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أخواني في الله أحضرت لكم كتاب Organizational Behavior 19th Edition Global Edition Stephen P. Robbins San Diego State University Timothy A. Judge The Ohio State University
![كتاب Organizational Behavior 19th Edition O_b_g_10](https://i.servimg.com/u/f61/15/36/74/14/o_b_g_10.jpg) و المحتوى كما يلي :
Brief ContentsThis page is intentionally left blank5 1 What Is Organizational Behavior? 36 Management and Organizational Behavior 38 Who’s Who in the World of Work 39 • Management Activities 40 • Management Roles 40 • Management Skills 42 • Effective Versus Successful Managerial Activities 42 • Organizational Behavior (OB) Defined 43 Complementing Intuition with Systematic Study 44 Building on Big Data with Artificial Intelligence 45 Myth or Science? Management by Walking Around Is the Most Effective Management 46 Disciplines That Contribute to OB 49 Psychology 49 • Social Psychology 50 • Sociology 50 • Anthropology 51 There Are Few Absolutes in OB 51 Challenges and Opportunities 51 Workforce Diversity and Inclusion 52 • Continuing Globalization 52 • Technology and Social Media 54 • (Un)ethical Behavior 55 • Corporate Social Responsibility (CSR) 56 Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company 57 Positive Work Environments 58 • The Gig Economy 58 • OB During Crises 60 Coming Attractions: Developing an OB Model 60 An Overview 60 • Inputs 60 • Processes 61 • Outcomes 61 An Ethical Choice What Should You Do If Your Values Do Not Align with Your Company’s? 65 Employability Skills 66 Employability Skills That Apply Across Majors 67 Summary 69 Implications for Managers 69 Point/Counterpoint Business Books: Facts? Or Just Fads? 70 Questions for Review 71 Experiential Exercise Managing Remote Teams 71 Ethical Dilemma Credit Where Credit Is Due 72 Case Incident Work–Life Balance at R.G. & Company 72 Contents Preface 21 1 Introduction6 Contents 2 The Individual 2 Diversity, Equity, and Inclusion in Organizations 74 Understanding Diversity 76 Levels of Diversity 77 • Biographical Characteristics 77 Myth or Science? Bald Is Better 79 Prejudice and Discrimination in Organizations 82 Prejudice and Implicit Bias 82 • Discrimination, Disparate Impact, and Treatment 83 • Subtle Discrimination in the Workplace 85 Theoretical Perspectives on Prejudice, Discrimination, and Diversity 85 Social Categorization 85 • Stereotyping, Stereotype Threat, and Stigma 86 Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice 88 System Justification and Social Dominance 89 • Intersectionality and the Cultural Mosaic 90 Diversity Dynamics 92 Group Composition 92 • Fault Lines 93 Cross-Cultural Organizational Behavior (OB) 94 Hofstede’s Framework 94 • The GLOBE Framework 95 • Cultural Tightness and Looseness 97 • Religion 98 • Expatriate Adjustment 99 • Cultural Intelligence (CQ) 99 Implementing Diversity Management 100 An Ethical Choice Affirmative Action for Unemployed Veterans 101 Theoretical Basis Underlying Diversity Management 102 • Diversity Management Practices 103 • Cultures and Climates for Diversity 106 • The Challenge of Diversity Management 106 Summary 107 Implications for Managers 108 Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity 109 Questions for Review 108 Experiential Exercise Differences 110 Ethical Dilemma Should You Question an Employer About Its DEI Policy? 110 Case Incident Encouraging Female Engineers 111 3 Job Attitudes 112 Attitudes 114 Attitudes and Behavior 116 Job Attitudes 117 Job Satisfaction and Job Involvement 118 An Ethical Choice Office Talk 118Contents 7 Organizational Commitment 119 • Perceived Organizational Support 120 • Employee Engagement 120 • Job Attitudes in the Gig Economy 121 • Are These Job Attitudes All That Distinct? 121 Job Satisfaction 122 How Do I Measure Job Satisfaction? 122 • How Satisfied Are People in Their Jobs? 123 What Causes Job Satisfaction? 125 Job Conditions 125 • Personality and Individual Differences 126 • Pay 127 Outcomes of Job Satisfaction 127 Job Performance 127 Toward a Better World Nvidians: Together Transforming Communities Around the World 128 Organizational Citizenship Behavior (OCB) 128 • Customer Satisfaction 129 • Life Satisfaction 129 The Impact of Job Dissatisfaction 129 Counterproductive Work Behavior (CWB) 130 Myth or Science? Happy Workers Means Happy Profits 132 Managers Often “Don’t Get It” 132 Summary 133 Implications for Managers 133 Point/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction 134 Questions for Review 134 Experiential Exercise Managing Political Views in the Office 135 Ethical Dilemma Tell-All Websites 136 Case Incident Jobs, Money, and Satisfaction 136 4 Emotions and Moods 138 What Are Emotions and Moods? 140 Positive and Negative Affect 141 • The Basic Emotions 142 • Moral Emotions 143 • Experiencing Moods and Emotions 144 • The Function of Emotions 145 Sources of Emotions and Moods 146 Personality 146 • Time of Day 146 • Day of the Week 148 • Weather 148 • Stress 148 • Social Interactions 148 • Sleep 150 • Exercise 150 • Gender Identity 150 Emotional Labor 151 Controlling Emotional Displays 151 Myth or Science? All Employees Experience Emotional Labor in the Same Way 152 Affective Events Theory 153 Emotional Intelligence 153 An Ethical Choice Should Managers Use Emotional Intelligence (EI) Tests? 155 Emotion Regulation 156 Emotion Regulation Influences and Outcomes 156 • Emotion Regulation Techniques 157 • Ethics of Emotion Regulation 158 OB Applications of Emotions and Moods 158 The Selection Process 158 • Decision Making 159 • Creativity 159 • Motivation 160 • Leadership 160 • Negotiation 161 • Customer Service 161 • Work–Life Conflict 1618 Contents Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR 162 Unethical Workplace Behaviors 163 • Safety and Injury at Work 163 Summary 164 Implications for Managers 164 Point/Counterpoint Sometimes Yelling Is for Everyone’s Good 165 Questions for Review 165 Experiential Exercise Mindfulness at Work 166 Ethical Dilemma Data Mining Emotions 166 Case Incident Performance Review Shock: Being Told How to Feel and Act 167 5 Personality and Individual Differences 168 Linking Individuals to the Workplace 170 Person–Job Fit 171 • Person–Organization Fit 172 • Other Dimensions of Fit 172 Toward a Better World Uber: In the Median or Back on the Road Again? 173 Personality 174 What Is Personality? 174 Personality Frameworks 176 The Myers-Briggs Type Indicator 176 • The Big Five Personality Model 177 • The Dark Triad 181 • Other Frameworks 182 An Ethical Choice Do Certain Personality Traits Make You More Unethical? 183 Other Personality Attributes Relevant to OB 184 Core Self-Evaluations (CSEs) 184 • Self-Monitoring 185 • Proactive Personality 185 Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Them 186 Personality and Situations 187 Situation Strength Theory 187 • Trait Activation Theory 188 Ability 189 Intellectual Abilities 189 • Physical Abilities 191 Values 192 Terminal Versus Instrumental Values 193 • Generational Values 193 Summary 195 Implications for Managers 195 Point/Counterpoint Millennials Are More Narcissistic Than Other Generations 196 Questions for Review 196 Experiential Exercise Acing the Interview 197 Ethical Dilemma How Long Should You Wait Before Deciding If a Job Is Not a Good Fit? 198 Case Incident Sky Energy 198 6 Perception and Individual Decision Making 200 What Is Perception? 202 Factors That Influence Perception 203 Person Perception: Making Judgments About Others 204 Attribution Theory 204Contents 9 Toward a Better World Volkswagen: Going Green or Just Greenwashing? 207 Common Shortcuts in Judging Others 208 • Specific Applications of Shortcuts in Organizations 209 Myth or Science? All Stereotypes Are Negative 211 The Link Between Perception and Individual Decision Making 211 Decision Making in Organizations 212 The Rational Model, Bounded Rationality, and Intuition 212 • Common Biases and Errors in Decision Making 214 Influences on Decision Making: Individual Differences and Organizational Constraints 219 Individual Differences 219 • Organizational Constraints 220 Ethics in Decision Making 222 Three Ethical Decision Criteria 222 • Choosing Between Criteria 223 • Behavioral Ethics 223 • Lying 224 An Ethical Choice Are We as Ethical as We Think We Are? 225 Creativity, Creative Decision Making, and Innovation in Organizations 225 Creative Behavior 226 • Causes of Creative Behavior 227 • Creative Outcomes (Innovation) 229 Summary 229 Implications for Managers 230 Point/Counterpoint Implicit Assessment 231 Questions for Review 231 Experiential Exercise Bringing Life to a Food Desert 232 Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics 232 Case Incident Warning: Collaboration Overload 233 7 Motivation Concepts 234 Motivation Defined 237 Classic Theories of Motivation 238 Hierarchy of Needs Theory 238 • Two-Factor Theory 238 • McClelland’s Theory of Needs 240 • Contemporary Theories: A Primer 241 Contemporary Theories of Motivation: Content-Based 242 Self-Determination Theory 242 Myth or Science? Work Has to Be Purposeful to Be Motivating 243 Regulatory Focus Theory 244 • Job Engagement Theory 244 Contemporary Theories of Motivation: Context-Based 245 Reinforcement Theory 245 • Social Learning Theory 246 An Ethical Choice Motivated by Big Brother 247 Contemporary Theories of Motivation: Process-Based 247 Expectancy Theory 247 • Goal-Setting Theory 249 • Self-Efficacy Theory 253 Organizational Justice 255 Equity Theory 255 • Distributive Justice 257 • Procedural Justice 258 • Interactional Justice 258 • Justice Outcomes 259 • Culture and Justice 26010 Contents Integrating Contemporary Theories of Motivation 260 Toward a Better World Kroger: Zero Hunger, Zero Waste 262 Summary 263 Implications for Managers 263 Point/Counterpoint Feel-Good Messaging Is More Motivating Than Instrumental Messaging 264 Questions for Review 265 Experiential Exercise How Do You Motivate an Employee? 265 Ethical Dilemma Follies of Reward 266 Case Incident Why Lead by Example? 266 8 Motivation: From Concepts to Applications 268 Motivating by Job Design: The Job Characteristics Model (JCM) 271 Elements of the JCM 272 • Efficacy of the JCM 272 • Motivating Potential Score (MPS) 273 Job Redesign 273 Job Rotation and Job Enrichment 273 • Relational Job Design 274 Alternative Work Arrangements 275 Flextime 276 Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout 277 Job Sharing 278 • Telecommuting 278 Employee Involvement 281 Examples of Employee Involvement Programs (EIP) 281 • Cultural Considerations in Implementing EIP Programs 282 Using Extrinsic Rewards to Motivate Employees 283 What to Pay: Establishing a Pay Structure 284 • How to Pay: Rewarding Individual Employees Through Variable-Pay Programs 285 An Ethical Choice Workers’ Cooperatives 290 Using Benefits to Motivate Employees 291 Flexible Benefits: Developing a Benefits Package 291 Toward a Better World Sociabble Trees: Rewarding Through Reforestation 292 Using Intrinsic Rewards to Motivate Employees 293 Employee Recognition Programs 293 Summary 294 Implications for Managers 295 Point/Counterpoint Gainsharing: Fair Shares? 296 Questions for Review 296 Experiential Exercise Developing an Organizational Development and Compensation Plan for Automotive Sales Consultants 297 Ethical Dilemma Playing Favorites? 297 Case Incident JP Transport 298Contents 11 9 Foundations of Group Behavior 300 Defining and Classifying Groups 302 Social Identity 303 Stages of Group Development 305 Group Property 1: Roles 306 Role Perception 306 • Role Expectations 306 • Role Conflict 308 Myth or Science? Gossip and Exclusion Are Toxic for Groups 308 Group Property 2: Norms 309 Norms and Emotions 309 • Norms and Conformity 309 • Norms and Behavior 310 • Positive Norms and Group Outcomes 311 • Negative Norms and Group Outcomes 312 • Norms and Culture 313 Group Property 3: Status and Group Property 4: Size and Dynamics 314 Group Property 3: Status 314 An Ethical Choice Managing a Narcissist in the Group 316 Group Property 4: Size and Dynamics 316 Group Property 5: Cohesion 318 Toward a Better World Whirlpool: Building Cohesion Through Volunteering 319 Group Decision Making 319 Groups Versus the Individual 320 • Groupthink and Groupshift 321 • Group Decision-Making Techniques 322 Summary 323 Implications for Managers 323 Point/Counterpoint Conformity Is Counterproductive and Should Be Avoided 325 Questions for Review 326 Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? 326 Ethical Dilemma Follow the Leader? 328 Case Incident Cultural Context and Group Dynamics 328 10 Understanding Work Teams 330 Differences Between Groups and Teams 332 Types of Teams 333 Problem-Solving Teams 334 • Self-Managed Work Teams 334 • Cross-Functional Teams 335 • Virtual Teams 336 • Multiteam Systems 336 An Ethical Choice The Size of Your Meeting’s Carbon Footprint 337 Creating Effective Teams 338 Team Context 338 • Team Composition 340 Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams 343 Team Processes and States 344 3 The Group12 Contents Myth or Science? Teams Should Practice Collective Mindfulness 345 Turning Groups of Employees into Teams 349 Selecting: Hiring for Team Effectiveness 349 • Training: Creating Effective Teams 349 • Rewarding: Providing Incentives for Exceptional Teams 350 Beware! Teams Aren’t Always the Answer 351 Summary 352 Implications for Managers 352 Point/Counterpoint Team Building Exercises Are a Waste of Time 353 Questions for Review 354 Experiential Exercise Should You Use Self-Managed Teams? 354 Ethical Dilemma When Your Cycling Skills Matter! 354 Case Incident Psychological Safety and Team Effectiveness 355 11 Communication 356 Interpersonal Communication 359 Oral Communication 359 Myth or Science? Better Listening Is the Key to Better Working Relationships 362 Written Communication 364 • Nonverbal Communication 367 Choosing Communication Methods 370 Choosing Communication Methods 370 • Handling Barriers to Effective Communication 372 Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhancing Access to Smartphones and the Internet 374 Advancements in Virtual Communication 375 Videoconferencing 375 • Blogging, Vlogging, and Podcasting 377 • E-collaboration and E-learning 378 • The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More 378 Smartphones, Social Media, and Cybersecurity 379 Smartphones (and Other Smart Devices) 380 • Social Media 381 An Ethical Choice What Should You Do If an Employee Is Being Cyberbullied or Harassed Online? 383 Cybersecurity 384 Cross-Cultural Communication 385 Cultural Context 385 • The Interface Between Cultures 387 • Aspects of Cultural Communication 388 • A Guide to Cross-Cultural Communication 389 Summary 391 Implications for Managers 391 Point/Counterpoint Work Friendships Are Not a Good Idea 392 Questions for Review 393 Experiential Exercise Choosing the Right Modes of Communication 393 Ethical Dilemma BYOD 394 Case Incident How Do You Communicate That You Are Passionate During an Interview? 395Contents 13 12 Leadership 396 Trait Theories 399 Personality Traits and Leadership 399 • Emotional Intelligence and Leadership 401 Behavioral Theories 402 Initiating Structure 402 • Consideration 402 An Ethical Choice The Ethics of Nudging 403 Summary of Trait Theories and Behavioral Theories 404 Contingency Theories 404 The Fiedler Model 404 • Situational Leadership Theory 405 • Follower Contingency Theories 407 • Leading in Times of Crisis 409 Positive Leadership Styles and Relationships 410 Leader–Member Exchange (LMX) Theory 410 • Charismatic Leadership 411 • The Full Range Leadership Model 414 • Integrating and Evaluating Positive Leadership Styles 416 The (Un)ethical Aspects of Leadership 418 Authentic Leadership 418 Toward a Better World The Institute for Corporate Social Responsibility (iCSR): Training Leaders to Work Toward a Better Tomorrow 420 (Un)ethical Leadership 421 • Servant Leadership 422 • Abusive Supervision 422 Leadership and Trust 424 Trust 424 Challenges and Opportunities to Our Understanding of Leadership 426 Leadership Challenges 427 • Leadership Opportunities 429 Myth or Science? Leaders Can Be Trained 430 Summary 432 Implications for Managers 432 Point/Counterpoint CEOs Start Early 434 Questions for Review 435 Experiential Exercise What’s in a Leader? 435 Ethical Dilemma Innocent, but What About Trust? 436 Case Incident Andrea Illy: Leading a Family Company Responsibly 436 13 Power and Politics 438 Power and Leadership 441 Bases of Power 442 Formal Power 442 • Personal Power 443 • Which Bases of Power Are Most Effective? 444 Dependence: The Key to Power 444 The General Dependence Postulate 444 • What Creates Dependence? 445 • Formal Small-Group Networks 446 • Social Network Analysis: A Tool for Assessing Resource Dependence 447 Influence Tactics 449 Using Influence Tactics 449 • Automatic and Controlled Processing of Influence 451 • Applying Influence Tactics 45214 Contents Toward a Better World Old Mutual: Realizing a Sustainability Vision Through Influence 453 How Power Affects People 454 Power Dynamics 454 • Sexual Harassment: Unequal Power in the Workplace 455 Politics: Power in Action 456 Political Behavior 457 • The Reality of Politics 457 • Gossip and the Grapevine 458 The Causes and Consequences of Political Behavior 458 Factors Contributing to Political Behavior 458 • Factors Contributing to Political Behavior Acquiescence 460 • How Do People Respond to Organizational Politics? 460 Myth or Science? Office Politics Should Be Avoided Altogether 462 Voice and Silence 462 • Impression Management 465 An Ethical Choice How Much Should You Manage Interviewer Impressions? 467 The Ethics of Behaving Politically 468 • Mapping Your Political Career 468 Summary 470 Implications for Managers 471 Point/Counterpoint Emphasize the Strategies Women Can Use to Get Ahead 472 Questions for Review 473 Experiential Exercise The Turnaround Task Force 473 Ethical Dilemma Sexual Harassment and Office Romances 474 Case Incident Imperium Omni 474 14 Conflict and Negotiation 476 A Definition of Conflict 478 (Dys)functional Conflict 479 • Types of Conflict 479 • Loci of Conflict 481 The Conflict Process 482 Stage I: Potential Opposition or Incompatibility 483 • Stage II: Cognition and Personalization 485 • Stage III: Intentions 485 • Stage IV: Behavior 487 • Stage V: Outcomes 488 • Managing Conflict 489 Negotiation 491 Bargaining Strategies 491 The Negotiation Process 495 Preparation and Planning 495 • Definition of Ground Rules 496 • Clarification and Justification 497 • Bargaining and Problem Solving 497 • Closure and Implementation 497 Myth or Science? Good Negotiators Rely on Intuition 497 Individual Differences in Negotiation Effectiveness 498 Personality Traits in Negotiations 498 • Moods and Emotions in Negotiations 499 • Culture and Race in Negotiations 500 • Gender in Negotiations 501 Negotiating in a Social Context 502 Reputation 502 Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiations 503 Relationships 504 An Ethical Choice Ethical Challenges in Negotiation 504Contents 15 Third-Parties in Negotiations 505 Summary 505 Implications for Managers 506 Point/Counterpoint Nonunion Positions and the Gig Economy Are Bad for Workers 508 Questions for Review 509 Experiential Exercise A Negotiation Role Play 509 Ethical Dilemma To Intervene or Not to Intervene? 510 Case Incident Disorderly Conduct 511 15 Foundations of Organization Structure 512 What Is Organizational Structure? 514 Work Specialization 515 • Departmentalization 517 • Chain of Command 519 • Span of Control 520 • Centralization and Decentralization 521 • Formalization 522 • Boundary Spanning 522 Common Organizational Frameworks and Structures 524 The Simple Structure 524 • The Bureaucracy 525 Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity 526 The Matrix Structure 526 Newer Trends in Organizational Design 528 The Virtual Structure 528 • The Team Structure 530 An Ethical Choice Flexible Structures, Deskless Workplaces 531 The Circular Structure 532 The Leaner Organization: Downsizing 532 Why Do Structures Differ? 534 Organizational Strategies 535 Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space 536 Organization Size 538 • Technology 538 • Environment 538 • Institutions 539 Organizational Designs and Employee Behavior 540 Span of Control 540 • Centralization 540 • Predictability Versus Autonomy 541 • National Culture 541 Summary 542 Implications for Managers 542 Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity 543 Questions for Review 543 Experiential Exercise Remote Work 544 Ethical Dilemma The Ethics of Layoffs 544 Case Incident Kuuki: Reading the Atmosphere 54516 Contents 4 The Organization System 16 Organizational Culture and Change 546 What Is Organizational Culture? 549 A Definition of Organizational Culture 549 • Do Organizations Have Uniform Cultures? 551 Strong Versus Weak Cultures 552 Myth or Science? An Organization’s Culture Is Forever 552 How Employees Learn Culture 553 Stories 553 • Rituals 553 • Symbols 554 Language 554 An Ethical Choice A Culture of Compassion 555 Creating and Sustaining Culture 556 How a Culture Begins 556 • Keeping a Culture Alive 557 What Do Cultures Do? 561 The Functions of Culture 561 • Culture Creates Climate 562 • Culture as an Asset 564 Toward a Better World Morgan Stanley: Sustainable and Ethical Organizational Cultures Influence Investment Decisions 566 Culture as a Liability 567 Influencing Organizational Cultures 569 Developing a Positive Culture 570 • Developing an Ethical Culture 571 • Developing an Innovative Culture 572 Change 574 The Nature of Change 575 • Resistance to Change 575 • The Politics of Change 578 Approaches to Managing Organizational Change 579 Lewin’s Three-Step Model 579 • Kotter’s Eight-Step Plan 580 • Action Research 580 • Organizational Developme nt 581 • The Change Paradox 583 Summary 583 Implications for Managers 584 Point/Counterpoint Organizational Change Management Is Not Worth the Effort 585 Questions for Review 585 Experiential Exercise Culture Architects 586 Ethical Dilemma Toxic Culture 586 Case In cident Culture of Fear 587 17 Human Resource Systems and Practices 588 Recruitment 590 Applicant Attraction 591 • The Ubiquity of Referral Hiring 591 • The Role of Recruiters 592 • Realistic Job Previews 593Contents 17 Selection 594 How the Selection Process Works 594 • Initial Selection 594 Substantive and Contingent Selection 598 Written Tests 599 • Performance-Simulation Tests 600 • Interviews 601 • Contingent Selection Tests 602 Training and Development 603 Training Content 605 • Training Methods 605 • Evaluating Effectiveness 607 Performance Management 607 What Do We Evaluate? 608 • Who Should Do the Evaluating? 610 • Methods of Performance Evaluation 611 • Improving Performance Evaluations 612 An Ethical Choice Eliminating Bias from Performance Reviews 614 Providing Performance Feedback 614 Myth or Science? The 24-Hour Workplace Is Harmful 615 Accessible Workplaces 615 Accommodations for Physical Disabilities 616 • Accommodations for Hidden Disabilities 616 Human Resources (HR) Leadership 617 Toward a Better World Kawasaki: Learning from Each Other at Takumi Juku and Manabiya 618 Communicating HR Practices 618 • Drafting and Enforcing Employment Policies 619 Summary 620 Implications for Managers 621 Point/Counterpoint Employers Should Check Applicants’ Criminal Backgrounds 622 Questions for Review 622 Experiential Exercise Designing a Virtual Assessment Center Exercise 623 Ethical Dilemma Should I Pay the Staff More and Reduce the Company’s Profit? 624 Case Incident Fired via Video Message 624 18 Stress and Health in Organizations 626 The Nature of Stress in Organizations 629 Stressors 630 • Strain 632 • Eustress 632 Physical Health at Work 633 Sleep 634 • Illness and Injury 634 Myth or Science? When You Are Working Hard, Sleep Is Optional 635 Mental Health at Work 636 Job Insecurity 636 Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecurity 637 Workaholism 638 • Psychological Distress at Work 63818 Contents Mechanisms of Health and Stress 639 Conservation of Resources 639 • Effort-Reward Imbalance Model 640 • Job Demand-Control-Support Model 640 • Job Demands-Resources Model 641 Work–Life Balance 643 The State of Work–Life Balance: A New Normal? 643 • Work–Life Boundaries 643 • Work–Life Spillover 645 • Flexible and Supportive Policies 647 Managing Stress and Health 648 Individual Approaches 649 An Ethical Choice Talking About Mental Health Without Overstepping Boundaries 652 Organizational Approaches 653 Summary 656 Implications for Managers 657 Point/Counterpoint Companies Should Encourage Stress Reduction 658 Questions for Review 659 Experiential Exercise Micro-Stressors 659 Ethical Dilemma The Fear of Redundancy and Ceasing Operations 659 Case Incident Burnout Despite Flexibility: Working Parents and COVID-19 661 Appendix Research in Organizational Behavior 662 Comprehensive Cases 668 Glossary 681 Endnotes 691 Organization Index 780 Subject Index 783 Organization Index 100,000 Jobs Mission, 101 A Abercrombie, 99 Accurate Biometrics, 247 Ace hardware, 553 Admiral, 571 Adobe, 362, 564, 655 ADP, 604 Adrian, 292 Aer Rianta International (ARI), 350 Airbus, 111 Air Berlin, 659 Air Canada, 129 Air India, 635 Akashi Works, 618 ALDI, 503 Alibaba, 547 Alibaba’s Tmall, 317 Amazon, 47, 48, 140, 243, 344, 363, 526, 531, 535, 538, 575, 612, 646 Amazon Mechanical Turk (MTurk), 508, 516 Amazon Prime, 528 AMD, 530 American Automobile Association (AAA), 162 American Express, 420, 533, 582 American Water, 434 Analysis Group, 573 Animoto, 434 Apple, 75, 82, 444, 513, 573, 574 Arcature, 549 Armed Forces Journal, 386 ArtLeadHER, 575 Asana, 363 Ascendle, 529 Aspera, 434 AT&T, 593 AU Optronics, 530 Autodesk, 554, 655 Aveda, 191 AvtoVAZ, 534 Away, 555–556 B BAE Systems, 47 Baidu, 554 Bain and Company, 104, 569 Banana Link, 503 Bank of America, 247, 601 Bank of China, 54 Bank of the West, 47 Baptist Health of South Florida, 126 BASF, 527 Beats by Dre, 444 Ben & Jerry’s, 57, 515–516, 589 BeyGOOD, 575 Biogen, 655 BlackRock, 566 Blockbuster, 535 Bloomberg Media, 472 BMW, 523 The Body Shop, 590 Boeing, 136, 536, 549 Bon Appétit magazine, 377 Boston Consulting Group, 104 Box, 654 Bread Winners Café, 48 British Council, 358 British Home Stores, 659 Buchanan Ingersoll & Rooney, 655 Bureau of Labor Statistics, 165 Burger King, 52, 360 C Calendar, 350 Cambridge University, 436 Capital One, 420 Care.com, 174 Careerbuilder.com, 154 Caterpillar, 121 Catron, 544–545 Center for Open Hiring, 590 Charles Schwab, 655 Charli, 643 Chicago Public Schools, 269–270 Chief, 348–349 Chrysler, 604 Cisco, 39, 336, 444 Coca-Cola, 136, 167, 202, 292, 518, 531, 540 Collins, 543 Costco, 284 D Dallas Mavericks, 227 Dallas Museum of Art, 47 Deepwater Horizon, 505 Deliveroo, 354–355 Dell, 530 Deloitte Consulting, 569, 655 Deluxe, 593 Disney, 562, 601 Disney+, 528 DLA Pipper, 56 DoorDash, 508, 575 Dreamworks, 623 Droga5, 565 Dunkin’ Donuts, 529 Duracell, 191 DVD.com, 530 Dynegy Inc., 552 E easyJet, 659–660 eBay, 47, 549 Economist Intelligence Unit, 358 Eco Safety Products, 226 Edward Jones, 39, 132 Emotient Inc., 167 Enron, 365 Environmental Protection Agency (EPA), 207, 226 Epic, 655 Essar Oil & Gas, 558 Etsy, 104 ExtraHop, 335 F Facebook, 47, 49, 54, 56, 75, 84, 114, 210, 233, 358, 378, 379, 381, 389, 443, 535, 597, 654 Fagor, 290 Fast Company, 536 Federal Trade Commission (FTC), 207 FedEx, 399, 557 Feeding America, 262 Female Quotient (FQ), 358 Fiat-Chrysler, 289 Five Guys Burgers and Fries, 221 Focus Consulting Group, 276 Forbes, 419, 558, 565 Ford Motor Company, 553 Forrester, 222 Fortune, 120, 553, 555 Fox, 620 Freelancers Union, 637 Fuji Heavy Industries, 500 G Gartner, 276 Genentech, 554, 655 General Electric (GE), 45, 252 General Motors (GM), 178, 207, 494, 568 Gilead Sciences, 445 Girlboss, 377 GitHub, 276, 428 Givelocity, 57 Glassdoor, 136, 140, 450, 458, 555, 647 GlaxoSmithKline, 531 Goldman Sachs, 104, 555, 643 Google, 47, 75, 114, 132, 136, 264, 292, 355, 375, 378, 394, 514, 526, 531, 554, 661 GoPro, 412 Gorky Automobile Factory (GAZ), 533–534 Graze.com, 47 Greyston Bakery, 589–590 Grove Collaborative, 536 GTE, 582 The Guardian, 587 Guava, 71 Gucci, 575 H Habitat for Humanity, 319 Harima Works, 618 Harlem Educational Activities Fund, 434 Harvard Business School, 355 Harvard University, 81, 231, 289, 430, 558 Hawthorne Western Electric, 48 Hay Group, 569 Hershey Company, 343 Hewlett-Packard, 46, 136, 472 Hilton, 39, 132 Hitachi, 285, 654 HKScani Rakvere, 505 Hoa’s Tool Shop, 226 Hochtief, 464 Home Depot, 429 Honda, 167 Honeywell International, 531Organization Index 781 Hospital Policlinica Gipuzkoa, 525 Hot Chicken Takeover, 88–89 Houghton Mifflin Harcourt, 434 HSBC, 659 Huawei, 547–548, 574 Hulu, 528 Hyatt Hotels, 162 Hyundai, 556 I IAC, 530 IBH Solutions, 628 IBM, 94, 420, 488, 530 iCSR, 420 IDEO, 554 IKEA, 243, 285, 557 Illycaffè, 436 Imperfect Foods, 262 Indusgeeks, 558 Innocent Drinks, 436 Instagram, 84, 379, 381 Intel, 655 International Civil Aviation Organization, 508 International Raiffeisen Union (IRU), 290 Intuit, 293, 377, 419 Ixia, 335 J Jack in the Box, 132 JCPenney, 429 Jeep, 273 Jimmy John’s, 529 John Deere, 377 Johns Hopkins University, 420 Johnson & Johnson, 656 JP Morgan Chase, 526, 555 JP Transport, 298–299 K Kaplan University, 54 Kawasaki Heavy Industries, 618 Kentucky Fried Chicken (KFC), 133 Kimpton Hotels & Restaurants, 553 Koch Industries, 622 Kodak, 535 KPMG, 56 Kroger, 47, 262 L L’Oréal, 292, 385, 527 Lean In, 472 LinkedIn, 38, 293, 304, 381 Lockheed Martin, 530 Lowes, 175 Lyft, 173, 508 M Magellan Health, 376 Manifesto, 357 MAPPA studio, 528 Marriott International, 420, 552 Marsh & McLennan, 618 Mary Kay Cosmetics, 248 Massachusetts General hospital (MGH), 627 Max’s Burgers, 232–233 McDonald’s, 52–53, 175, 301–302, 444, 529, 531 McKinsey & Co., 104, 280 Medtronic, 275 Mellow Mushroom, 162 Men’s Wearhouse (MW), 482 Merrill Lynch, 559, 636 Metro Bank, 250 Metro-Goldwyn-Mayer (MGM), 528 Microsoft, 75, 104, 114, 243, 292, 375, 378, 518–519, 554, 556, 601 Minneapolis Institute of Arts, 47 Mitsubishi, 618 Mobius, 262 Molson Coors, 121 Monarch, 659 Mondragón, 290 Morgan Stanley, 566 MovieLens, 382 Myspace, 535 N Nassar Group, 232 NASA, 226, 336, 567 National Association of Background Screeners (NABS), 597 National Basketball Association (NBA), 284, 288 National Bureau of Economic Research, 402 National Football League (NFL), 190, 478 National Guard of the United States, 101 National Hockey League (NHL), 284, 347 Nationwide, 654 NBC Universal, 567, 620 Netflix, 47, 101, 136, 528, 530, 535, 558, 565 New York Daily News, 384 The New York Times, 231 The New Yorker, 45 Nick’s Pizza and Pub, 419 Nielson Holdings, 47 Nike, 553, 559 Nikola, 414 Nissan, 303 Nordstrom, 54, 384 Northwestern University, 566 Nvidia, 128 O O’Brien Veterinary Group, 334 O.C. Tanner, 570 Ohio State University, 482 Old Mutual, 453 Old Navy, 567–568 OPPO, 574 Optum Healthcare, 378, 580 Orchard Hardware Supply, 602 Oticon A/S, 530 OutMatch, 109 Outokumpu, 659–660 P Panduit, 293 Paramore, 434 PayPal, 655 PayScale, 284, 450 PEN America, 383 Pepsi, 202 PepsiCo, 384, 540 Pfizer, 526 Pingboard, 350 Pixar, 623 P&O Ferries, 624–625 Polen Capital Management, 276 Practice Fusion Inc., 440 Princeton University, 211 Proctor & Gamble, 167, 292, 444, 601 Project Implicit, 231 Public Utilities Board (Singapore), 79 Purdue Pharma, 439–440 PwC, 420 Q Qualcomm, 420 Quora, 558 R R.G. & Company, 72–73 Raiffeisenbanken, 290 Rainforest Alliance, 503 realme, 574 Recreational Equipment, Inc. (REI), 132, 307, 554 Reverb.com, 549–550 Right Management, 415 RMT, 625 Roadway Express, 582 Rochdale Society of Equitable Pioneers, 290 Rodgers, Aaron, 315 Ryanair, 624 S Safelite AutoGlass, 571 Sahara, 54 Salary.com, 450 Salesforce.com, 39, 120, 235–236 Sam’s Club, 284, 398 Samsung Electronics, 52, 513–514, 527, 564, 567, 574, 575 Sarku Japan, 600 SAS Institute, 132, 554 Scream Agency, 162 SearchUnify, 350 Sephora, 377 7-Eleven, 529 Seventh Generation, 564 SHIFT, 56 SHL, 593 Shopify, 363, 654 Sider Road, 358 Siemens, 565 Singapore Airlines, 274 Slack, 366 Slalom, 647 Slice, 403 Smartsheet.com, 434 SmartTrade, 292 Snapchat, 537 SoaPen, 332 Sociabble, 292 Society for Human Resource Management (SHRM), 276, 283, 595, 599 SoftBank, 37 Solomon R. Guggenheim Museum, 47 Southwest Airlines, 139–140, 557, 601 SpaceX, 569 Spark Hire, 596 Sports Direct, 587 Spotify, 527–528, 661 Stanford University, 165, 169, 440 Staples, 150782 Organization Index Starbucks, 83, 158, 397 State Street, 566 Steinway, 445–446 Sterling-Rice Group, 276 Stouffers, 81 Street Soccer USA, 319 Stryker, 275 Subaru, 500 Subway, 191 Sue Weaver Cause, 622 Symantec Corporation, 293 T Taco Bell, 221 Target, 78, 429, 536 Tata Consultancy Services (TCS), 350 Tesla, 478, 535 Theranos, 169–170, 414 Threadless, 554 TikTok, 84 Tofutti, 80 Tom’s Marine Sales, 303 TOMS Shoes, 178 TopCoder, 516 Tortuga, 173 Towers Watson, 132 Toyota, 332, 517, 568 Trader Joe’s, 377 TRANSCO, 103 Translation, 444 Tree-Nation, 292 Trex, 434 TripAdvisor, 65 Tripwire, 385 Tronc, 384 20th Century Fox, 528 Twitter, 47, 56, 59, 146–147, 210, 303–304, 381, 384, 558, 654 TWT Group, 458 U U-Haul, 191 U.S. Department of Labor and Department of Health and Human Services, 619–620, 656 U.S. Department of Transportation, 603 U.S. Department of Veterans, 629 U.S. Small Business Administration, 336 Uber, 47, 173, 354–355, 508, 637 UBS, 341 UKG, 39 Ulta Beauty, 106 UNICEF, 332 Unilever, 57, 167, 292 United Auto Workers (AUW), 494 United States Air Force, 158–159, 521 United States Navy, 582 University of Birmingham, 659–660 University of Chicago, 585 University of Denver, 469 University of Exeter, 266 University of Kentucky, 210 University of Manchester, 659–660 University of Michigan, 482 University of North Carolina–Chapel Hill, 55 University of Queensland, 266 V Valve Corporation, 428 Vanguard, 566 Verizon, 604 Viacom, 420, 620 Vimeo, 530 Vincero, 334 Virgin Group, 202, 557 Visa, 136 Vistra Energy, 552 Vitals, 434 vivo, 574 Volkswagen, 207, 280, 283 W W. L. Gore & Associates, 428, 557–558, 648 W&P Design, 543 Walgreens, 397 Walmart, 101, 284, 398, 526 Walt Disney World, 293 Warby Parker, 569 Warner Bros., 528 Wegmans Food markets, 39, 558, 590 Wells Fargo, 109, 192, 221, 222, 421 Wellspring, 552 Wendy’s, 303–304 Western Electric Company, Hawthorne Works, 310–311 Westin Hotels, 117 WeWork, 37–38 Whirlpool, 319 Whole Foods Market, 589 Women’s Bean Project, 401 Workday, 39 Workhuman, 293 Working Mother Research Institute, 472 World Wildlife Fund (WWF), 262 Wyeth Pharmaceuticals, 585, 590 X Xerox, 160, 175, 530 Xiaomi, 547, 574 Y Yamaha, 446 Z Zappos, 44, 129, 531 Zoom, 152, 363, 375, 376–377, 575, 624–625, 654, 661783 Subject Index A Abbreviations, 379 Abilene Paradox, 321 Ability cognitive ability tests and employment, 599 defined, 189 intellectual, 189–191 mental, influence on decision making, 220 of team members, 340–341 physical, 191–192 trust development, 425 Absenteeism age and, 79 counterproductive work behavior (CWB) and, 130–131 emotional labor and, 152 job dissatisfaction and, 131 outcomes of OB model and, 62–64 reduced by flextime, 277 Abusive supervision, 422–423 Accessible workplaces, 615–617 Accommodating, conflict and, 485, 486, 487 Accommodations for hidden disabilities, 616–617 for physical disabilities, 616 Achievement, intrinsic factor of motivation, 239, 240, 261 ACT test, 190 Action research, organizational change and, 580–581 Active learning, 606 Active listening, 361 ADDIE model of training, 605–606 Adhocracy, 550 Administrators, 39. See also Managers Advancement motivation, 239 Affect, 141–142 Affect intensity, 139, 146 Affective commitment, 119 Affective component of attitude, 115 Affective events theory (AET), 153 Affective mechanism of transformation leadership, 417 Affectively charged decision making, 214 Affiliative aspects of leaders, 400 Affirmative action diversity management and, 100 ethics and, 101 Age emotion regulation and, 156 in workforce, 79–80 job redesign and, 273 mood, emotions and, 150 values and, 193–194 Age Discrimination in Employment Act (ADEA), 84 Ageism, 75, 82 Agentic aspects of leaders, 400 Aggression as deviant workplace behavior, 313 cross-cultural communication and, 389 unethical workplace behaviors and, 163 Aggressive-defensive cultures, 551 Aggressiveness, characteristic of organization’s culture, 551 Agreeableness, 178, 180–181, 341, 382, 400 All-channel network, formal small-group networks and, 446–447 Allostasis, 642 Allostatic load, 641–642 Alternative work arrangements, 275–281 “Always on” technology, 48 Ambiguity, tolerance for, 227 Ambiguous responsibility, 320 Americans with Disabilities Act (ADA), 98, 603, 615 Americans with Disabilities Act Amendments Act (ADAAA), 616 Analysis, action research, 580–581 Anchoring bias, 215–216 Anger effects of, 165 in negotiations, 499 Anger management, workplace and, 165 Anthropology, OB and, 51 Antisocial behavior, 182, 313 Anxiety, communication apprehension and, 373 Apologies, impression management technique, 466 Applicant tracking systems (ATSs), 595–596 Application attraction, 591 Application forms, 595–597 Appreciative inquiry, OD and, 582–583 Arbitrator, 206, 505 Arousal, 254 Artifacts, 554 Artificial intelligence (AI) big data and, 45–49 communication and, 367 digital assistants and smart-homes, 380–381 for hiring, diversity and, 109 in corporate board decision making, 478 information flow modeling, 449 leadership effectiveness and, 399 recognizing emotion in speech, 143 substitutability of skills and, 446 to combat bias, 210 Aspiration range, 492 Assertiveness, 400, 485 Assessment centers, 601, 623 Assist, downsizing strategy, 534 Asynchronous communication, 359–360 Atmosphere, reading the, 545 Attitudes behaviors and, 116–117 components of, 115 defined, 114 job (See Job attitudes) outcomes of OB model and, 61–62 work-life satisfaction, 161–163 Attitudinal mechanism of transformational leadership, 417 Attribution theory, 204–206, 427 Audience tuning, 360 Authentic leadership, 106, 418–420 Authority chain of command and, 519 political behavior and, 460 Automatic processing of influence, 451 Autonomy e-learning and, 378 employee preferences and, 541 Gig Economy and, 637 job characteristics model and, 271, 272 psychological need for, motivation and, 243 smartphones and stress, 380 Availability bias, 216 Avoidance demands crafting, 277 Avoiding conflict and, 485, 486, 487, 511 cross-cultural communication approach, 387 B Background checks for employment, 596–597, 622 Baldness, masculinity and, 79 Bargaining strategies, 491–495 BATNA (best alternative to a negotiated agreement), 496 Behavior attitudes and, 116–117 conflict management and, 487–488 creative, 226–227 defensive, 462 internally/externally caused, 205 motivated by employee tracking, 247 norms and, 310–311 organization’s focus on, 244 organizational citizenship and, 244 organizational designs and, 540–541 performance evaluations and, 609 stress and, 632 Behavioral component of attitude, 115 Behavioral ethics, 223–224 Behavioral science, big data and, 44–49 Behavioral strain, 632 Behavioral theories of leadership, 402–404 Behaviorally Anchored Rating Scales (BARS), 611 Behaviorism, 246 Benefit programs flexible, 291–292 HR and, 619 Benevolence, trust development, 425 Benevolent prejudice, 82 Bias anchoring, 215–216, 492 availability, 216 common in decision making, 206 confirmation, 216 gender, 80 hindsight, 218 ideator’s, 227 in artificial intelligence, 109 in performance evaluations, 614 in-group, 490 intuition in negotiation and, 497 job applications and, 596 outcome, 218–219 overconfidence, 214–215 recruiters and, 592 reducing, errors and, 215 self-serving, 206 social loafing and, 317 values and, 193 Big data, use of in business background of, 45–49 current usage, 47 e-mail communications and, 448–449 limitations, 48 new trends, 47–48784 Subject Index Big Five Personality Model agreeableness, 178, 180–181 benefits of, 176 body language and, 368 conscientiousness, 177, 178–179 creativity and, 227 decision making and, 219 emotional stability, 177, 179 extroversion, 177, 179 HEXACO model and, 183–184 model of how traits influence OB criteria, 180 openness, 178, 179–180 overview, 177–178 personality of team members, 341 predicting behavior at work, 178 social media and, 382 trait activation theory and, 189 trait theories of leadership, 399–400 traits in negotiation, 498 Biographical characteristics, of employees, 77–82 Black Lives Matter movement, 52 Black Swan (film), 620 Blink (Gladwell), 218 Blogging, 377 Bluetooth-enabled devices, 381 Bluffing, defensive behavior, 463 Board representatives, type of representative participation, 282 Body language, 368–369 Bonus pay, 285, 288–289 Boredom, 274, 277 Boundaries at work, 392, 643–645, 652 Boundary spanning organizational structure and, 522–523 teams, 337 Bounded rationality, 202, 213–214, 540 Brainstorming, groups and, 322 Breaking Bad (television), 70 Bribery, 224 Buck passing, defensive behavior, 463 Bureaucracy, as organizational structure, 525–526 Burnout, 277, 627–628, 638–639 BYOD (bring your own device), ethics and, 394–395 C Capacity, environment and, 538 Capitalism, 436 Carbon footprint, 337 Career management, 68, 493 Career, in organizational behavior, 51–60 Caring climate, 564 Centralization, organizational structure and, 521, 540 CEOs early leadership roles, 434 ethical dilemma, 436 Certified B Corporations, 57 Chain network, formal small-group networks and, 446–447 Chain of command, organizational structure, 519–520 authority, 519 unity of command, 519 Challenge stressors, 630 Change forces for, 574–575 Kotter’s eight-step plan for implementing, 580 Lewin’s Three-Step Model, 579 paradox theory, 583 planned, 575 politics of, 578–579 resistance to, 575–578 unfreezing the status quo, 580 Change agents, 575 Change crafting, 577 Channel richness, 375 Charismatic leadership attribution theory of leadership and, 427 crises leadership and, 409 dark side of, 413–414 defined, 411–412 influence followers, 413 key characteristics of, 412 situational, 413 theory of, 411–414 transformational vs., 416–417 Circular structure, organizational, 532 Civil Rights Act, 84, 100 Clan type, organizational culture, 550 Clarification, negotiation process and, 497 Clarity, situation strength, 187 Climate, organizational, 562–563, 607 Cliques at work, 392 Closure, negotiation process and, 497 Cluster hiring, 349 Coalitions, influence tactic, 449 Coercion coercive power, 442 resistance to change and, 578 Cognitive ability tests and employment, 599 Cognitive component of attitude, 114 Cognitive dissonance, 116–117 Cognitive evaluation theory (CET), 242, 260–261 Cognitive flexibility, 220 Cognitive reappraisal, 157 Cohesiveness, of group, 318–319 Collaboration conflict and, 485, 486, 487 Corporate Social Responsibility and, 453 employability skill, 67, 68 gossip vs., 458 overload, 233 social media for, 358 Collaborative cultures, 568–569 Collective bargaining, 508 Collective identification, 304 Collective turnover, 130 Collectivism and collective cultures agreeableness and, 180 attribution bias and, 206 conflict resolution and, 389 cultural context and, 386 employee embeddedness and, 132 in GLOBE framework, 95–97 in Hofstede’s framework, 94–95, 97–98 norms and culture, 313–314 organizational culture and, 548 person–job fit and job satisfaction, 171 team vs. individual negotiations, 490 work–life conflict and, 646 Common ingroup identity model, 102 Communicate, downsizing strategy, 534 Communication apprehension, 372–373 barriers to, 372–375 choosing methods for, 370–375 cross-cultural, 385–390 cybersecurity and, 384–385 defined, 358 employability skill, 67, 68 friendships at work and, 392 HR practices and, 618–619 managers and, 42 modes of, 393–394 nonverbal, 367–370 of ethical expectations, 571 oral, 359–364 processes, model of, 375 resistance to change and, 576–577 smartphones and devices, 380–381 social media and, 381–384 teams and, 360 telecommuting success and, 281 virtual, 375–379 workplace, 357–358 written, 364–367 Communication channel, 375 Communication process, 375 Commuting, 645 Company policies, 240 Compassion, organizational culture and, 555 Compensation benefits as employee motivators, 291–292 hygiene factor of motivation, 240 pay structure, establishing, 284 variable-pay program, 285–290 Competence, psychological need for, 243 Competition between teams, 351 change and, 574 conflict and, 485, 487 Complementary in content, culture/leadership style, 558 Complexity, environment and, 539 Compromising conflict and, 485, 486–487 cross-cultural communication approach, 387 Computer-based job training, 607 Conceptual skills, of managers, 42 Conciliator, 505 Confirmation bias, 216 Conflict avoiding, 485, 486, 487, 511 cross-cultural communication and, 389 defined, 478 ethical, 346 interrole conflict, 308 levels, in teams, 346–347 loci of, 481–482 management, 487 relationship, 346, 347 task, 346–347 unit performance and, 480 Conflict cultures, 568–569 Conflict management techniques, 487 Conflict process behavior, 487–488 cognition and personalization, 485 intentions and, 485 model of, 483 outcomes, 488–489 potential opposition or incompatibility, 483–484 Conflict-handling intentions, 485 Conflict-intensity continuum, 487 Conformity as impression management technique, 466 avoiding, 325 norms and, 309–310, 314 pressures, 320, 322 Conscientiousness at work, 178–179 dimension, of personality, 177 influence on decision making, 219 leadership and, 400 team composition and, 341 voice, organizational politics and power, 462 Consensus, 205–206 Consequences, situation strength, 187 Conservation of resources (COR) theory, 639–640Subject Index 785 Consideration, leadership and, 402–403 Consistency in action, 205–206 situation strength, 187 Consistency/commitment, political behavior and, 460 Constraints, situation strength, 187 Constructive cultures, 551 Consultation, influence tactic, 449 Contact hypothesis, 102–103 Context cross-cultural communication and, 386, 388 perception and, 204 team context, 338–340 Contingency theories of leadership, 404–409 Fiedler model, 404–405 follower contingency theories, 407–409 followership theory, 408–409 leader–participation model, 407 shared leadership theory, 407–408 Situational Leadership Theory (SLT), 405–407 Contingency variables, 51 Contingent reward leadership, 416 Contingent selection methods for employment, 598 Contingent selection tests, 602–603 Continuance commitment, 119 Contract workers, 39. See also Gig Economy Contrast effects, 208 Controlled processing of influence, 451 Controlling, as managerial role, 40 Conversations, discussions, and listening, 360–362 Cooptation, resistance to change and, 578 Core self-evaluations (CSE), 126, 184 Core values, 551 Corporate Equality Index, 81, 82, 173 Corporate Social Responsibility (CSR) carbon footprint and, 337 circular structure and, 532 CSR-related rewards, 292 customer emotions and, 162 defined, 56 employee volunteering, 275 food waste and hunger, 262 greenwashing and, 207 leadership and, 420 motivation to, 263 norms and, 311 OB as career and, 56–57 organizational strategies, 536 supplier negotiations and, 503 sustainability vision through influence, 453 Cost optimization, 537 Cost-minimizing organizations, 536–537 Counterproductive conflicts, 489 Counterproductive work behavior (CWB) abusive supervision and, 423 agreeableness and, 180 cognitive reappraisal and, 157 conscientiousness and, 178 deviance and, 312 emotional intelligence testing and, 154 job dissatisfaction and, 130–132 Machiavellianism and, 181 moods/emotions and, 163 narcissism and, 182 organizational culture and, 560 sleep and, 634 unethical behavior and, 55 Cover letters, 596 COVID-19 pandemic alternative work arrangements and, 275–276, 279–281 burnout and, 627–628 cultural looseness and, 98 decentralized organization and, 521 emotion regulation and, 156 emotional labor and, 152 financial outcomes of, 441 gender and decision making, 220 home schooling in, 661 in-house delivery service, 354 Internet access and, 374 IT outsourcing and, 529–530 job engagement and, 120 layoffs and, 140 leadership during, 409 OB during crises and, 60 organizational culture and, 562–563 organizational decision making and, 222 pay strategies and, 285–286 psychological safety, 355 reward during, 285 stigmatizing labels for virus, 556 stress for working parents, 661 team training and, 350 telecommuting and remote work, 55, 643, 654 touch in workplace and, 369 turnover rates and, 63 unemployment and, 624, 637 videoconferencing and, 375–376 virtual teams and, 336, 348–349 work–life balance and, 643 working while sick and, 634 Zoom fatigue and, 363 Coworking, 37–38, 370 Creative outcomes, 229 Creativity causes of, 227–229 creative environment, 228 defined, 225 employability skill, 67, 68 environment and, 228–229 ethics and, 228 expertise and, 227 idea evaluation, 227 idea generation, 226 information gathering and, 226 innovation and, 229–230 intelligence and, 227 OB, moods/emotions and, 159 personality and, 227 problem formulation and, 226 teams vs. individuals, 228 three-stage model for, 226 Credit checks and employment, 598 Criminal records employment check and, 598, 622 restorative justice, 88–89 Crises. See also COVID-19 pandemic communication barriers and, 373–375 decision making in times of, 222 leadership during, 409 OB during, 60 power and financial dependence, 441 teams and, 340 Critical incidents, performance evaluations and, 611 Critical thinking, employability skill, 67 Cross-cultural communication aspects of, 388–389 cultural context, 385–386 guide to, 389–390 interaction approaches, 387 interface between cultures, 387–388 Cross-cultural conflict management, 490–491 Cross-cultural negotiations, 500–501 Cross-cultural organizational behavior cultural intelligence (CQ), 99–100 cultural tightness and looseness, 97–98 expatriate adjustment, 99 GLOBE framework, 95–97 Hofstede’s framework, 94–97 religion, 98–99 Cross-functional teams chain of command and, 520 self-managed work, 335–336 Cross-hierarchical teams, 530 Cross-training (job rotation), 273–274 Cultural context, 328–329 Cultural context, communication and, 385–390 Cultural differences, 329 decision making and, 220 employee behavior and, 541 stress at work and, 646 in teams, 329 Cultural identity, 94 Cultural intelligence (CQ), 99–100 Cultural mosaic beliefs (CMBs), 91 Cultural tightness and looseness, 97–98 Culture clashes, 569 Culture of fear, 587 Culture, organizational. See Organizational culture Culturizing, 390 Customer satisfaction harassment and, 302 job satisfaction and, 129 relational job design and, 274–275 Customer service, 161 Cyberbullying, 383 Cyberloafing, 612 Cybersecurity, 335, 384–385 D Dark Triad personality traits, 181–182, 382, 400–401 Data breaches, 384–385 Data mining communication and, 367 emotions, 166–167 Data, behavioral science and, 44–49 Day of week, emotions, moods and, 148, 149 Decentralization, organizational structure and, 521 Decision making affectively charged, 214 biases and errors in, 214–219 bounded rationality, 213–214 effects of collaboration overload, 233 ethics and, 222–225 group, 319–323 importance of creativity, 225–229 in organizations, 212–219 individual differences in, 211–212, 219–220, 320–321 intuition and, 497 intuitive decision making, 201–202, 219–220 management by objectives (MBO) programs, 252 OB, moods/emotions and, 159 organizational constraints, 220–221 perception and individual, 211–212 rational, 212–213 satisficing, 213 Decision role, of managers, 41–42 Decisional role, of managers, 41–42 Decisions, 211–212 Decisiveness, characteristic of organization’s culture, 551 Deductive reasoning, intellectual ability, 190 Deep acting, 152, 157786 Subject Index Deep-level diversity defined, 77 group composition and, 92–93 Defensive behaviors, 462–463 Demands, stress and work and, 640 Demographics biographical characteristics, 77–82 diversity and, 77, 342 leadership and, 427 workforce, 52 workforce diversity and inclusion, 52 Deonance, 223 Departmental objectives, 252–253 Departmentalization, 517–519 Dependence, power and creation, 445–446 defined, 441 formal small-group networks, 446–447 general dependence postulate, 444–445 importance, 445 nonsubstitutability, 445–446 scarcity, 445 social network analysis, 447–449 Depersonalization, 639 Depression, 639 Design, step of appreciative inquiry, 582–583 Destiny of organization, step of appreciative inquiry, 583 Detail orientation, characteristic of organization’s culture, 551 Deviant workplace behaviors criminal background checks and, 622 in work groups, 312–313 moods/ emotions and, 163 negative norms and group outcomes, 312–313 types of (OB Poll), 312 typology of, 313 Diagnosis, action research, 580–581 Digital assistants, 380–381 Digital natives, 379 Direct messages (DMs), 366 Direction, individual effort for goal achievement, 237 Disaster environments, teams and, 340 DiSC framework, 182–183 Discovery, step of appreciative inquiry, 582 Discrimination and prejudice cultural mosaic, 91–92 cyberbullying and, 383 defined, 83–84 disparate impact and treatment, 84 forms of, 83 gender, 80 implicit bias, 82–83 in workplace, forms of, 83–84 intersectionality, 90 job applications and, 596 organizational culture and, 556 physical disabilities and, 616 prejudice, 82 race/ethnicity, 78 religious, 98–99 sexual orientation/gender identity and, 81 social categorization, 85–86 social dominance theory, 89–90 stereotype threat, 86–87 stereotyping, 86 stigma, 87–88 subtle, 85 system justification theory, 89 workforce diversity and inclusion, 52 Discussions, 360–362 Diseconomies of work specialization, 516 Disparate impact and treatment, 84 Displayed emotions, 151–152 Dissatisfaction, motivation and, 239–240 Disseminator role, of managers, 41 Dissonance, job attitudes and behavior, 116–117 Distinctiveness, 205–206 Distractions, 380 Distributive bargaining, 491–494 Distributive justice, 257–258 Disturbance handler role, of managers, 41–42 Diversity biographical characteristics, 77–82 emotion regulation and, 156 leadership and, 397–398 levels of, 77 of team members, 228, 342–343 in the tech industry, 75–76 workplace, 52 Diversity climate, 106 Diversity culture, 106 Diversity dynamics fault lines, 93–94 group composition, 92–93 Diversity management challenges of, 106–107 cultures and climates for diversity, 106 defined, 100 practices, 103–105 theoretical basis underlying, 102–103 Diversity training and development, 105 Diversity, equity, and inclusion (DEI) policies, 88, 100–102, 110–111, 343, 397–398 Division of labor, 516 Divisional objectives, 252–253 Dominant culture, 551, 587 Double jeopardy, 90 Downsizing, organizational structure, 532–534 Dreaming, step of appreciative inquiry, 582 Driving forces, 579 Drug testing and employment, 602–603 Dual relationships, 392 Due process, performance evaluations and, 613 Dyadic conflict, 481 Dynamic environments, 538 Dysfunctional conflict, 479 Dysfunctional outcomes, conflict and, 489 Dysfunctions of organizational culture, 568–569 E e-collaboration, 378 e-learning, 378, 607 e-mail AI and tracking flow of, 448–449 collaboration overload, 233 communication method choices and, 371 cross-cultural communication and, 388 masking emotional leakage through, 152 time spent checking at work, 365 written communication, 364–366 Economic factors, resistance to change and, 576 Economic shocks, change and, 574 Economic uncertainties and stress, 631 Economies of work specialization, 516 Effective managers, 42–43 Effectiveness defined, 64 evaluating group, model of, 322–323 of group decision making, 320–321 team effectiveness model, 338, 355 Efficiency, 64, 320–321 Effort–performance relationship, 248 Effort–reward imbalance (ERI) model, 639 Electronic performance monitoring (EMP), 611–612 Embracing, cross-cultural communication approach, 387 Emojis, 378–379 Emotion regulation ethics of, 158 influences/outcomes, 156–158 techniques, 157–158 Emotional Competence Inventory (ECI-36), 155 Emotional contagion, 161 Emotional dissonance, 152–153 Emotional exhaustion, 638 Emotional intelligence (EI), 153–156, 167, 401–402 Emotional intelligence assessment, 155 Emotional labor, 151–153 Emotional stability, dimension of personality, 177, 179, 382, 400, 639 Emotional states (OB Poll), 145 Emotional suppression, 157 Emotions Affective Events Theory (AET), 153 anger, at work, 165 conflict and, 487–488 creativity, 159 crises leadership and, 409 customer service, 161 data mining emotions, 166–167 decision making and, 159 defined, 141 deviant workplace behavior, 163 emotional labor, 152 emotional states (OB Poll), 145 ethics and, 143–144 experiencing, 144–145 functions of, 145–146 irrationality and, 145–146 leadership, 160–161 moods and, 140–146 moral emotions, 143–144 motivation, 160 negotiations and, 161, 499–500 nonverbal communication and, 369 norms and, 309 OB applications, 158–164 positive/negative affect moods, 141–142 safety/injury and work, 163–164 selection, 158–159 smart devices and support, 379 smell and, 369 sources of, 146–151 types of emotions, 140–141 work-life satisfaction, 161–163 Empathy leadership and, 401 negotiations and, 497, 500 Employability Skills Matrix (ESM) communication, 357 conflict and negotiation, 477 diversity, equity, and inclusion, 75 emotions and moods, 139 foundations of group behavior, 301 human resource systems and practices, 589 job attitudes, 113 leadership, 397 motivation applications, 269 motivation concepts, 235 organization structure, foundations of, 513 organizational behavior, 68 organizational culture and change, 547 overview, 67–68 perception and individual decision making, 201 personality and individual differences, 169Subject Index 787 power and politics, 439 stress and health in organizations, 627 work teams, understanding, 331 Employee Assistance Programs (EAP), 652, 655 Employee engagement, job attitudes and, 120–121 Employee involvement and participation (EIP), 281–283 Employee recognition program, 293–294 Employee Stock Ownership Plan (ESOP), 285, 289–290 Employee tell-all websites, 136 Employee turnover, 62–64 Employee(s) behavior, organizational structure and, 540–541 benefits, use to motivate, 291–292 burnout, 54 culture, learning, 553–556 firing, 624–625 intrinsic rewards, motivation and, 293–294 learning organizational culture, 553–556 motivation, 266–267 organizational politics, response to, 460–462 performance incentive to, 296 rewards to motivate, 283–290 sabbaticals, stress and, 655 silence, organizational politics and power, 464–465 socialization and expectations of (OB Poll), 559 socialization, organizational culture and, 558–561 strengths, organizational culture and, 570 stress at work (OB Poll), 629 telecommuting, 278–281 tracking/monitoring at work, 247 variable-pay program, 285–290 voice, organizational politics and power, 462–463 volunteering and, 275 well-being, at work, 54–55 withdrawal behavior, 62–64 Employment interview. See Interview Employment options, in organizational behavior, 51 Employment policies, HR and, 619–620 Empowerment, 119 Enacted cultural values, 563 Enactive mastery, 254 Encounter stage, of socialization, 559–560 Engagement, social media and, 382 Engineering, female rate in, 111 Enhancement, impression management technique, 466 Enterprise social software, 381 Entrenchment of organizational culture, 567–568 Entrepreneur role, of managers, 41 Entrepreneurship and Gig Economy, 58 Entry socialization options, 560 Environment, organizational structure/strategy
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