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 Chapter 2 Challenges for Managers 36
Thinking Ahead: FORD 37
Management Challenges in a New Time 38
The Global Village 39
Changes in the Global Marketplace 39
Understanding Cultural Differences 40
You 2.1 Planning for a Global Career 43
Developing Cross-Cultural Sensitivity 44
The Real World 2.1 A Golden Opportunity? 46
The Diverse Workforce 47
Cultural Diversity 47
Gender Diversity 48
Age Diversity 49
Ability Diversity 51
Differences Are Assets 51
Diversity’s Benefits and Problems 53
Ethics, Character, and Personal Integrity 54
Employee Rights 55
Sexual Harassment 56
You 2.2 How Much Do You Know about Sexual Harassment? 57
Romantic Involvements 58
Organizational Justice 58
The Real World 2.2 Sex Plus 59
Whistle-Blowing 59
Science From Inaction to External Whistle-blowing 60
Social Responsibility 60
Codes of Ethics 61
Managerial Implications: Beating the Challenges 63
Diversity Dialogue The U.S. Supreme Court: Another
Good Ol’ Boy Ivy League Network? 63
Looking Back: FORD 64
Chapter Summary 65
Key Terms 65
Review Questions 65
Discussion and Communication Questions 65
­Ethical Dilemma 66
Experiential Exercises 66
References 69
BizFlix Lost in Translation 72
Workplace Video Theo Chocolate 72
Case Netflix: Push and Pushback in Streaming Video 74
Cohesion Case: Part 1 DonorsChoose.org: An Online
Charity Helps Public Education in America (A) 76

Part 2 Individual Processes and Behavior 79

Chapter 3 Personality, Perception, and Attribution 80
Thinking Ahead: ORACLE 81
Individual Differences and Organizational Behavior 82

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 Skills and Abilities 83
Science Get Smarty Pants? 84
Personality 84
Personality Theories 84
Big Five Personality Model 85
Personality Characteristics in Organizations 86
You 3.1 What’s Your Locus of Control? 87
You 3.2 Are You a High or Low Self-Monitor? 90
Measuring Personality 91
The Real World 3.1 Better Call Centers Through Personality Matching 92
Application of Personality Theory in Organizations:
The MBTI® Instrument 93
The Preferences 93
The Sixteen Types 96
Social Perception 97
Characteristics of the Perceiver 99
Characteristics of the Target 99
Characteristics of the Situation 100
Barriers to Social Perception 100
The Real World 3.2 Gender Stereotyping at Walmart 101
Impression Management 103
Attribution in Organizations 104
Internal and External Attributions 104
Attributional Biases 105
Managerial Implications: Using Personality,
Perception, and Attribution at Work 106
Diversity Dialogue Say it Loud—I’m Fat and I’m Proud! 106
Looking Back: ORACLE 107
Chapter Summary 108
Key Terms 108
Review Questions 108
Discussion and Communication Questions 108
Ethical Dilemma 109
Experiential Exercises 109
References 112
BizFlix Because I Said So 116
Workplace Video Theo Chocolate 116
Case Understanding the People Who Work at and Patronize
Build-A-Bear Workshop 118

Chapter 4 Attitudes, Emotions, and Ethics 120

Thinking Ahead: GROUPON 121
Attitudes 122
The ABC Model 122
Attitude Formation 123
Attitudes and Behavior 124
Work Attitudes 125
You 4.1 Assess Your Job Satisfaction 126
The Real World 4.1 How Dreamworks Keeps Employees Satisfied 129
You 4.2 Do You Engage in Workplace Deviance Behavior? 131
Persuasion and Attitude Change 132

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 Emotions and Moods at Work 134
Science Is Faking Emotion Harmful to Your Health? 137
Ethical Behavior 137
The Real World 4.2 The Container Store’s Foundation
Principles 138
Values 140
Instrumental and Terminal Values 141
Work Values 142
Cultural Differences in Values 142
Locus of Control 143
Machiavellianism 144
Cognitive Moral Development 144
Managerial Implications: Attitudes, Values,
and Ethics at Work 146
Diversity Dialogue Michael Phelps: When Age and
Values Collide 146
Looking Back: GROUPON 147
Chapter Summary 148
Key Terms 148
Review Questions 148
Discussion and Communication Questions 149
Ethical Dilemma 149
Experiential Exercises 150
References 152
BizFlix The Emperor’s Club 156
Workplace Video Mitchell Gold + Bob Williams 156
Case QuikTrip: Staffed by Passionate and Compassionate People 158

Chapter 5 Motivation at Work 160

Thinking Ahead: DYSON 161
Motivation and Work Behavior 162
Internal Needs 162
You 5.1 Protestant Ethic 163
The Real World 5.1 A Model Manager Motivational Style 164
External Incentives 164
Employee Recognition and Ownership 165
Maslow’s Need Hierarchy 165
The Hierarchy of Needs 165
Theory X and Theory Y 166
ERG Theory 167
McClelland’s Need Theory 168
Need for Achievement 168
Need for Power 169
Need for Affiliation 169
Science Academic Motivation and Interpersonal Attachment 170
Herzberg’s Two-Factor Theory 171
Motivation Factors 171
Hygiene Factors 172
You 5.2 What’s Important to Employees? 173
Critique of the Two-Factor Theory 173

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 Two New Ideas in Motivation 174
Eustress, Strength, and Hope 174
Positive Energy and Full Engagement 174
The Real World 5.2 Engaging Your “Pole Vaulters” 175
Social Exchange and Equity Theory 175
Demands and Contributions 176
Adams’s Theory of Inequity 177
The Resolution of Inequity 178
New Perspectives on Equity Theory 178
Expectancy Theory of Motivation 179
Motivational Problems 181
Motivation and Moral Maturity 181
Diversity Dialogue Using Cash to Bridge the Achievement Gap 182
Cultural Differences in Motivation 182
Managerial Implications: Many Ways to
Motivate People 183
Looking Back: Dyson 184
Chapter Summary 185
Key Terms 185
Review Questions 185
Discussion and Communication Questions 185
Ethical Dilemma 186
Experiential Exercises 186
References 188
BizFlix Friday Night Lights (I) 190
Workplace Video LivingSocial Escapes 190
Case Compensation Controversies at AIG 192

Chapter 6 Learning and Performance Management 196

Thinking Ahead: QUIKTRIP 197
Learning in Organizations 198
Classical Conditioning 198
Operant Conditioning 199
The Strategies of Reinforcement, Punishment,
and Extinction 199
Bandura’s Social Learning Theory 202
Learning and Personality Differences 203
Goal Setting at Work 204
Characteristics of Effective Goals 204
The Real World 6.1 The Goal is 100 Percent Recyclable 205
Increasing Work Motivation and Task Performance 206
You 6.1 Task-Goal Attribute Questionnaire 207
Reducing Role Stress, Conflict, and Ambiguity 208
Improving Performance Evaluation 208
Performance: A Key Construct 209
Performance Management 209
Defining Performance 210
Measuring Performance 211
Performance Feedback: A Communication Challenge 213
Science The Effects of Positive and Negative Performance Feedback 213

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 360-Degree Feedback 214
Developing People and Enhancing Careers 214
Key Characteristics of an Effective Appraisal System 215
Rewarding Performance 215
A Key Organizational Decision Process 215
Individual versus Team Reward Systems 216
The Power of Earning 216
The Real World 6.2 Google’s Pay for Performance 217
Correcting Poor Performance 217
You 6.2 Correcting Poor Performance 218
Performance and Kelley’s Attribution Theory 219
Coaching, Counseling, and Mentoring 221
Managerial Implications: Performance
Management is a Key Task 221
Diversity Dialogue Race and Rewards at the Harlem
Patrol Borough 222
Looking Back: QUIKTRIP 223
Chapter Summary 224
Key Terms 224
Review Questions 224
Discussion and Communication Questions 224
Ethical Dilemma 225
Experiential Exercises 225
References 227
BizFlix Take the Lead 230
Workplace Video Barcelona Restaurant Group 230
Case Sir James Dyson: Learning to Achieve Success 232

Chapter 7 Stress and Well-Being at Work 234

Thinking Ahead: GROUPON 235
What is Stress? 236
You 7.1 The Frazzle Factor 237
Four Approaches to Stress 237
The Stress Response 239
Sources of Work Stress 239
Work Demands 240
The Real World 7.1 Overstressed in the Pharmaceutical Industry 241
Nonwork Demands 243
The Consequences of Stress 244
Performance and Health Benefits 244
Individual Distress 245
Organizational Distress 247
Science Effects of Agreeableness and Social Support
on Affective Distress 248
Individual Differences in the Stress-Strain Relationship 248
Gender Effects 249
Type A Behavior Pattern 249
Personality Hardiness 250
Self-Reliance 250
Preventive Stress Management 251
You 7.2 Are You Self-Reliant? 252
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 Organizational Stress Prevention 252
Individual Prevention 256
The Real World 7.2 JM Family Enterprises IT
Employees Get Physical 258
Comprehensive Health Promotion 259
Managerial Implications: Stress Without Distress 259
Diversity Dialogue “To Thine Own Self Be True” 260
Looking Back: GROUPON 261
Chapter Summary 262
Key Terms 262
Review Questions 262
Discussion and Communication Questions 262
Ethical Dilemma 263
Experiential Exercises 263
References 264
BizFlix The Upside of Anger 268
Workplace Video Modern Shed 268
Case The Impact of the Great Recession on Workplace Stress 270
Cohesion Case Part 2 DonorsChoose.org: Why Give?
Why Be Involved? (B) 272

Part 3 Interpersonal Processes and Behavior 275

Chapter 8 Communication 276
Thinking Ahead: ORACLE CORPORATION 277
Interpersonal Communication 278
An Interpersonal Communication Model 279
The Real World 8.1 Blogging at Kodak 280
Reflective Listening 281
Five Keys to Effective Supervisory Communication 283
Expressive Speakers 284
Empathetic Listeners 284
Persuasive Leaders (and Some Exceptions) 284
You 8.1 Are You an Active Listener? 285
Sensitivity to Feelings 285
Informative Managers 285
Barriers and Gateways to Communication 286
Physical Separation 286
Status Differences 286
Gender Differences 287
Cultural Diversity 287
Language 288
Civility and Incivility  288
Consequences of Incivility 288
You 8.2 Test Your Verbal Incivilities 289
Blessings of Civility 290
Defensive and Nondefensive Communication 290
Defensive Communication at Work 290
Defensive Tactics 291
Nondefensive Communication 292

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 Nonverbal Communication 292
Proxemics 293
Kinesics 294
Facial and Eye Behavior 295
The Real World 8.2 Customer Service Calls at Aflac 296
Paralanguage 296
How Accurately Do We Decode Nonverbal Cues? 296
Positive, Healthy Communication 298
New Communication Technologies and Social Media 298
Written Communication 299
Communication Technologies 299
Science The Finer Points of Lying Online 300
How Do Communication Technologies Affect Behavior? 300
Managerial Implications: Communicate
with Strength and Clarity 302
Diversity Dialogue Contemporary Media
Coverage—Spinning out of Control? 303
Looking Back: ORACLE CORPORATION 304
Chapter Summary 305
Key Terms 305
Review Questions 305
Discussion and Communication Questions 305
Ethical Dilemma 306
Experiential Exercises 306
References 308
BizFlix Friday Night Lights (II) 310
Workplace Video Plant Fantasies 310
Case Smart Phones: Promoting Communication Connectedness
or Disconnectedness? 312

Chapter 9 Work Teams and Groups 314

Thinking Ahead: Ford motor company 315
Group Behavior 317
Norms of Behavior 317
Group Cohesion 318
Social Loafing 318
Loss of Individuality 318
Group Formation and Development 319
Group Formation 319
Stages of Group Development 320
Science The Power of “We” 321
Characteristics of a Mature Group 322
You 9.1 How Cohesive Is Your Group? 324
The Real World 9.1 Too Many Stars, Not Enough Team 325
Task and Maintenance Functions 326
Work Teams in Organizations 327
Why Work Teams? 327
Work Team Structure and Work Team Process 329
Quality Teams and Circles 329
Social Benefits 330

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 Diversity and Creativity in Teams 331
Dissimilarity 331
Creativity 331
Teamwork and Self-Managed Teams 332
Teamwork 332
You 9.2 How Much Diversity Is on Your Team? 333
Self-Managed Teams 334
Upper Echelons: Teams at the Top 334
Diversity at the Top 336
The Real World 9.2 Unfamiliar Roles Challenge
Executives but Prevent Stagnation 336
Multicultural Top Teams 337
Managerial Implications: Teamwork for Productivity and Quality 337
Diversity Dialogue Appoint More Women or
Else: Achieving Gender Balance in Top Teams 339
Looking Back: ford motor company  339
Chapter Summary 340
Key Terms 341
Review Questions 341
Discussion and Communication Questions 341
Ethical Dilemma 342
Experiential Exercises 342
References 343
BizFlix Friends with Money 346
Workplace Video Holden Outerwear 346
Case Achieving Success in Virtual Teams 348

Chapter 10 Decision Making by Individuals and Groups 350

Thinking Ahead: NETFLIX 351
The Decision-Making Process 352
Models of Decision Making 353
Rational Model 353
Bounded Rationality Model 354
Garbage Can Model 355
Decision Making and Risk 355
Risk and the Manager 356
Escalation of Commitment 356
Jung’s Cognitive Styles 357
You 10.1 Which Side of Your Brain Do You Favor? 359
Other Individual Influences on Decision Making 359
The Role of Intuition 361
Creativity at Work 361
The Real World 10.1 Creative Design at Herman Miller 362
You 10.2 Creative or Logical Problem Solving:
What Is Your Preference? 365
Participation in Decision Making 366
The Effects of Participation 366
The Real World 10.2 Walmart’s “My Sustainability Plan” 367
Foundations for Participation in Decision Making 367
What Level of Participation? 368

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 The Group Decision-Making Process 368
When Should Groups Be Used? 368
Advantages and Disadvantages of Group Decision Making 369
Groupthink 369
Science Have a Different Opinion? Speak Up 371
Group Polarization 372
Techniques for Group Decision Making 372
Brainstorming 372
Nominal Group Technique 373
Delphi Technique 373
Devil’s Advocacy 373
Dialectical Inquiry 374
Quality Circles and Quality Teams 374
Self-Managed Teams 374
Diversity and Culture in Decision Making 375
Decision Making in the Virtual Workplace 376
Ethical Issues in Decision Making 378
Managerial Implications: Decision Making Is a Critical Activity 378
Diversity Dialogue And the Grammy Goes to... 379
Looking Back: Netflix 379
Chapter Summary 380
Key Terms 380
Review Questions 381
Discussion and Communication Questions 381
Ethical Dilemma 381
Experiential Exercises 382
References 384
BizFlix Failure to Launch 388
Workplace Video Plant Fantasies 388
Case Groupon: Decisions! Decisions! Decisions! 390

Chapter 11 Power and Political Behavior 394

Thinking Ahead: dyson 395
The Concept of Power 396
Forms and Sources of Power in Organizations 396
Interpersonal Forms of Power 397
Using Power Ethically 398
Two Faces of Power: One Positive, One Negative 400
The Real World 11.1 Indra Nooyi of PepsiCo:
The Power of the Positive 401
Functional Sources of Power 402
Symbols of Power 403
Kanter’s Symbols of Power 403
Kanter’s Symbols of Powerlessness 403
Korda’s Symbols of Power 404
Political Behavior in Organizations 404
Influence Tactics 405
Science Are You Willing and Able? 406
Political Skill 408
Managing Political Behavior in Organizations 409
You 11.1 410
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 Managing up: Managing the Boss 411
Sharing Power: Empowerment 412
The Real World 11.2 Empowerment from a Maestro 413
You 11.2 Are You Self-Empowered? 414
Managerial Implications: Using Power Effectively 417
Diversity Dialogue Barack Obama: A Different Kind of Power 418
Looking Back: DYSON 419
Chapter Summary 420
Key Terms 420
Review Questions 420
Discussion and Communication Questions 420
Ethical Dilemma 421
Experiential Exercises 421
References 423
BizFlix Flash of Genius 426
Workplace Video Barcelona Restaurant Group 426
Case Oracle’s Larry Ellison: A Profile of Power,
Influence, and Dominance 428

Chapter 12 Leadership and Followership 430

Thinking Ahead: QUIKTRIP 431
Leadership and Management 432
Early Trait Theories 433
Behavioral Theories 434
Lewin Studies 434
Ohio State Studies 434
Michigan Studies 434
The Leadership Grid: A Contemporary Extension 435
You 12.1 How Does Your Supervisor Lead? 436
Contingency Theories 438
Fiedler’s Contingency Theory 438
Path–Goal Theory 440
Vroom–Yetton–Jago Normative Decision Model 441
The Situational Leadership Model 441
Leader–Member Exchange 443
Substitutes for Leadership 444
The Emergence of Inspirational Leadership Theories 444
Transformational Leadership 445
The Real World 12.1 Passion and People: Starbucks’ Vision 445
Science Is It the Person or the Behavior? 446
Charismatic Leadership 446
Authentic Leadership 447
Emerging Issues in Leadership 448
Emotional Intelligence 448
Trust 448
Gender and Leadership 449
Servant Leadership 449
The Real World 12.2 Want to Be a CEO? Irene Rosenfeld, Kraft Foods 450
Abusive Supervision 450

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 Followership 451
Types of Followers 451
The Dynamic Follower 452
Cultural Differences in Leadership 452
Guidelines for Leadership 453
You 12.2 What Is Your Leadership Potential? 454
Diversity Dialogue Has De-emphasizing Diversity
Become a New Trend among U.S. Leaders? 455
Looking Back: Quiktrip 456
Chapter Summary 456
Key Terms 457
Review Questions 457
Discussion and Communication Questions 457
Ethical Dilemma 458
Experiential Exercises 458
References 461
BizFlix Doomsday 464
Workplace Video Camp Bow Wow 464
Case Ingvar Kamprad: Wealthy Man, Frugal Man,
Entrepreneur Extraordinaire 466

Chapter 13 Conflict and Negotiation 470

Thinking Ahead: oracle 471
The Nature of Conflicts in Organizations 472
Importance of Conflict Management Skills for the Manager 472
Functional versus Dysfunctional Conflict 472
Causes of Conflict in Organizations 474
Structural Factors 474
Personal Factors 475
Globalization and Conflict 477
Forms of Conflict in Organizations 478
Interorganizational Conflict 478
Intergroup Conflict 478
Intragroup Conflict 479
Interpersonal Conflict 479
Intrapersonal Conflict 479
You 13.1 Assess Your Team’s Conflict 480
Intrapersonal Conflict 482
Interpersonal Conflict 482
Power Networks 482
The Real World 13.1 Ambassador No Longer 483
Defense Mechanisms 484
Conflict Management Strategies and Techniques 486
The Real World 13.2 A Win-Win Merger for
United Continental? 487
Ineffective Techniques 488
Effective Techniques 488
Science Make That Apology Count 491
Conflict Management Styles 491
Avoiding 491
Accommodating 492
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 Competing 492
Compromising 494
Collaborating 494
You 13.2 What Is Your Conflict-Handling Style? 495
Managerial Implications: Creating a
Conflict-Positive Organization 496
Diversity Dialogue “Swimming” in Conflict 497
Looking Back: ORACLE 498
Chapter Summary 498
Key Terms 499
Review Questions 499
Discussion and Communication Questions 499
Ethical Dilemma 499
Experiential Exercises 500
References 502
BizFlix Welcome Home Roscoe Jenkins 506
Workplace Video Barcelona Restaurant Group 506
Case Customer Service at Nordstrom:
A Way to Mitigate Potential Conflict? 508
Cohesion Case Part 3 DonorsChoose.org: Inspiring and Empowering
Staffers, Teachers, and Donors (C) 510

Part 4 Organizational Processes

and Structure 513
Chapter 14 Jobs and the Design of Work 514
Thinking Ahead: F
 ord MOTOR COMPANY 515
Work in Organizations 516
The Meaning of Work 517
Jobs in Organizations 518

Traditional Approaches to Job Design  519

Scientific Management 519
The Real World 14.1 Scientific Efficiency at Eli Lilly 520
Job Enlargement and Job Rotation 520
Job Enrichment 521
Job Characteristics Theory 522
You 14.1 Diagnosing Your Job 524
Engagement 526
Science Job Engagement and Job Performance 527
Alternative Approaches to Job Design 527
Social Information Processing 528
Ergonomics and Interdisciplinary Framework 528
International Perspectives on the Design of Work 530
Work Design and Well-Being 532
You 14.2 Is Your Work Environment a Healthy One? 533
Contemporary Issues in the Design of Work 534
Telecommuting 534
Alternative Work Patterns 535
Technology at Work 535

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 The Real World 14.2 Letting Your QB Bring the Office to You 536
Task Revision 537
Skill Development 538
Managerial Implications: The Changing Nature of Work 538
Diversity Dialogue Making a Way for the Disabled Worker 539
Looking Back: FORD 539
Chapter Summary 540
Key Terms 541
Review Questions 541
Discussion and Communication Questions 541
Ethical Dilemma 541
Experiential Exercises 542
References 544
BizFlix Tyler Perry’s Daddy’s Little Girls 546
Workplace Video Camp Bow Wow 546
Case Alternative Work Arrangements: What Does the Future Hold? 548

Chapter 15 Organizational Design and Structure 550

Thinking Ahead: Groupon 551
Key Organizational Design Processes 552
Differentiation 553
Integration 556
Basic Design Dimensions 557
Science Integrating Distributed Work 558
Five Structural Configurations 559
You 15.1 How Decentralized Is Your Company? 560
Simple Structure 560
The Real World 15.1 Complicated but Increasingly Common 561
Machine Bureaucracy 561
Professional Bureaucracy 562
Divisionalized Form 562
Adhocracy 563
Contextual Variables 563
Size 563
Technology 565
Environment 567
The Real World 15.2 Acer Faces Off with Apple 568
Strategy and Goals 569
Forces Reshaping Organizations 572
Life Cycles in Organizations 573
Globalization 573
Changes in Information Processing Technologies 574
Demands on Organizational Processes 574
Emerging Organizational Structures 575
You 15.2 Managers of Today and the Future 576
Cautionary Notes about Structure 577
Managerial Implications: Fitting
People and Structures Together 577
Diversity Dialogue Restructuring for the New Reality: Male Beauty 578

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 Looking Back: GROUPON 578
Chapter Summary 579
Key Terms 580
Review Questions 580
Discussion and Communication Questions 580
Ethical Dilemma 580
Experiential Exercises 581
References 584
BizFlix Rendition 586
Workplace Video Modern Shed 586
Case Alan Mulally’s Restructuring of Ford Motor Company 588

Chapter 16 Organizational Culture 590

Thinking Ahead: quiktrip  591
The Key Role of Organizational Culture 592
Culture and Its Levels 592
Artifacts 593
Values 596
The Real World 16.1 Zappos: A Happiness Culture 597
Assumptions 597
You 16.1 Analyzing the Three Levels of Culture 598
Functions and Effects of Organizational Culture 598
The Strong Culture Perspective 599
The Fit Perspective 599
The Adaptation Perspective 600
Science What Type of Culture Would You Want to Work For? 601
The Leader’s Role in Shaping and Reinforcing Culture601
What Leaders Pay Attention To 602
How Leaders React to Crises 602
How Leaders Behave 602
How Leaders Allocate Rewards 603
How Leaders Hire and Fire Individuals 603
Organizational Socialization 604
The Stages of the Socialization Process 604
Outcomes of Socialization 606
Socialization as Cultural Communication 606
Assessing Organizational Culture 607
Organizational Culture Inventory 607
Kilmann-Saxton Culture-Gap Survey 607
Triangulation 607
Changing Organizational Culture 608
The Real World 16.2 Joie de Vivre CEO Uses
Maslow’s Pyramid to Change Culture 609
Developing a Global Organizational Culture 610
Developing an Ethical Organizational Culture 611
Developing a Culture of Empowerment and Quality 612
You 16.2 Organizational Culture and Ethics 613
Managerial Implications: The
Organizational Culture Challenge 614
Diversity Dialogue The “Browning” of Reading, PA 614

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 Looking Back: QuikTrip 615
Chapter Summary 615
Key Terms 616
Review Questions 616
Discussion and Communication Questions 616
Ethical Dilemma 616
Experiential Exercises 617
References 618
BizFlix Charlie Wilson’s War 620
Workplace Video Camp Bow Wow 620
Case The Mayo Clinic: An Enduring Organizational Culture 622

Chapter 17 Career Management 624

Thinking Ahead: Dyson 625
Careers as Joint Responsibilities 626
The New Career 626
Becoming Your Own Career Coach 628
Emotional Intelligence and Career Success 629
You 17.1 Check Your Emotional Intelligence 630
Preparing for the World of Work 631
Occupational Choice 631
The Real World 17.1 Teach for America: On a Mission 632
Organizational Choice and Entry 632
Realistic Job Previews 633
The Career Stage Model 634
The Establishment Stage 635
Psychological Contracts 636
The Stress of Socialization 637
Easing the Transition from Outsider to Insider 637
The Advancement Stage 639
Career Paths and Career Ladders 639
Finding a Mentor 640
The Real World 17.2 Richard Branson: Mentoring on a Global
Scale 641
Science How to Be Extraordinary 642
Dual-Career Partnerships 644
Work-Home Conflicts 644
The Maintenance Stage 646
Sustaining Performance 647
Becoming a Mentor 647
The Withdrawal Stage 648
Planning for Change 648
Retirement 648
Career Anchors 649
Managerial Implications: Managing Your Career 650
You 17.2 Assess Your Flexibility Skills 652
Diversity Dialogue Combat Experience Required 653
Looking Back: Dyson 654
Chapter Summary 655
Key Terms 655

xx con ten ts

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Review Questions 655
Discussion and Communication Questions 655
Ethical Dilemma 656
Experiential Exercises 656
References 658
BizFlix Baby Mama 662
Workplace Video LivingSocial Escapes 662
Case Career Customization for Everyone: Deloitte’s Career/Life Program 664

Chapter 18 Managing Change 666

Thinking Ahead: NETFLIX  667
Forces for Change in Organizations 668
External Forces 668
The Real World 18.1 Coca-Cola’s Green Changes 669
Internal Forces 671
Change is Inevitable 672
The Scope of Change 672
The Change Agent’s Role 673
The Process of Change in Organizations 674
Resistance to Change 674
You 18.1 Tolerance for Ambiguity 676
Managing Resistance to Change 677
Science Neuroscience and Change 678
Behavioral Reactions to Change 679
Lewin’s Change Model 681
You 18.2 Applying Force Field Analysis 682
Organization Development Interventions 683
Diagnosis and Needs Analysis 684
Organization-Focused and Group-Focused Techniques 685
The Real World 18.2 M5 Networks’ Rock Stars 687
Individual-Focused Techniques 688
Ethical Considerations in Organization Development 691
Are Organization Development Efforts Effective? 692
Managerial Implications: Managing Change 692
Diversity Dialogue Changing Racial Attitudes
One Dorm Room at a Time 693
Looking Back: Netflix 693
Chapter Summary 694
Key Terms 694
Review Questions 695
Discussion and Communication Questions 695
Ethical Dilemma 695
Experiential Exercises 696
References 697
BizFlix Field of Dreams 700
Workplace Video Holden Outerwear 700
Case CarMax, the Used Car Superstore: Learning
for Performance Improvement 702
Cohesion Case Part 4 DonorsChoose.org: Building Toward the
Future (D) 704

c o n t en t s   xxi

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 Appendix A A Brief Historical Perspective 707
Appendix B How Do We Know What We Know about
Organizational Behavior? 712
Glossary 731
Company Index 742
Name Index 745
Subject Index 748

xxii con ten ts

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Preface

T
he Eighth Edition of Organizational Behavior: Science, the Real World, and
You emerged from the opportunities and optimism that form the heart of
organizational behavior. We chose to build on opportunities and optimism
within the author-editorial team in forging this eighth edition of the book. Opportu-
nity is “a favorable time” or “a chance for progress and advancement.” In ­every ­crisis
are danger and opportunity: we choose to seek the opportunity, without ­ignoring
possible dangers, and we hope our students and colleagues can do the same. More
than responding to change, we encourage students of organizational behavior and
leaders in organizations to be the agents of positive change. We encourage our stu-
dents and colleagues to look to the future and seek out those ­opportunities where
they can make a positive difference and have a positive impact at home, at work,
and in the world at large. Using the knowledge and insights offered in the study
of organizational behavior, we can take responsible actions to create the kinds of
­organizations in which we thrive, grow strong, and experience fulfillment in the
spirit of the happy/productive worker. No one can predict the future but every-
one can help create the future. From adversity can come renewal and advancement;
from failure can come success if one is willing to study, learn, and make an effort.
These are ­favorable times in which to advance the science and practice the art of
­organizational behavior in a manner that is beneficial to all concerned. This includes
workers and leaders, men and women, those of all ethnic groups and occupations,
and all those of diverse faith traditions.
The distinctiveness of Organizational Behavior is reflected in its subtitle,
­Science, the Real World, and You. “Science” refers to the broad and deep research
roots of our discipline. Our book is anchored in research tradition and contains
classic ­research and leading-edge scholarship in the field. This research and theory
form the foundations of our knowledge base. “The Real World” reflects what is
­going on in organizations of all types: public and private, large and small, product
and service oriented. In our text, these realities take shape as examples from all
types of organizations. Some of the examples show success, whereas others show
failure, in cases where managers apply organizational behavior knowledge in the
real world. “You” features are the opportunities we have to grow and develop as
individuals and as organizations. In the book, they take the form of individual and
group activities for proactive learning.
Organizational behavior is the study of individual behavior and group dynamics
in organizational settings. It focuses on timeless topics like motivation, leadership,
teamwork, and communication. Such issues have captured our attention for ­decades.
Organizational behavior also encompasses contemporary issues in organizations.
How do we encourage employees to act ethically, to engage in organizational citi-
zenship behaviors, and to go above and beyond the call of duty to exhibit excep-
tional performance? How do we restructure organizations in the face of increasing
competition? What is the new psychological contract between employees and orga-
nizations? How have careers changed, and what can we expect in the future? How
do you manage employee behavior in virtual organizations or teams? What happens
when organizations with strong cultures and a need for constancy face the pressure
to become current, competitive, and agile? Organizational Behavior, thus, engages
both classic and emerging issues.

xxi i i

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Our overarching theme of change continues to drive the book. We have retained
the three subthemes of globalization, diversity, and ethics. These subthemes continue
to reflect the challenges that managers face. The sequence in which we address these
subthemes and the ways in which we elaborate upon them have changed, however,
as they should. The global marketplace continues to bring with it a world with no
boundaries and with no constraints on time and distance. Diversity can be a tremen-
dous asset, with its wealth of skills and knowledge, if managers can build organi-
zational cultures that view differences as assets. Managing ethical behavior means
doing the right thing in an age of increased white-collar crime and public scrutiny
of organizations.
Organizations expect all employees to learn continually. Our book rests on the
assumption that learning involves acquiring knowledge and developing skills. The
rich theory and research in organizational behavior must be translated into applica-
tion. Thus, the text presents the opportunity to know concepts, ideas, and theories,
and to practice skills, abilities, and behaviors to enhance the management of human
behavior at work. Both knowledge and skills are essential for our future managers.
We hope the knowledge and skills presented here empower them to succeed in the
changing world of work.

Special Features
Several special features of the book extend the subtitle Science, the Real World, and
You to specific applications. These features are designed to enhance the application
of theory and research in practice, to stimulate student interest and discussion, and
to facilitate cognitive as well as skill-based learning. You will learn in Chapter 1,
Figure 1.4, that basic knowledge is concerned with Science, that skill application is
concerned with the Real World, and that knowledge and skill development concern
“You” directly. The pedagogical features included in each chapter are titled Science
(Foundations), The Real World (Realities), and You (Challenges).

Science
Each chapter includes a Science feature that summarizes a leading-edge research
study related to the chapter’s topic. This feature exposes students to the way knowl-
edge is advanced in organizational behavior and the scientific nature of the disci-
kentoh/Shutterstock.com
pline. For example, the Science feature in Chapter 3 (“Get Smarty Pants”) focuses
on whether high general mental ability (GMA) is always a good thing. Chapter 6
(“The Effects of Positive and Negative Feedback”) focuses on the importance of the
type of goal when using positive or negative feedback to improve performance.

Extensive Text References

The book is based on extensive classic and contemporary research literature. At the
end of the book is a lengthy chapter-by-chapter reference list that students can refer
to for in-depth treatments of the chapter topics. In this edition, over 200 new re-
search studies, theory articles, and scholarly books have been reviewed and cited. In
addition to this freshening of the content base for the text, chapters have new con-
tent and key terms that reflect positive changes. For example, Chapter 4 now has
extensive coverage of emotions at work. Other research on emotions is integrated
throughout the eighth edition. Chapter 8 brings attention to building civilized work
environments and surviving those that are not. Chapter 12 reflects enhanced cover-
age of the inspirational leadership theories (transformational, charismatic, authen-
tic) along with emotional intelligence.

xxiv P r eface

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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Title: Le panthéon de poche

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*** START OF THE PROJECT GUTENBERG EBOOK LE PANTHÉON DE

POCHE ***
Note sur la transcription: Les erreurs clairement
introduites par le typographe ont été corrigées.
L'orthographe d'origine a été conservée et n'a pas été
harmonisée. Les numéros des pages blanches n'ont pas
été repris.

LE
PANTHÉON DE POCHE
PARIS.—TYPOGRAPHIE DE ROUGE, DUNON ET FRESNÉ,
rue du Four-Saint-Germain, 43.
 PIERRE VÉRON

LE

PANTHÉON
DE POCHE
Du Panthéon l'on voit Bicêtre
et réciproquement.

PARIS
DEGORCE-CADOT, LIBRAIRE-ÉDITEUR
RUE BONAPARTE, 70 bis

1875
 PRÉFACE

A toi, d'abord, David d'Angers, vaillant maître, pardon de l'audace

très-grande que je montre en semblant parodier l'immortel fronton
que tu fis rayonner au seuil du vieil édifice parisien.
Aux grands hommes, la patrie reconnaissante! disait la fière devise
que tu inscrivis au-dessous de cette sublime page de pierre.
Les grands hommes, hélas! sont devenus si rares que mon
Panthéon, à moi, a dû prendre les modestes proportions que tu vois.
Il m'a semblé qu'on avait trop abusé des statues et que nos mœurs,
comme nos appartements, s'accommodaient mieux des statuettes.
Il faut habiller chaque époque à sa taille.
Et toi, ami public, daigne écouter ces deux mots avant de rendre
visite à mon modeste musée.
Il y a un an, je réclamais ton indulgence pour un livre intitulé le
Carnaval du Dictionnaire.
Ton accueil bienveillant m'enhardit à lui donner un pendant
aujourd'hui.
Après les mots, les noms; après les choses, les hommes.
Nous vivons dans un temps où bien rarement la mesure est gardée
entre l'hyperbole adulatrice et le dénigrement à outrance. Ou
l'apothéose, ou les gémonies; ou le piédestal, ou le pilori.
J'ai osé penser qu'on pouvait trouver le juste milieu entre les
attaques d'admiration et les accès de rage.
C'est ce que j'ai essayé de faire en toute bonne foi.
Les grandes et pompeuses biographies abondent. La solennité nous
déborde. J'ai essayé de réagir contre elle.
Te rappelles-tu, ami public, avoir vu jadis un jongleur chinois
exécuter le tour des couteaux?
Un homme se collait à une planche; puis le jongleur, de loin, plantait
au vol une demi-douzaine de pointes entre les doigts écartés de
cette cible vivante.
Jongler avec les amours-propres de ses contemporains n'est, je le
sais, un tour ni moins difficile, ni moins périlleux.
A toi, ami public, de juger si j'y ai réussi.
Il se peut que mes pointes tiennent mal. Dans tous les cas, ce dont
je suis certain, c'est que, si quelques-unes piquent le bout de
quelques doigts, aucune d'elles ne pénètrera dans les chairs pour y
faire une malsaine blessure.
PIERRE VÉRON.
A
 A

ABD-EL-KADER—Un lion qui a pris du ventre.

Nous le traitions de gredin du temps où il s'immortalisait par le plus
indomptable patriotisme. Nous nous sommes mis à l'admirer quand il
a commencé à se faire des rentes avec sa défaite.
C'est tant pis pour lui et pour nous.
On a annoncé récemment la mort d'Abd-el-Kader. Est-ce qu'il n'y a
pas longtemps déjà que ce fauve en chambre n'est plus qu'une
ombre?...

ABD-UL-AZIZ—Un beau gros homme noir dans lequel la

machine pneumatique, connue sous le nom de sérail, travaille à faire
le vide....
Et y réussit.

ABOUT—Au physique: un soleil de cheveux et de poils

grisonnants. Au moral: un sourire qui mord.
De l'esprit jusqu'au bout des ongles, et des ongles jusqu'au bout de
l'esprit.
Un style lucide, qui dit toujours ce qu'il veut. Un cerveau agité, qui
ne veut pas toujours ce qu'il dit.
Sans cesse surexcité, ses amis prétendent qu'il a du vif-argent dans
les veines... Comme les baromètres alors? C'est ce qui expliquerait
peut-être qu'il marque parfois: variable.
Il lui sera beaucoup pardonné, parce qu'il a beaucoup haï...
Notamment le cléricalisme, dont les injures lui ont refait une
virginité.

ACHARD (AMÉDÉE)—Une figure fine poudrée à frimas.

Un romancier qui a de la malice comme un journaliste. Un
journaliste qui a de la période comme un romancier.
Homme du monde accompli, excellent ami, cœur droit, intellect
alerte, qui comprend tout... excepté que liberté n'est pas synonyme
de licence.
D'où une réactionnite aiguë dont on n'a jamais pu guérir Amédée
Achard.

ADAM (EDMOND)—Une paire de moustaches qui lui fait le tour de

la tête. Des moustaches de ceinture.
Grand, sévère, robuste. L'aspect d'un officier de cavalerie.
N'est en réalité à cheval que sur les principes, auxquels il a voué sa
vie. Un des plus vaillants champions de la démocratie.
Se double d'une femme d'esprit; ce qui prouve que, dans un
ménage, le cumul du talent n'est pas interdit.

ADAM-SALOMON—La plus incroyable tête que j'aie jamais

vue.
Des pommettes comme les buttes Montmartre, des joues
artésiennes qui ont l'air de se rejoindre dans l'intérieur de la bouche.
Par là-dessus, une barbe en hérisson, qui cache presque un nez
anguleux et des yeux, brillant sous le sourcil, comme un bec de gaz
au fond d'un corridor.
Ce n'est pas un homme, c'est un souffle... un souffle qui vivra
quatre-vingt-dix-neuf ans.
Sculpteur et collodioniste. Fait de la photographie en artiste; mais,
par contre, fait un peu de l'art en photographe.
A été popularisé par son médaillon de Charlotte Corday, une
romance en plâtre.

AIMARD (GUSTAVE)—Le boucanier de la littérature.

Je dirais: le Bas de cuir, si ce mot cuir ne risquait d'être pris pour
une allusion à certains traits de style de l'écrivain.
M. Gustave Aimard est l'Améric-Vespuce de Cooper. Mais le public n'y
mord plus. Il trouve maintenant les savanes éculées.

ALBONI—Il y a longtemps qu'on a donné de la grande artiste

cette définition:
—Un éléphant qui a avalé un rossignol.
Le rossignol est digéré.

ALLOU—Grande tête pâle, encadrée de minces favoris blancs.

Une médaille romaine, en le voyant passer, crierait: Au voleur!
J'ai lu quelque part, dans une légende, qu'on trouve en Sibérie des
roses de neige, c'est-à-dire de la neige vivante et fleurie. C'est
l'emblème exact de l'éloquence de Me Allou.
Une autorité incontestable, basée sur une loyauté incontestée.
Impose toujours, parce qu'il n'en impose jamais.
Ah! si l'on pouvait seulement lui inoculer un peu de picrate de
passion!... quel maître ce serait!...

ALMA-TADEMA—Un jeune peintre belge, qui a élevé le bric-à-

brac à la hauteur d'un sacerdoce.
A mis en pratique l'axiome de Voltaire: «Le superflu, chose si
nécessaire.»—Ses tableaux sont un magasin d'accessoires.
Moi, cela me fait un peu l'effet d'un restaurateur qui prendrait pour
enseigne: A la renommée du cresson sans beefsteaks!

ALTAROCHE—Successivement rédacteur en chef du Charivari,

commissaire de la République, représentant, directeur de l'Odéon,
etc.
Journaliste fécond, homme politique convaincu et pêcheur endurci,
on peut dire que de toute façon et durant toute sa vie il a été
l'homme de la ligne.

AMIGUES (JULES)—Un excentrique qui a de drôles d'idées sur

l'ornithologie.
A entrepris de faire couver par un aigle des œufs de canard dans un
bonnet rouge.
—Qu'est-il venu? me demanderez-vous.
—Parbleu! des serins... pour regarder.

ANDELARRE (Marquis D')—Membre du ci-devant Corps législatif

et de la présente Assemblée nationale.
Paraît pénétré de cet axiome:
—On n'a que l'importance qu'on se donne.
Et, sous ce rapport, est envers lui-même d'une prodigalité!...
Son petit corps, surmonté d'une grosse tête chevelue, figure assez
exactement un bilboquet. Ce bilboquet-là ne perd jamais la boule, à
en juger par la facilité avec laquelle M. le marquis s'est fait royaliste
d'impérialiste qu'il était, quand l'empire avait la corde.
Parle peu à la tribune, se démène beaucoup dans les couloirs. N'est
pas, au théâtre de Versailles, un acteur à premier rôle, mais un des
machinistes qui font mouvoir les trappes.
Hé!... hé!... Pas mal choisi.

ANDRAL—Roi honoraire de la thérapeutique.

Tout le monde proclame sa supériorité depuis qu'il n'est plus le
concurrent de personne.

ANTONELLI—Le Richelieu du Vatican, à moins qu'il n'en soit le

Mazarin ou le Dubois.
Figure bilieuse, caractère idem, comme disent les passe-ports.
Ce médecin du pouvoir temporel passe pour un docteur de primo
cartello. On ne s'en douterait guère à l'état de son malade.
M. Antonelli s'en consolera peut-être en disant comme l'autre:
—Il est mort guéri!
Nous lui accordons volontiers la seconde partie de la phrase, s'il
nous accorde la première.

ARAGO (ÉTIENNE)—Un paquet de nerfs.

Sa pensée est un écureuil qui tourne incessamment dans son
cerveau.
Auteur à succès, il a plus tard quitté les comédies du théâtre pour
les drames de la politique.
Il l'a regretté peut-être.
Nature vaillante et dévouée. Foi ardente en la démocratie.
Un homme de ce passé qui a ensemencé l'avenir.

ARAGO (EMMANUEL)—Haute stature; larges épaules; le profil de

Louis XVI.
La bonté même.
Un de ces infâmes hommes du 4 septembre qui ont eu la
scélératesse de se jeter courageusement au-devant de la Commune
pour lui barrer la route, à l'heure où M. de Palikao partait d'un côté,
tandis que le Corps législatif filait de l'autre.
Son organe tonitruant est célèbre.
Lors du dépouillement d'un des scrutins nombreux qui l'envoyèrent
siéger à nos dernières assemblées, Emmanuel Arago parut à une
fenêtre pour remercier ses électeurs.
Tandis qu'il parlait, on causait dans les groupes éloignés:
—Combien a-t-il de voix?
—Trente mille.
—Ça s'entend! fit quelqu'un.

ARDITI—L'auteur du Baccio.
—Et puis?
—L'auteur du Baccio.
—Et puis?
—L'auteur du Baccio, vous dis-je.
En entendant les orgues triturer cette agaçante valse, que de fois j'ai
pensé:
—On prétend que le mérite court les rues... Et la médiocrité donc!

ARMSTRONG—Un des accordeurs du concert européen.

Ou, si vous aimez mieux:
—Le Mérante du corps de boulets de l'Angleterre.
A inventé des canons qui portent à je ne sais combien de lieues... la
sauvagerie et le carnage, avec recul... jusqu'à la barbarie la plus
parfaite.
En est devenu du coup aussi célèbre que Troppmann. Cela me paraît
logique.
Et vive la fraternité!

ARNAUD (DE L'ARIÉGE)—Admirable tête couronnée des plus beaux

cheveux blancs que j'aie vus jamais. Un seul défaut. Le front et le
sommet du crâne vont s'aplatissant soudain.
Ce qui fit dire un jour à Gavroche, qui regardait M. Arnaud (de
l'Ariége) entrer à la mairie de l'arrondissement qu'il régit:
—Dommage que le plafond soit un peu mansardé!
L'honorable représentant, aussi ferme en ses convictions
républicaines que doux et courtois dans ses relations, a retourné le
mot connu. C'est une tige de fer peinte en roseau.
M. Arnaud (de l'Ariége) est le dernier survivant de l'école de Buchez,
qui prétendait marier le catholicisme et la liberté.
Mais je crois qu'il commence à s'apercevoir que, cette union-là étant
frappée de stérilité, comme pour la carpe et le lapin, on ne verra
jamais que le père et la mère.

ARNAULT (Madame NAPTAL)—Une des extases de ma prime

jeunesse. Un des souvenirs de mon âge de raison.
Je la vois encore radieuse de beauté dans les Cosaques. La Russie
s'en est vengée en se l'annexant. On prétend qu'une fois un de ses
regards a fait dégeler la Néva.
Et dire que l'hiver commence à venir pour ces regards-là eux-
mêmes!

ARNOULD-PLESSY (Madame)—Autre exemplaire, hélas! de

l'Art de vérifier les dates. Exemplaire relié en chagrin, dit-on. Ce qui
expliquerait l'art mélancolique de l'excellente comédienne.
Elle a tort.
Après avoir été admirée pour ce qu'on appelait ses charmes, en
1834, elle s'est fait admirer pour son talent.
C'était jouer à qui perd gagne.
Mais, je l'en conjure, qu'elle n'interprète jamais plus Agrippine! Ça
finirait par réhabiliter Néron.

ASSOLANT—Qui s'y frotte s'y pique.

Un pince-sans-rire qui n'est jamais un rire sans pince.
On est prévenu, du reste, par sa figure impassible qu'encadre une
barbe châtain ardent, que coupent deux lèvres minces, qu'éclairent
deux yeux d'une acuité immobile.
Journaliste rompu à l'escrime de la plume, romancier condensé et
châtié.
Son talent, pénétrant comme une lame, serait complet, s'il n'était
froid comme elle.

AUBANEL—Un des trouvères modernes de la pléiade provençale.

Chef de bataillon dans le régiment dont Mistral est le colonel.
Son ouvrage principal est la Grenade entr'ouverte, célèbre d'Avignon
à Marseille.
La traduction que j'en ai lue m'a révélé quelques-uns des attraits de
l'œuvre. Mais c'est égal, je crois qu'il faut être du terroir pour
déguster pleinement les produits de ce que quelqu'un appelait le
Parnasse à l'ail.

AUBRYET (XAVIER)—Au physique, avec sa figure mince et sans

barbe, avec ses cheveux pleureurs, rentre un peu, comme M.
Sardou, dans la série des Bonaparte en Egypte.
Un de nos plus brillants virtuoses de l'article.
N'a pas son pareil pour démontrer que deux et deux font cinq.
Me produit assez volontiers l'effet d'un passant à qui vous
demanderiez votre chemin et qui, vous répondant: Venez avec moi,
s'amuserait à vous faire exécuter d'interminables zigzags. Vous vous
en apercevriez, parbleu! mais la conversation du passant serait si
attachante que vous vous laisseriez faire.
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