate quantitative reviews, research agreement), 512, 515 Bureaucracy, as organizational structure, Behavior and, 686–687 539–541 Agreeableness, 421 attitudes and, 114–115 Business school, narcissism and All-channel, small-group network, 387 creative, 231–233 Allostasis, stress at work and, 661 internally/externally caused, 211 (OB Poll), 183 Allostatic models, 661 norms and, 324–325 Button-down culture, 588 Ambiguous responsibility, 334 performance evaluations and, 614 Americans with Disabilities Act (ADA), stress and, 667–668 C Behavioral component, of attitude, 113 80, 90, 91, 609 Behavioral ethics, 227 Capacity, environment and, 550 Anchoring bias, 220–221 Behaviorally anchored ratings scales Carbon footprint, 356 Anger, in negotiations, 516 Career, in organizational behavior, 55–63 Anger management, workplace and, 164 (BARS), 617 Career objectives features Anthropology, OB and, 54 Behavioral science, big data and, 49–52 Antisocial behavior, 326 Behavioral structured interviews, 609 advice, giving, 252 Antisocial people, 184 Behavioral theories of leadership, disabilities, accommodating, 391 Anxiety, negotiations and, 515–516 firing employees, 620 Apolitical, 478 423–425 flextime, 292 Application forms, 602–603 Behaviorism, 260–261 getting a better job, 514 Appreciative inquiry (AI), OD and, 654 Benefit programs, HR and, 623 Apps, communication and, 395 Bias Arbitrator, 519 Aspiration range, 509 anchoring, 220–221, 509 availability, 221 725

726 Subject Index Career objectives features (continued) situational?, 432 video/conference calling, 390–391 late to work, 213 socialized, 438 written, 392–396. See also Written leadership, 423 transformational v., 437 learning to lead, 587 Charismatic leadership theory, 430 communication, 398 making job better, 126 Cheating, personality, ethics and, Communication, barriers to effective, organizational structure, choosing, 544 peer pressure, conformity, 335 191, 236 403–406 personality tests, 176 China Minsheng Banking Corporation, communication apprehension, political behavior at work, 475 screaming boos, 162 41–42 405–406 sexual identity at work, 94 China, Swedish work-life balance policy cultural, 406–408 team composition, 363 emotions, 404 teams, stress and, 663 in, 599–600 filtering, 403 termination, 67 Chinese students, 341–342 information overload, 404 Circular structure, organizational, 545 language, 404–405 Caring climate, 569–570 Citizenship, careers and, 254. See also lying and, 406 Case study, research and, 684–685 selective perception, 403–404 Causality, 683 Organizational citizenship behavior silence, 405 Centralization, organizational structure Civility training, 610–611 Communication apprehension, 405–406 Civil Rights Act of 1964, 93 Communication channel and, 536–537, 553 Climate, organizational, 568–569, 613 channel richness, 397 Chain, small-group network, 386–387 Coercion, resistance to change and, choosing methods of, 398–400 Chain of command, organizational information security, 400–401 648–649 Communication process, 384 structure, 534–535 Coercive power, 462 Communication styles, 397 Change Cognitive ability test, 605 Compassion, organizational culture Cognitive component, of attitude, 113 failing to, 677 Cognitive dissonance, 114 and, 581 forces for, 643–644 Cognitive evaluation theory, 253 Compensation Kotter’s eight-step plan for Cognitive reappraisal, 157 Cohesiveness, of group, 331 asking for a raise (OB Poll), 247 implementing, 650–651 Collaborating, conflict and, 503 benefits as employee motivators, organizational. See Organizational Collaboration, 339 Collection turnover, 126 302–303 change Collective cultures, team v. individual demotivation of CEO pay, 274 organizational culture as barrier pay structure, establish, 296–297 negotiations, 511 variable-pay program, 297–302. See also to, 574 Collective identification, 316 planned, 644–645 Collectivism, 194 Variable-pay program politics of, 649 College sports, power and, 459–460 Competing, conflict and, 503 resistance to, 645–649. See also Resis- Comfort with Change Scale, 589 Competition Communication tance to change, overcoming change and, 643, 644 supporting from bottom up, cultural guide to, 408 collaboration and, 658 curiosity conversations and, 381–382 Complexity, environment and, 550 641–642 defining, 383 Compromising, conflict and, 503 unfreezing the status quo, 650 downward, 385 Computer-based job training, 612–613 Change, create culture for, 654–659 of ethical expectations, 582 Conceptual skills, of managers, 46 innovation, stimulate, 655–657. See also formal small-group networks, Conciliator, 520 Confirmation bias, 221 Innovation, change and 386–387 Conflict learning organizations and, 657–658 functions/process of, 383–384 defining, 497 paradox, managing, 655 grapevine, 387–388 loci of, 499–500 stress and, 658–659 HR practices and, 622–623 types of, 497–499 Change agents, 645 interunit, change and, 656 unit performance and, 498 Channel richness, communication lateral, 386 work-life, managing, 625–626 managers and, 47 Conflict-handling intentions, 503 and, 397 nonroutine, 398 Conflict-intensity continuum, 504 Chaplains, in the workplace, 586 nonverbal, 396–397, 400 Conflict levels, in teams, 367 Characteristics, employees oral, 388–392. See also Oral Conflict Management Techniques, 505 Conflict process ability, 95–98. See also Ability communication behavior, 504–505 biographical, 86–92 organizational, stress and, 671 cognition and personalization, 502 differentiating, 92–95 persuasive, 401–403 intentions and, 502–503 Charismatic leadership, 429–432 resistance to change and, 647 outcomes, 505–507 attribution theory of leadership and, supportive, 332 potential opposition or telephone and, 391–392 444–445 upward, 385–386 incompatibility, 500–502 born or made?, 430–431 dark side of, 432 defining, 430 influence followers, 431

Subject Index 727 Conformity, norms and, 322–323, Critical incidents, performance representative participation 334, 335 evaluations and, 617 programs, 295 Conscientiousness, 421 Cross-cultural negotiations, 507 role expectation and, 320 Consensus, 211, 342 Cross-cultural training, 613 self-serving bias and, 212 Consideration, leadership and, 424 Cross-functional teams, 354–355 sexual harassment and, 470 Consistency, in action, 211 Cross-hierarchical teams, 543 social loafing and, 330 Context Cross-training (job rotation), social media use and, 395, 401, 410 social needs and, 251–252 innovation and, 656–657 285–286 stereotyping and, 216 perception and, 210 Crying, at work, 166–167 team composition and, 362, 363 Contingency theories of leadership, Cuban doctors in Brazil, 633–634 team negotiations and, 511 Cultural context, communication and, telecommuting and, 294 425–428 trust and, 442 Fiedler, Model, 425–426 407–408 vacation time and, 307 leader–participation model, 427 Cultural differences, stress at work and, values and, 194–197. See Cultural situational leadership theory (SLT), 665–666 values 426–427 Cultural identity, 95 variable-pay programs and, 297 Contingency variables, 54–55 Cultural values, 194–197 See also Organizational culture Contingent selection tests, 609 Curiosity conversations, 381–382 Contrast effects, 214 comparing frameworks for, 197 Customer organizational structure, 541 Controlled processing, 402 GLOBE framework for, 196–197 Customer satisfaction, 125 Controlling, as managerial role, 44, 45 Hofstede’s framework (of cultural Customer service, 59, 161 Cooptation, resistance to change values), 194–196 D and, 648 Culture clash, 574 Core self-evaluation (CSE), Culture(s) Dark Side personality traits, 421–422 Data, behavioral science and, 49–52 122, 184–185 adapting to different, 57 Data mining emotions, 165–166 Core values, 566 benefits, as employee motivation, 303 Day of week, emotions, moods and, Corporate social responsibility (CSR), bonus pay and, 300 collectivist, conflict and, 507 147, 149 123–124, 182, 185, 224, 227 communication and, 406–408 Deceit, organizational culture of, 592 authentic leadership and, 438 create for change at work, 654–659 Decentralization, organizational struc- carbon footprint and, 356 creativity and, 232–233 circular structure and, 545 day-of-week mood effects across, 149 ture and, 536–537 motivation to, 245–246 dimensions of fit (job) and, 193 Decision making norms and, 325 emotions and, 142 unethical decision making and, employee involvement programs ethics and, 226–229. See also Ethics, decision making and 372–373 and, 294 workplace spirituality and, 585 employee recognition programs group, 333–337. See Group decision Correlation coefficient, 683 making Cortisol, stress and, 663 and, 303 Cost-minimizing organizations, 548 entrepreneurs and, 174 individual differences in, 223–224 Counterproductive conflicts, 506 ethical decision criteria and, 226–227 OB, moods/emotions and, 159 Counter-productive work behavior flextime and, 289 organizational, 225–226 globalization, challenges of, 55 in organizations, 217–223. See also (CWB), 127–129, 155, 162–163, goal-setting theory and, 255–256 326, 614 guide to communication, 408 Organizations, decision making in Creative outcomes, 233–234 Hofstede’s dimensions and, 194–195 perception and individual, Creativity individual decision making and, 224 cultural environment and, 232–233 job sharing and, 291 216–217 expertise/ethics and, 232 justice and, 266–267 rational, 217–218 idea evaluation, 230 leadership and, 424 Decision role, of managers, 46 idea generation and, 230 mood and, 145 Decisions, 216–217 information gathering and, 230 negotiation and, 507, 516 Decoding, communication and, 384 innovation and, 233–234 norms and, 327 Deep acting, 152 intelligence/personality and, 231 organizational. See Organizational Deep-level diversity, 82–83 problem formulation and, 229–230 Defensive behaviors, 478, 479 teams v. individuals, 339 culture Demands, stress and work and, 661 three-stage model of, 229–230 performance evaluations in Demographics Creativity, OB, moods/emotions and, biographical characteristics, 86–92. 160 different, 621 Credit checks, employment and, 604 personality measurement and, See also Biographical characteristics Criminal records, employment check differentiating characteristics, 92–95 and, 604, 630 175, 181–182 diversity and, 81–82 piece-rate pay plan and, 298 workforce, 57–58 political behavior at work and, 476 Departmentalization, 533–534 power tactics and, 468

728 Subject Index Dependence, power and, 461 Dress code, 633 Emotions, moods and, OB applications, general dependence postulate, 464 Driving forces, 649–650 159–163 nonsubstitutability, 465 Drug testing, employees, 610 social network analysis, 465–466 Dubai, 488 creativity, 160 what creates?, 464–465 Due process, performance evaluations customer service, 161 decision making and, 159 Dependent variable, 683 and, 619 deviant workplace behavior, 162–163 Deviant workplace behaviors, moods/ Dyadic conflict, 499 job attitudes, 161–163 Dynamic environments, 550 leadership, 160–161 emotions and, 162–163, 326 Dysfunctional conflict, 497 motivation, 160 Differentiating characteristics of Dysfunctional organizations, culture negotiation, 161 safety/injury and work, 163 employees, 92–95 and, 574 selection, 159 cultural identity, 95 Dysfunctional outcomes, conflict and, 506 Emotions, moods and, sources of, 146–151 physical abilities, 97–98 age and, 150 religion, 92–93 E exercise, 150 sexual orientation/gender identity, gender and, 151 Eckman’s Facial Coding System, 166 personality, 146–147 93–95 Economic shocks, change and, 643, 644 sleep and, 150 tenure, 92 Economic uncertainties, stress and, 662 social activities and, 150 Dimensions of the Learning Effective managers, 47–48 stress and, 150 Effectiveness, 69, 613 time of day and, 147, 148 Organization Questionnaire weather, 147–149 (DLOQ), 657–658 evaluating group, 337 Empathy, negotiations and, 515 Disabilities, 90–92 of group decision making, 334 Employee(s) Disabled workers Efficiency, 69, 334 behavior, organizational structure accommodating, 391 Effort–performance relationship, 267 as biographical characteristics, 90–91 E-learning, 612–613 and, 551–553 unlawful treatment of, 79–80 E-mail, as communication, 392–393, benefits, use to motivate, 302–303 Discrimination, 83–86 burnout, 63 disabled workers and, 90–91 399–400 characteristics/demographics of. forms of, 85 Emotional Competence Inventory gender, 88–89 See Characteristics, employee; race/ethnicity, 89–90 (ECI-2), 155 Differentiating characteristics religious, 92–93 Emotional contagion, 161 of employees sexual orientation/gender identity Emotional dissonance, 153 firing, 620 and, 93–95 Emotional intelligence (EI), 153–155, intrinsic rewards, motivation and, stereotype threat, 84–85 303–304 Displayed emotions, 152 375, 422 job engagement and, 269 Dissatisfaction, motivation and, 249–250 Emotional Intelligence Assessment, 155 learning organizational culture, Disseminator role, of managers, 46 Emotional labor, 151–153 579–581 Dissonance, attitudes, behavior and, 114 Emotional sharing, 383–384 organizational politics, response to, Distinctiveness, 211 Emotional states (OB Poll), 145 477–478 Distributive bargaining, 508–509 Emotional suppression, 157 organizational social media strategy, Distributive justice, 263–264 Emotion regulation and, 401 Disturbance handler role, of managers, 46 rewards to motivate, 296–302 Diversity, 81–83, 331 ethics of, 158 sabbaticals, stress and, 671 demographic characteristics, 81–82 influences/outcomes, 156 socialization, organizational culture of group, 331–333 techniques, 156–158 and, 577–578 levels of, 82–83 Emotions, moods and, 141–147 social media presence and, 410 organizational culture as barrier to, 574 affective events theory, 153 stress at work (OB Poll), 660 of team members, 362, 363 anger, at work, 164 telecommuting, 552 Diversity management strategies communication and, 404 tracking/monitoring at work, 260 effective diversity programs, 100–101 conflict and, 502 variable-pay program, 297–302. See also employees and, 98–99 crying, at work, 166–167 Variable-pay program groups, diversity in, 99–100 data mining emotions, 165–166 volunteering and, 246 Diversity programs, 100–101 emotional states (OB Poll), 145 well-being, at work, 60–61 Divisional structure, organizational, ethics and, 146 withdrawal behavior, 66–68. See also 540–541 experiencing, 144–145 Outcomes, OB model and Division of labor, 531–532 functions of, 145–146 workplace spirituality and, 585–586 Doctors, 633–634 irrationality and, 145–146 Employee assistance plan (EAP), 588, 670 Dominant culture, 566 moral emotions, 142–143 Employee engagement, job attitudes Downsizing, organizational structure, negotiations and, 514–516 and, 117–118 546–547 norms and, 322 Downward communication, 385 positive/negative affect moods, 143–144 smiling, 142 tall poppy syndrome, 167–168 types of emotions, 141–142

Subject Index 729 Employee involvement and participation Ethical climate index (ECI), 569–570 F (EIP), 294–296, 670 Ethical climate theory (ECT), Face-time, 293, 305, 356 Employee recognition program, 303–304 569–570 Face-to-face communication, 389, 446 Employee stock ownership plan (ESOP), Ethical culture, 581, 582 Facial expressions, emotions and, 141, Ethical dilemmas 301–302 166, 396 Employment interview, perception behavioral ethics and, 227 Facial-recognition software, 603 BYOD (bring your own device), 412 Fair Labor Standards Act of 1938, 79–80 and, 215 culture of deceit, 592 Faultlines, 332–333 Employment Non-Discrimination Act data mining emotions, 165–166 Feedback defining, 62 (ENDA), 93 drones, use of, 73 communication and, 383, 384 Employment options, in organizational grade inflation, 273–274 goal setting theory and, 254–255 inmates for hire, 306–307 interviewers and, 609 behavior, 55 job hopping, 200 job characteristics model and, 283 Employment policies, HR and, 623–625 marijuana start-ups, 450–451 oral communication and, 389 Enactive mastery, 259 on-demand workers, employees?, 632 performance evaluations and, Encoding, communication and, 384 organizational politics and, 483 Encounter stage, of socialization, 577 pay and, 523 615–616, 619–621 Engagement, job, employee and, 269 power, deference to, 487–488 self-efficacy and, 258 Enterprise social software, 394 sick leave, 675 survey, OD and, 652 Entrepreneur, secrets of successful, teams, ethical breaches of, 372–373 Felt conflict, 502 Ethical dimensions, of organizational Felt emotions, 152 173–174 Femininity, 194 Entrepreneur role, of managers, 46 culture, 569–570 Field experiment, research and, 686 Environment, organizational structure/ Ethical leadership, 438–440 Field survey, research and, 685 Ethical Leadership Assessment, 437 Figurehead, manager as, 45 strategy and, 550–551 Ethical training, 582 Filtering, as communication barrier, 403 E-portfolio, 237 Ethical work climate (EWC), 569–570 Firing employees, 620 Equal Opportunities Commission of Ethics First impressions, personality and, 186 Fit, workplace values, personality and, Hong Kong, 104 creativity and, 232 Equity theory, 262–263. See also Organiza- decision making and, 226–229 191–193 of emotion regulation, 158 Fixed pie, 508 tional justice emotions, moods and, 146 Fixed v. variable socialization, 578 Errors, randomness and, 222 goal-setting and, 257 Flexible structures, organizational Escalation of commitment, 221–222 lying and, 228–229 Esteem needs, 248 personality tests and, 176 structure, 545, 557 Ethical behavior, 62 of political behavior, 482–483 Flextime, 288–290, 292 Ethical choices, 62 research and, 687 Formal channels, 384 safety and, 313–314 Formal group, 315 affirmative action and unemployed in workplace, 200 Formalization, organizational structure veterans, 83 Ethics training, 611 Ethnicity and, 537 carbon footprints, 356 as biographical characteristic, 89–90 Formal power, 462 cheating personality, 191 criminal background checks Formal small-group networks, 386–387 choosing to lie, 229 Formal v. informal socialization, 578 compassion, organizational culture and, 630 Fragmentation, learning organization diversity demographics and, 81–82 and, 581 stereotype threat, 84–85 and, 658 empathy to negotiate more ethically, E-training, 612–613 French trade union, 676 Evidence-based management Full range of leadership model, 433 515 Functional conflict, 497, 506–507 flexible structures, deskless workplace, (EBM), 49 Functional magnetic resonance imaging Excessive daytime sleepiness (EDS), 275 545 Exclusion, in groups, 321 (fMRI), 154 HIV/AIDS, multinational Execution Is the Strategy (Stack), 391 Functional outcomes, conflict and, 505 Exercise, mood, emotions and, 150 Functional structure, organizational, 540 organizations and, 624 Exit response, 126 Fundamental attribution error, 212 interview impression management, Expectancy theory, 267–268 Expertise, creativity and, 232 G 481 Expert power, 463 leaders, holding accountable, 439 Externally caused behaviors, 211 Gaining Power and Influence, 483 managers, emotional intelligence tests Extrinsic rewards, 583 Gender Extroversion, 201, 421, 545 and, 155 baldness, masculinity and, 87 office talk, 115 as biographical characteristic, 88–89 organizational change, stress diversity demographics and, 81–82 emotions, mood and, 151 management and, 670 flexibility and, 246 organizational social media strategy, employees and, 401 peer pressure, 323 sweatshops, 301 technology, employee tracking and, 260 vacation deficit, burnout, 63

730 Subject Index Gender (continued) nominal group technique, 337 Historical precedents, organizational group diversity and, 332 strengths of, 333–334 decision making, 226 identity, in workforce, 93–95 weaknesses of, 334 individual decision making and, 223 Group development, 317–318 HIV/AIDS, multinational organizations, negotiations and, differences in, Group diversity, 331–333 ethics and, 624 516–518 gender and, 332 pay gap (OB Poll), 81 performance and, 331 Hofstede’s framework (of cultural percentage of men/women working Group effectiveness, 337 values), 194–196 (OB Poll), 58 Group functioning, 68 sexual harassment, 470–471 Group interaction, status and, 328 Homeostatic perspective, 661 stereotype threat, 84–85 Group norms, 322–327 House of Cards (television), 319 team composition and, 363 behavior and, 324–325 HR. See Human resources entries conformity and, 322–323 Human resource (HR) management General dependence postulate, power culture and, 327 and, 464 emotions and, 322 leadership role of, 621–628. See also negative, group outcomes and, Leadership, HR management and Generalizable, research and, 684 General mental ability (GMA), 96 325–327 managers and, 47 Generational values, 190–191 positive, group outcomes performance evaluations and, Geographic organizational structure, 541 Global context, of organizational and, 325 613–621. See also Performance Group order ranking, 617 evaluations culture, 587–589 Group polarization, 336 recruitment practices, 601 Global Entrepreneur Summit 2011, 42 Group property, status as, 327–329. selection practices, 601–604. See also Globalization Selection practices, of HR See also Status, as group property social media and, 60 affirmative action around the Group roles, 318–322 substantive/contingent selection, world, 102 604–609 key/allocation of, 361–362 training and development programs, cultural issues, 55 role conflict, 320 609–613 foreign assignments, 55 role expectation, 319–320 Human skills, of managers, 46 low-cost labor, movement of jobs to role perception, 319 Humor, communication and, 389 role play, assimilation and, Hypothesis, 682 countries with, 56–57 managerial challenges, 55–57 320–322 I GLOBE framework for cultural values, Groups Idea champions, innovation and, 657 196–197, 424, 436 conflict and, 500 Idea evaluation, 230 GMAT test, 96 define/classify, 315–317 Idea generation, creative behavior Goal commitment, goal-setting theory diversity in, 99–100 gossip/exclusion as toxic to, 321 and, 230 and, 255 intragroup trust, survival and, 343 Identification-based trust, 446 Goal-setting teams v., 351–352 Illusory correlation, 148–149 Groupshift, 336 Imitation strategy, 548 stress management and, 669 Group size/dynamics, 329–330 Importance, power and, 465 See also Motivation entries Group status, 329 Impression management, 478–482 Goal-setting theory, 254–257, 272 Groupthink, 335–336 ethics and, 257 defensive behaviors, 479 goal commitment, 255 H manage interviewer?, 481 implementing, 256–257 performance evaluations, 481–482 task characteristics, 255 Halo effect, 213.214 techniques, 480 Godfather, The (film), 520 Halo error, 618 Incentives, for team players, 368–369 Gossip Happiness Independence climate, 570 dealing with rumors and, 388 Independent contractors, 632 in the office, 115, 321 coaches, 590 Independent variable, 683 Grade inflation, ethics and, 273–274 money and, 286 Individual approaches to stress manage- Grapevine, communication and, Hawthorne Studies, 324–325 Heredity, personality and, 176–177 ment, 668–669 387–388 Heterogeneity, 550 Individual decision making, 216–217, Graphic rating scales, performance Heuristics, 214 Hidden disabilities, 91–92 333–334. See also Decision making evaluations and, 617 Hierarchical groups, 328–329 cultural differences, 224 Great Depression, 432 Hierarchy of needs, Maslow, 248–249 gender and, 223 Green practices, 643 High-context cultures, 407 mental ability, 224 Group, 315 High-performance work system nudging, 224 Group cohesion, 68 personality and, 223 Group cohesiveness, 331 (HPWS), 622 Individual differences Group decision making, 333–337 Hindrance stressors, 661 in decision making, 223–224 Hindsight bias, 222–223 in stress at work, 664–665 brainstorming, 336–337 Individual-focused transformational effectiveness/efficiency of, 334 groupthink/groupshift, 334–336 leadership, 436

Subject Index 731 Individualism, 194 Interpersonal demands, stress and, Job rotation, 285–286 Individual practices, of socialization, 578 663–664 Job satisfaction Individual ranking, 617 Individual sources, of resistance to Interpersonal justice, 265 average levels of, by country, 121 Interpersonal role, of managers, 45–46 causes of, 121–124 change, 646 Interpersonal skills conditions, 121–122 Individual task outcomes, performance corporate social responsibility (CSR), importance of, 43–44 evaluations and, 614 training and, 610 123–124 Individual v. collective socialization, 578 Interrole conflict, 320 happy places (OB Poll), 120 Informal channels, 384 Interview(s) how satisfied are workers?, Informal group, 315 HR, employment selection and, 607–609 Informational justice, 265 manage impressions?, 481 119–121 Informational role, of managers, 46 Interview derailment (OB Poll), 607 involvement and, 116 Information gathering, creative behavior Intonations, communication and, 396 measuring, 118–119 Intragroup conflict, 499 pay, 122–123 and, 230 Intragroup trust, survival and, 343 personality and, 122 Information overload, 404 Intrinsic rewards, employee motivation worst jobs for, 119 Information security, communication Job satisfaction, outcomes and, 303–304, 369 customer satisfaction, 125 and, 400–401 Introversion, 201, 339, 545 life satisfaction, 125 Informed exchange, communication Intuition organizational citizenship behavior and, 384 decision making and, 219 (OCB), 124–125 Ingroup bias, 507 systematic study and, 49–52 performance, 124 Ingroups, 317, 428–429 Intuitive decision making, 219 Job sharing, 290–291 Initiating structure, leadership and, Investiture v. divestiture socialization, 578 Job training, 612 IQ tests, 96 Judgment, of others, perception and, 423–424 Innovation, change and, 655–657 J 210–215 applications of short cuts, 215 context and, 656–657 Jargon, 389, 581 common shortcuts in, 214–215 defining innovation, 655–656 Job attitudes, 116–118 See also Perception, judgment and idea champions, 657 Justice, organizational, 263–267. See also sources of innovation, 656 average levels by facet, 120 Innovation, organizational culture and, distinct?, 118 Equity theory; Organizational justice employee engagement, 117–118 Justice outcomes, 265–266 571–572 OB, moods/emotions and, 161–163 Innovation companies, 555 organizational commitment, 116 K Innovation creativity, organizations and, received organizational support Kuda Huvadhoo island, 414 231 (OB Poll), 233–234 (POS), 116–117 Kyoto Protocol, 414 Innovation strategy, 548 satisfaction/involvement, 116 Inputs, OB model, 64–65 Job characteristics model (JCM), L In Search of Excellence, 50 Instant messaging (IM), 393, 399 283–285 Labor Institutionalization, as organizational Job conditions, 121–122 emotional, 151–153 Job crafting, 134 inmate, 306–307 culture liability, 573–574 Job dissatisfaction, 126–130 low-cost in foreign countries, 56–57 Institutional practices, 577 Institutions, organizational structure/ absenteeism and, 128 Laboratory experiment, research and, counterproductive work behavior 685–686 strategy and, 551 Instrumental ethical climate, 569 (CWB), 127–129 Language Instrumental values, 190 managerial issues, 129–130 as barrier to communication, 404–405 Integrative bargaining, 509–510 responses to, 127 body, 396 Integrity tests, HR, employment theoretical model of, 126–127 cultural barriers to communication turnover and, 128–129 and, 406–408 and, 606 Job engagement, motivation and, 269 in meetings, 389 Intellectual abilities, 96–97 Job experience, stress at work and, organizational culture and, 581 Intelligence, creativity and, 231 Intelligence tests, 605 664–665 Lateral communication, 386 Intentions, conflict and, 502–503 Job interviews, HR, employment and, Law and code climates, 570 Intercultural Sensitivity Scale, 85 Layoffs, HR management and, 626–628 Interest level, persuasive communication 607–609 Leader–member exchange (LMX) Job involvement, 116 and, 402 Job performance, 124, 668 theory, 428–429 Intergroup conflict, 499 Job redesign, 285–288 Leader–member relations, 425 Intergroup development, OD and, Leader–participation model, 427 alternative work arrangements and, Leaders 653–654 288–294 Internal equity, 296 selecting, 446–447 Internally caused behaviors, 211 relational job design, 286–288 training, 447 Interpersonal communication, 389 rotation, 285–286

732 Subject Index Leadership Lesbian, gay, bisexual, and transgender McClelland’s theory of needs, 250–252 authentic, 437–438 (LGBT) employees, 93 Measuring behavior theories of, 423–425 CEOs and, 449 Letters, as communication, 392, 398–399 job satisfaction, 118–119 contemporary theories of, 428–437. Letters of recommendation, 603 personality, 175–176. See Personality See also Leadership, contemporary Liaison, managers and, 46 theories of Lie to Me (television), 166 framework contingency theories of, 425–428 Life satisfaction, 125 Mechanistic model, of organizational creativity and, 233 Listener burnout, 389 defining, 420–421 Literature, on OB, 71 structure, 547–548 employee engagement and, 269 Long-term orientation, 194 Mediations, HR management and, ethical, 438–440 Low-context cultures, 407–408 full range of leadership model, 433 Loyalty, employee/employer, outdated 626–628 holding leaders accountable, 439 Mediator, in negotiations, 519 keep enemies close, 477 concept, 131 Medicaid, 79 learning, 587 Loyalty response, 127 Medical exams, employment and, 610 mentoring and, 443–444 LSAT test, 96 Meetings OB, moods/emotions and, 160–161 Lying poor, 423 communication in, 389–390 power and, 461–462 communication and, 406 underwater, 413–414 servant, 440 ethics and, 228–229 Mental models, 366 skills, developing, 428 Mentoring, 173–174, 443–444 teams, structure of, 358 M Merit-based pay, 299 trait theories of, 421–423, 452 Message characteristics, persuasive transactional/transformational, Machiavellianism, 182, 421–422, 474, 483 432–433 Maldives, 413–414 communication and, 402 trust, 440–443. See also Trust, leader- Management, end of, 555 Meta-analysis, 686–687 ship and Management, organizational behavior Metamorphosis stage, of socialization, Leadership, challenges to and, 44–48 577 attribution theory of, 444–445 conceptual skills, of, 46 Micro-entrepreneurs, 111–112 online, 446 decisional roles, 46 Middle East and North African Area selecting leaders, 446–447 effective v. successful managerial activi- substitutes for/neutralizers of, (MENA), 633 445–446 ties, 47–48 Migrant and Seasonal Worker Protection training leaders, 447 human skills of, 46 informational role, 46 Act, 80 Leadership, contemporary theories of, interpersonal role, 45–46 Mindfulness, 153, 157–158, 674 428–437 technical skills of, 46 Minority groups, affirmative action work of managers, 44–45 charismatic, 429–432. See also Charis- Management by Objectives and Results and, 102 matic leadership Mintzberg’s Managerial Roles, 45 (MBOR), 257 Model, 64 leader–member exchange (LMX) Management by Objectives (MBO), Moderating variable, 683 theory, 428–429 Modular structure, 542–543 256–257 Money Leadership, HR management and, Management by Walking Around 621–628 happiness and, 286 (MBWA), 50 power and, 461 benefit programs, design/administer, Manager Monitor role, of managers, 46 623 Moods, emotions and, 141–147 allocation of activities of, by time, 47 basic, positive/negative affect and, communication practices of, 622–623 defined, 44 employment policies, draft/enforce, emotional intelligence tests and, 155 143–144 job dissatisfaction and, 129–130 structure of mood, 144 623–625 job satisfaction and, 121–122 See also Emotions, moods and entries managing work-life conflicts, 625–626 See also Organizational behavior (OB), Mood states, 143–144 mediations, terminations, layoffs and, Moral blind spots, 227 as career Moral disgust, 143 626–628 Manipulation, resistance to change and, Moral emotions, 142–143 Leading, as managerial role, 44, 45 MotionSavvy, 391 Lean management, 546 648 Motivating potential score (MPS), 283–284 Lean Startup, The (Ries), 572 Mannerism, 633 Motivation, 295 Learning organizations, organizational Masculinity, 194 benefits, employees and, 302–303 Maslow’s hierarchy of needs, 248–249 corporate social responsibility and, change and, 657–658 Material symbols, organizational culture Least preferred coworker (LPC) 245–246 and, 580–581 creativity and, 232 questionnaire, 425 Maternal wall bias, 89 employee involvement programs, Legitimate power, 462 Matrix structure, organizational, 541–542 Leisure time, 307 Mayer–Salovey–Caruso Emotional Intel- 294–296 integrating theories of, 269–271 ligence Test (MSCEIT), 155 intrinsic rewards, employee and, MCAT test, 96 303–304

Subject Index 733 job characteristics model and, 283–285 National Labor Relations Act, 401 Open-collar culture, 588 job engagement, 269 Need for achievement (nAch), 250–252 Operant conditioning theory, 260–261 job redesign and, 285–288 Need for affiliation (nAff), 250–252 Oral communication, 388–392, 389–390 leisure time, 307 Need for cognition, 402 Organic model, or organizational struc- OB, moods/emotions and, 160 Need for power (nPow), 250–252 representative participation programs, Negative affect moods, 143–144 ture, 547–548, 656 Negative leniency, 618 Organization, 44 295–296 Negative norms, group outcomes and, rewards to motivate employees, innovation, creative outcomes and, 325–327 233–234 296–302 Negative stereotypes, 216, 235 Motivation, contemporary theories of, Neglect response, 127 social media, leveraging of, 413 Negotiation, 507–511 Organization, decision making in, 252–268 equity theory, organizational justice, distributive bargaining, 508–509 217–223 integrative bargaining, 509–510 biases/errors, in, 219–223. See also Bias 262–267. See also Equity theory; OB, moods/emotions and, 161 bounded rationality, 218–219 Organizational justice team v. individual, in collectivist intuition, 219 expectancy theory, 267–268 rational decision making, 217–218 goal-setting theory, 254–257. See also culture, 511 Organizational behavior (OB) Goal-setting theory Negotiation effectiveness, individual absolutes and, 54–55 integrating, 269–271 anthropology and, 54 reinforcement theory, 259–262 differences in applications of emotions/moods, self-determination theory, 253 cultures and, 516 self-efficacy theory, 258–259 gender differences in, 516–518 159–163 social-learning theory, 261–262 moods/emotions in, 514–516 defined, 48 Motivation, historical theories of, 247 personality traits in, 513–514 negotiations, gender differences in, hierarchy of needs, 248–249 Negotiation process McClelland’s, theory of needs, 250–252 bargaining/problem solving, 513 516–518 two-factor theory, 249–250 clarification/justification, of positions, personality traits relevant to, 184–187 Motivation-hygiene theory, 249–250 personality traits that influence, 181 Motor reproduction processes, 262 512–513 power and, 461–462 Multicultural Awareness Scale, 58 closure/implementation, 513 psychology and, 53–54 Multinational culture, 588 ground rules, define, 512 social psychology and, 54 Multiteam systems, 355–356 preparation/planning, 511–512 sociology and, 54 Myers-Briggs Type Indicator (MBTI), 178 Negotiations, in social context, 518–520 Organizational behavior (OB), as career, Myth or Science features relationships and, 519 bald is better, 87 reputation, 518–519 55–63 first impressions, 186 third-party negotiators, 519–520 culture, adapting to differing, 57 good citizenship, 254 Negotiator role, of managers, 46 customer service, 59 gossip/exclusion, toxic groups Networked organizations, 60 diversity in workforce, 59 and, 321 Networking, managers and, 47 economic pressures, 56 happy workers, happy profits, 129 Network structure, 542–543 employee well-being, at work, 60–61 “hot” team members, 360 Neutralizers, of leadership, 445–446 ethical behavior, 62 keep enemies close, 477 Noise, communication and, 384 globalization and, 55–57 management by walking around, 50 Nominal group technique, 337 networked organizations, 60 money can’t buy happiness, 286 Nonsubstitutibility, power and, 465 people skills, 59 organizational culture, change Nonverbal communication, 396–397, 400 social media and, 60 and, 567 Norms, 322, 327–328 work environment, positive, 61–62 sleep, work and, 667 Norms, group. See Group norms workforce demographics, 57–58 smiling, 142 Norton, M. I., 275 workforce diversity, 59 stereotypes, 216 Nudging, individual decision making Organizational behavior (OB) model, stress, leadership and, 434 team negotiation in collective and, 224 64–70 cultures, 511 attitudes, stress and, 65 telecommuting, 552 O basic model, 64 24-hour workplace, 625 inputs, 64–65 writing skills v. speaking, 395 OB. See Organizational behavior outcomes, 65–70. See also Outcomes, Objectives, management by, 256–257 N Observer-rating surveys, 175 OB model Obsessive-compulsive people, 184 processes, 65 Narcissism, 182–183, 198, 421–422 OD. See Organizational development Organizational change National contact point (NCP), 525 Off-the-job training, 612 action research, 651 National culture, goal-setting theory and, Onboarding, 577 Kotter’s eight-step plan for implement- Online applications, 603 255–256 Online leadership, 446 ing, 650–651 On-the-job training, 612 Lewin’s three-step model, 649–650 organizational development (OD) and, 651–654 stress management and, 670

734 Subject Index Organizational citizenship behavior employee sabbaticals and, 671 Organizations, constraints on decision (OCB), 65–66, 124–125 redesigning jobs, 670 making and, 225–226 wellness programs, 671–672 and career, 254 Organizational justice, 263–267 formal regulations, 225 employee selection process and, 604 culture and, 266–267 historical precedents, 226 group activities and, 317 distributive, 263–264 performance evaluation systems, servant leadership and, 440 ensuring, 266 trust and, 443 informational, 265 225–226 Organizational climate, culture and, interpersonal, 265 reward systems, 225 justice outcomes, 265–266 system-imposed time constraints, 226 568–569 procedural, 264–265 Organizing, as managerial role, 44 Organizational commitment, 116 See also Equity theory, 551 Outcomes (OB) model, 65–70 Organizational communication, stress at Organizational politics, power and, group cohesion, 68 group functioning, 68 work and, 671 471–473 organizational citizenship behavior Organizational culture impression management, 478–482 mapping your political career, (OCB), 65–66 active, 594 productivity, 69 as asset, 572–573 483–484 survival, 69–70 change and, 567 response to, 477–478 task performance, 65 climate and, 568–569 Organizational size, strategy and, 549 withdrawal behavior, 66–68 compassion and, 581 Organizational sources, of resistance to Outgroups, 317, 428–429 contrasting, 566 Outward Bound program, 447 creating, 575 change, 646 Overconfidence bias, 220 of deceit, 592 Organizational strategies, structure and, Oversharing, in the office, 115 defining, 565 Overtime, 111 as descriptive term, 565–566 547–549 ethical, 582 Organizational structure P ethical dimensions of, 569–570 formalization v., 568 boundary spanning, 537–538 Panel interviews, 609 functions of, 568 bureaucracy, 539–541 Paradox theory, change and, 655 global context of, 587 centralized/decentralized, Participative management, 294–295 how employees learn, 579–581 Path-goal theory, 427 how they form, 579 536–537, 553 Pay, job satisfaction and, 122–123 impact on employee performance/ chain of command, 534–535 Pay-for-performance, 297–302. See also choosing a, 544 satisfaction and, 589 circular, 545 Variable-pay program innovation and, 571–572 departmentalization, 533–534 Pay raises, 307–308 language and, 581 designing, questions/answers Pay structure negative, 573–574 positive, 582–584 before, 531 establishing, 296–297 rituals of, 579–580 determinants and outcomes, 554 See also Variable-pay program selection/top management/ divisional structure, 540–541 Peer coaches, 577 downsizing, 546–547 Peer pressure, 323, 335 socialization methods of sustaining, economies/diseconomies, of work Peers, power and, 489 575–578 People skills, 59 spirituality and, 585–586 specialization, 532 Perceived conflict, 502 stories of, 579 employee behavior and, 551–553 Perceived organizational support (POS), strong v. weak, 567 environment, 550–551 sustainability and, 570–571 flexible, 545 116–117 symbols of, 580–581 formalization, 537 Perceiver, perception and, 209–210 as uniform?, 566–567 functional, 540 Perception Organizational demography, 362 institutions and, 551 Organizational development (OD), matrix structure, 541–542 context and, 210 651–654 mechanistic v. organic models of, factors that influence, 209 appreciative inquiry, 654 individual decision making, 216–217 intergroup development and, 653–654 547–548 perceiver, 209–210 process consultation, 652–653 simple structure, 538–539 stress at work and, 664 sensitivity training, 652 size, 549 target, 210 survey feedback, 652 span of control, 535, 553 Perception, judgment and, 210–215 team building and, 653 strategies, 547–549 attribution theory and, 211–212 Organizational Dynamics, 688 strategy/structure relationship, 549 contrast effects, 214 Organizational factors, stress team structure, 543–544 employment interview, 215 management and technology, 550 halo effect, 213–214 communication and, 671 virtual structure, 542–543 performance evaluations, 215 employee involvement in, 670 work specialization, 531–532, 552 performance expectations and, 215 Organizational Structure selective perception, 213 stereotyping, 214–215 Assessment, 545 Organizational survival, 69–70

Subject Index 735 Performance evaluations, 359, 481–482, Personality frameworks Political behavior, 471 613–621 Big Five Personality Model, 178–182 ethics of, 482–483 Dark Triad, 182–184 individual/organizational factors behavior, 614 Myers-Briggs Type Indicator contributing to, 473–477 behaviorally anchored rating scales (MBTI), 178 at work, 475 (BARS), 617 Personality–job fit theory, 192 Political correctness (PC) norms, 325 critical incidents, 617 Personality tests, 605–606 Political map, your career and, 483–484 defining performance, 613–614 Personality traits, 177 Political skill, 468 feedback and, 619–621 Personality traits, OB and, 184–187 Political uncertainties, stress and, 662 forced comparisons, 617 Politics, organizational, power and, graphic ratings scales and, 617 core self-evaluations, 184–185 improving, 617–619 proactive personality, 186–187 471–473 individual task outcomes, 614 self-monitoring, 185–186 Politics of change, 649 international variations in, 621 Personal Style Indicator, 177 Position power, 425 organizational constraints on decision Personal values in workplace, 200 Positive affect moods, 143–144 Person–group fit, 193 Positive diversity climate, 90 making, 225 Person–organization fit, 192–193 Positive norms, group outcomes perception, judgment and, 215 Person–supervisor fit, 193 purposes of, 614 Perspective-taking, 513 and, 325 360-degree evaluations, 615, 616 Persuasion, communication and, 384 Positive organizational behavior, 61–62 traits and, 615 Persuasive communication, 401–403 employee strengths, build on, 583 who should conduct?, 615–616 automatic/controlling, 402–403 Positive organizational culture, 582–584 written essays, 616–617 choosing the message, 403 Performance expectations, perception interest level and, 402 create, aspire to, 590 personality and, 402 limits of, 584 and, 215 prior knowledge, 402 reward v. punishment, 583–584 Performance-reward relationship, 267 Philanthropy programs, 245 vitality/growth, encouraging, 584 Performance-simulation tests, HR, Physical abilities, of employees, 97–98 Positive Practices Survey, 629 Physical distance, communication and, Positive stereotypes, 216, 235 employment and, 606–607 Positivity offset, 144 assessment centers, 606 396–397 Post-traumatic stress disorder realistic job previews, 607 Physical exercise, stress and, 669 situational judgment tests, 606 Physiological needs, 248 (PTSD), 83 work sample tests, 606 Physiological symptoms, of stress, 666 Power Personal factors, in stress at work, 664 Piece-rate pay plan, 298–299 Personality Planned change, 644–645 college sports and, 459–460 change, acceptance of, 648 Planning, as managerial role, 44 deference to, 487–488 cheating?, 191 Point/Counterpoint features dependence and. See Dependence, creativity and, 231 defining/measuring, 175–176 affirmative action programs, 102 power and first impressions and, 186 CEOs, leadership and, 449 formal power, 462 heredity and, 176–177 creativity, teams v. individuals, 339 leadership and, 461–462 individual decision making criminal backgrounds, employers most effective types?, 463–464 organizational politics and, 471–473 and, 223 and, 630 peers and, 489 job satisfaction and, 122 employer/employee loyalty, out personal, 462–463 negotiation style and, 513–514 want of, 486 persuasive communication and, 402 of date, 131 Power, abuse of, 468–471 as source of emotions/moods, face-time at work, 305 deference to, 487–488 goals, 272 sexual harassment, 470–471 146–147 literature on OB, 71 variables, 469 stress at work and, 665 management, end of, 555 Power differentials, sexual harassment of team members, 360–361 narcissism, millennials and, 198 training programs and, 613 positive organizational culture, 590 and, 470–471 traits that influence OB, 181 power, 486 Power distance, 117, 194 traits that matter most to success, 180 social media presence, employees PowerPoint, 392 undesirable traits of, 182–184 Power tactics, 466–468 values and, 189–191. See also Values and, 410 Personality, link to workplace values, sports strikes/greedy owners?, 521 applying, 468 stereotypes, death of, 235 influence by direction, 467 191–193 stress reduction, organizational using, 467–468 other dimensions of fit, 193 Power variables, 469 personality–job fit, 192 encouragement of, 673 Prearrival stage, or socialization, 577 person–organization fit, 192–193 teams, empowering, 371 Presenteeism, 675 Personality, situations and yelling, 164 Prevention focus, 256 situation strength therapy, 187–188 Polarization, 336 Prior knowledge, persuasive trait activation theory, 188–189 Politeness, in negotiations, 516 communication and, 402 Proactive personality, 186–187

736 Subject Index Problem, 216–217 Relationships Role conflict, 320, 578, 663 Problem formulation, creativity and, negotiation and, 519 Role demands, stress and, 663 negotiations and, 511–512 Role expectations, 319–320 229–230 positive, resistance to change and, Role model, 582 Problem-solving skills training, 610 647–648 Role overload, 578 Problem-solving teams, 353 stress, job performance and, 668 Role perception, 319 Procedural justice, 264–265 Role play, assimilation and, 320–322 Process conflict, 497 Relaxation techniques, stress and, 669 Roles, group, 318–322. See also Process consultation (PC), OD and, Reliability, of research, 684 Religion, workplace diversity and, 92–93 Group roles 652–653 Representative participation, 295–296 Role stress, 670 Process departmentalization, 533–534 Reputation, negotiations and, 518–519 Rumors, dealing with, 388 Processes, OB model, 65 Research, evaluating, 684 Production blocking, 337 Research, purposes of, 682 S Productivity, 69 Research design Product/service organizational structure, “Saccharine terrorism,” 590 aggregate quantitative reviews, Safety 540–541 686–687 Profit-sharing plan, 300–301 sweatshops and, 301 Programme for International Student case study, 684–685 workplace, emotions, moods and, 163 field experiment, 686 Safety-security needs, 248 Assessment (PISA), 341–342 field survey, 685 Satisfaction, motivation and, 249–250 Promotion focus, 256 laboratory experiment, 685–686 Satisficing, 218–219, 511 Protective mechanisms, 582 Research terminology, 683 SAT test, 96 Psychological empowerment, 116 causality, 683 Scandals, in colleges, 460 Psychological symptoms, of stress, 666 correlation coefficient, 683 Scarcity, power and, 464–465 Psychology, OB and, 53–54 dependent variable, 683 Schadenfreude, 316 Psychopathy, 421–422 hypothesis, 683 Schizotypal people, 184 Punctuated-equilibrium model, 318 independent variable, 683 Selection, OB, moods/emotions Pygmalion effect, 215, 259 moderating variable, 683 Psychopathy, 183–184 theory, 683–684 and, 159 variable, 682 Selection, substantive/contingent, HR Q “Reshoring,” 558 Resistance point, 509 and, 604–609 QUILTBAG (queer/questioning, unde- Resistance to change, overcoming, contingent selection tests, 609 cided, intersex, lesbian, transgender, interviews, 607–609 bisexual, asexual, gay), 93 645–649 performance-simulation tests, 606–607 coercion, 648–649 written tests, 604–606 R communication and, 647 Selection and placement decisions, stress fairly implement changes, 648 Race manipulation/cooptation and, 648 management and, 669 as biographical characteristic, 89–90 participation and, 647 Selection method, of sustaining organiza- criminal background checks and, 630 positive relationships, 647–648 diversity demographics and, 81–82 select individuals who accept change, tional culture, 575 merit-based pay and, 299 Selection practices, of HR, 601–604 stereotype threat and, 84–85, 235 648 sources of, 646 application forms, 602–603 Randomness error, 222 support/commitment, building, 647 background checks, 603 Rational, 217 Resource allocator role, of managers, 46 model of, 602 Rational decision making model, Resources Selective perception, 213, 403–404 innovation and, 656 Self-actualization needs, 248 217–218 stress at work and, 661 Self-concordance, 253 Realistic job previews, 607 teams and, 358 Self-determination theory, motivation Receiver, communication and, 384 Restraining forces, 649–650 Recognition programs, employee, Résumé, 603 and, 253 Retention processes, 261 Self-efficacy, 514 303–304 Reward power, 462 Self-efficacy theory, 258–259 Recruitment practices, 601 Rewards-personal goals relationship, 268 Self-enhancement, culture and, 175 Redesigning jobs, organizational change Reward systems, 225, 303–304, 359, Self-esteem, tall poppy syndrome and, and, 670 582–584 167–168 Reference groups, 324 Rideshare systems, 632 Self-fulfilling prophecy, 215, 259 References, employment, 603 Risk aversion, 222 Self-managed work teams, 353–354 Referent power, 463 Rituals, organizational culture and, Self-monitoring, 185–186 Reflexivity, 365 Self-serving bias, 212 Reinforcement processes, 262 579–580 Sender, communication and, 384 Reinforcement theory, 259–262 Role ambiguity, 476 Seniority, 92 Relational identification, 316 Sensitivity training, OD and, 652 Relational job design, 286–288 Serial v. random socialization, 578 Relationship conflicts, 367, 497 Servant leadership, 440

Subject Index 737 Sex Span of control, organizational structure organizational factors of, 662–663 as biographical characteristic, 88–89 and, 535, 553 personal factors of, 664 emotions, mood and, 151 physiological symptoms of, 666 See also Gender Speaking skills v. writing skills, 395 psychological symptoms of, 666 Specialization, learning organization sources of, 662 Sexual harassment, power and, 470–471 stressors, 660–661 Sexual orientation, in workforce, 93–95 and, 658 work as top source of, 660 Short-term orientation, 194 Spirituality, organizational culture and, Stress management Sick leave, 66, 675 individual approaches to, 668–669 Silence, as barrier to communication, 405 585–586 organizational approaches to, 669–672 Simple structure, organizational achieving, 586 organizational encouragement of, 673 characteristics of, 585–586 organizational factors in, 670 structure and, 538–539 criticisms of, 586 Stressors, addictiveness of, 664 Situational Judgment Test of Emotional reasons for, 585 Stretch goals, 256 why?, 585 Strong culture, 567 Intelligence (SJT of EI), 155, 606 Spokesperson role, of managers, 46 Structural variables, innovation and, 656 Situational leadership theory, 426–427 Standford prison experiment, 320–321 Structured interviews, 609 Situation strength therapy, 187–188 Start-up firms, innovation, culture and, Subcultures, 566 Skills Substitutes, for leadership, 445–446 571–572 Successful managers, 47–48 job characteristics model and, 283 Statistics, data and, 49–52 Surface acting, 152 of managers, 46 Status, as group property, 327–329 Surface-level diversity, 82–83 people, 59 Surveillance, big data and, 52 Skype (videoconference), 398 determinants of, 327–329 Survey feedback, OD and, 652 Slavery, 633 group, 329 Survival, 69–70 Sleep group interaction and, 328 Sustainability, 245–246 deprivation, work and, 667 inequity, 328–329 Sustainability, organizational culture mood, emotions and, 150, 275 norms and, 327–328 Smiling, mood, emotions and, 142, 157 stigmatization and, 329 and, 570–571 Social activities, emotions, mood and, 150 Status characteristics theory, 327 Sweatshops, ethics and, 301 Social-belongingess needs, 248 Status inequity, 328–329 Swedish, work-life balance policy in Social cognitive theory, 258–259 Stereotype Social context, of negotiations, 518–520 all are negative?, 216 China, 599–600 Social identity, groups and, 315–317 cultural, 588 Symbols, of organizational culture, 580–581 Social identity threat, 317 death of, 235 Systematic study, intuition and, 49–52 Social loafing, 341 gender, 88–89 System-imposed time constraints, 226 Socialization, entry, options, 578 gender, negotiations and, 517 Socialization method, of sustaining of older workers, 86 T sex, 93 organizational culture, 576–578 Stanford prison experiment and, 320–321 Talking, in the office, 115 Socialization model, 577 Stereotype threat, 84–85 Tall poppy syndrome, 167–168 Socialized charismatic leadership, 438 Stereotyping, 84, 214–215 Target, perception and, 210 Social-learning theory, 258–259, 261–262 Stigmatization, status and, 329 Target point, 509 Social loafing, 329–330, 363–364, 367 Stories, organizational culture and, 579 Task characteristics, goal-setting theory Social media Storytelling, 588 Strategies for Handling Conflict, 520 and, 255 for business purposes, 400 Stress, 65 Task conflicts, 367, 497 communication and, 394, 396 emotion, mood and, 150 Task demands, stress and, 662 dependence, power and, 465–466 flextime and, 290 Task identity, job characteristics model employee use of, monitoring, 410 job performance and, 668 management issues and, 60 leadership and, 434 and, 283 organizational leveraging of, 413 negotiations and, 513 Task performance, 65, 614 organizational social media strategy, organizational change and, 658–659 Task significance, job characteristics in teams, 663 employees and, 401 working when sick and, 675 model and, 283 returns on using, 400 Stress at work Task structure, 425 Social network analysis, assessing addictiveness of stressors, 664 Team building, OD and, 653 allostasis, 661 Team cohesion, 366, 575 resources, power and, 465–466 behavioral symptoms of, 667–668 Team composition, 359–364 Social physics, 52 consequences of, 666–668 Social psychology, OB and, 54 cultural differences and, 665–666 cultural differences and, 362 Social Security, 79 defining stress, 659–661 diversity of, 362 Social sharing, emotions and, 158 demands/resources, 661 key roles, allocation of, 361–362 Social support, stress at work and, 665, 669 environmental factors of, 662 member abilities, 359–360 Social sustainability practices, 571 individual differences in, 664–665 member preferences, 364 Social trends, change and, 643, 644 personality, of members, 360–361 Sociogram, 465, 466 size of, 362–364 Sociology, OB and, 54

738 Subject Index Team context, 358–359 Text messaging, 393, 399 U adequate resources, 358 Thematic Apperception Test leadership structure, 358 Uncertainty avoidance, 194 performance evaluation/reward (TAT), 486 Underwater meeting, 413–414 system, 359 Theory, 683–684 United Nations Intergovernmental Panel trust and, 358 Theory of Mind, 375 Third-party negotiators, 519–520 on Climate Change, 414 Team Development Behaviors, 368 Three-stage model of creativity, Unity of command, 534 Team efficacy, 365 Unretirement (Farrell), 105 Team identity, 365–366 229–230 Unstructured interview, 607 Team players Time, trust and, 442 Upward communication, 385–386 Time allocation, work, managers/ U.S. Human Rights Campaign, 94 hiring, 368 Utilitarianism, as ethical yard stick, 226 incentives for good, 368–369 professionals, 393 training, 368 Time-management techniques, stress V Team processes, 364–367 cohesion, 366 and, 669 Vacation time, 307 common plan/purpose, 364–365 Time of day, emotions, moods and, Validity, of research, 684 conflict levels, 367 Values efficacy, 365 147, 148, 149 identity, 365–366 Tipping Point, The (Gladwell), 222 cultural, 194–197. See also Cultural mental models, 366 Tolerance of Ambiguity of Scale, 672 vales social loafing, 367 TopCoder program, 532 specific goals, 365 Top management method, of sustaining dominant in workforce, 190 Teams generational, 190–191 conflict and, 500 organizational culture, 576 importance/organization of, cross-functional, 354–355 Traditional management, 47 disadvantages of, 369–370 Training and development programs, 189–190 diversity in, 99–100 terminal v. instrumental, 190 empowering, 371 HR and, 609–613 workplace, link to personality, ethical breaches of, 372–373 basic skills training, 609–610 groups v., 351–352 civility, 610–611 191–193 multiteam system, 355–356 computer-based, 612–613 Value system, 189 negotiations v. individual, collectivist ethics, 611 Variable, 682 interpersonal skills, 610 Variable-pay program, 297–302 culture and, 511 on-the-job training, 612 popularity of, 351 for performance evaluators, 619 bonus, 299–300 problem solving, 353 problem-solving skills, 610 employee-stock ownership, 301–302 self-managed work, 353–354 program effectiveness, evaluate, 613 evaluation of, 302 smart v. dumb, 374–375 technical skills, 610 merit-based, 299 speaking up in, 374 Trait activation theory (TAT), 188–189 piece-rate pay plan, 298–299 stress level of, 663 Trait Emotional Intelligence profit-sharing plan, 300–301 virtual, 355 Venture capital, 208 Team structure, organization, 543–544 Questionnaire, 155 Verbal persuasion, 259 Teamwork (OB Poll), 351 Traits, performance evaluations Veterans, unemployed, 83 Technical skills Vicarious modeling, 259 of managers, 46 and, 615 Videoconferencing, communication and, training, HR and, 610 Trait theories of leadership, 421–425 Technology Transactional leadership, 432–433 390–391 change and, 643, 644, 662 Transformational leadership, Virtual management, 530 organizational structure/strategy Virtual structure, organizational, 432–433 and, 550 charismatic v., 437 542–543 Telecommuting, 291–294, 305 evaluation of, 435–436 Virtual teams, 355 Telephone, communication and, how it works, 435 Vision, 431 transactional v., 436–437 Vision statement, 431 391–392 Trust, leadership and, 440–443 Vocalizations, emotions and, 142 Tenure culture and, 442 Voice, in communication, 389–390 development/nature of, 441, 442 Voice response, 126 group diversity and, 332 outcomes of trust, 441 Volatility, environment and, 550 innovation and, 656 propensity, 442 Volunteering, employee, 246 workplace diversity and, 92–95 regaining lost, 442–443 Terminal values, 190 time and, 442 W Termination, 67 Trust, teams and, 358 Terminations, HR management and, Trust propensity, 442 Weak culture, 567 Turnover rates, 67–68, 296 Weather, emotions, moods and, 626–628 age and, 87 job dissatisfaction and, 128–129 147–149 Two-factor theory, of motivation, Wellness programs, stress management 249–250 and, 671–672 Wheel, small-group network, 386–387 Whistle-blowers, 226, 471, 472

Subject Index 739 Women at Accor Generation (WAAG) Workplace diversity, 86. See also Written communication, 392–396 network, 525 Biographical characteristics, apps and, 395 of employees; Differentiating blogs, 395, 400 Wonderlic Cognitive Ability Test, 97 characteristics, of employees; choosing, 398 Work, stress and, 659–661. See also Stress Diversity e-mail, 392–393 instant messaging, 393, 399 at work Workplace environment letters, 392, 398–399 Workaholism, 625, 665 discrimination, 83–86 PowerPoint, 392 Work arrangements, alternative, positive, 61–62 social media, 394, 396 text messaging, 393, 399 288–294 Workplace incivility, 326 flextime, 288–290, 292 Workplace,personal values and ethics in, Written essays, performance evaluations job sharing, 290–291 and, 616–617 telecommuting, 291–294 200 Workforce, changing nature of, 643, 644 Workplace spirituality, 585–586 Written tests, employment, HR and, Workforce demographics, 57–58 Workplace values, personality, link to, 604–606 percentage of men and women 191–193 integrity, 606 working (OB Poll), 58 Work sample tests, 606 intelligence or cognitive ability tests, 605 values dominate in, 190 Work specialization, 531–532, 552 personality tests, 605–606 Workforce diversity, 59 Work team, 352 Workgroup, 351–352 Work-to-live arrangements, 79–80 Z Work-life conflicts, managing, 625–626 World War II, innovation and, Work-life initiatives, 628 Zero email program, 676 Work Motivation Indicator, 268 563–564 Zero-sum approach, 476 Writing skills v. speaking skills, 395

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