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Essentials of Organizational behavior

Second Edition

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To T. K.

For keeping it real.

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Essentials of Organizational Behavior

An Evidence-Based Approach

Second Edition

Terri A. Scandura University of Miami

Los Angeles London

New Delhi Singapore

Washington DC Melbourne

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Copyright © 2019 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.

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Library of Congress Cataloging-in-Publication Data

Names: Scandura, Terri A., author. Title: Essentials of organizational behavior / Terri A. Scandura, University of Miami.

Description: Second edition. | Thousand Oaks, California: SAGE, [2018] | Includes bibliographical references and index.

Identifiers: LCCN 2017033151 | ISBN 9781506388465 (pbk. : alk. paper) Subjects: LCSH: Organizational change.

Classification: LCC HD58.8 .S293 2018 | DDC 352.3/67—dc23

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LC record available at https://lccn.loc.gov/2017033151

Printed in the United States of America.

This book is printed on acid-free paper.

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https://lccn.loc.gov/2017033151

Brief Contents

Preface 2. Acknowledgments 3. About the Author 4. SECTION I: INTRODUCTION

Chapter 1: What Is Organizational Behavior? 5. SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS

Chapter 2: Personality and Person–Environment Fit 2. Chapter 3: Emotions and Moods 3. Chapter 4: Attitudes and Job Satisfaction 4. Chapter 5: Perception, Decision Making, and Problem Solving

SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES 1. Chapter 6: Leadership 2. Chapter 7: Power and Politics 3. Chapter 8: Motivation: Core Concepts 4. Chapter 9: Motivation: Applications

SECTION IV: BUILDING RELATIONSHIPS 1. Chapter 10: Group Processes and Teams 2. Chapter 11: Managing Conflict and Negotiation 3. Chapter 12: Organizational Communication 4. Chapter 13: Diversity and Cross-Cultural Adjustments

SECTION V: LEADERS AS CHANGE AGENTS 1. Chapter 14: Organizational Culture 2. Chapter 15: Leading Change and Stress Management

Appendix: Research Designs Used in Organizational Behavior 10. Glossary 11. Notes 12. Index

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Detailed Contents

Preface Acknowledgments About the Author SECTION I: INTRODUCTION

Chapter 1: What Is Organizational Behavior? Learning Objectives A Crisis of Leadership? What Is Organizational Behavior?

Disciplines Contributing to Organizational Behavior From Theory to Practice

Evidence-Based Management What Is Critical Thinking? The Scientific Method Outcome Variables in Organizational Behavior

Performance Work-Related Attitudes Employee Well-Being Motivation Employee Withdrawal

Levels of Analysis in Organizational Behavior How OB Research Increases Employee Performance Theory X and Theory Y Plan for This Textbook Leadership Implications: Thinking Critically Key Terms TOOLKIT ACTIVITY 1.1: Personal Leadership Development Plan CASE STUDY 1.1: Organizational Science in the Real World SELF-ASSESSMENT 1.1: Are You Theory X or Theory Y? SELF-ASSESSMENT 1.2: Assessing Your Experiential Evidence Base

SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS Chapter 2: Personality and Person–Environment Fit

Learning Objectives The Right Stuff at the Wrong Time? What Is Personality?

The Role of Heredity Myers-Briggs Type Indicator

Limitations of the Myers-Briggs Type Indicator How the Myers-Briggs Type Indicator Is Used in Organizations

“The Big Five”

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Personality Traits and Health Research Other Relevant Personality Traits

Machiavellianism Self-Monitoring Risk Taking

Psychological Capital Core Self-Evaluations Person–Environment Fit

Person–Organization Fit Person–Job Fit

Leadership Implications: Understanding Others Key Terms TOOLKIT ACTIVITY 2.1: Fitting in Somewhere Great! CASE STUDY 2.1: Who Would You Hire? SELF-ASSESSMENT 2.1: The Big Five Personality Test SELF-ASSESSMENT 2.2: Type A/Type B Behavior Pattern SELF-ASSESSMENT 2.3: Core Self-Evaluations Assessment

Chapter 3: Emotions and Moods Learning Objectives Does Lack of Sleep Make You Grumpy? Emotions and Moods at Work Affective Events Theory: An Organizing Framework Affective Climate

The Broaden-and-Build Model of Emotions Moods Emotional Labor Emotional Intelligence

Can Emotional Intelligence Be Learned? Limitations of Emotional Intelligence How Emotional Intelligence Is Used in Organizations

Emotional Contagion Affective Neuroscience

Ethical Issues in Neuroscience Leadership Implications: Affective Coaching Key Terms TOOLKIT ACTIVITY 3.1: The 5-Minute Gratitude Exercise CASE STUDY 3.1: Managing Your Boss’s Moods and Emotions SELF-ASSESSMENT 3.1: Positive and Negative Affect Schedule (PANAS) SELF-ASSESSMENT 3.2: Emotion Regulation Questionnaire (ERQ)

Chapter 4: Attitudes and Job Satisfaction Learning Objectives

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Job Satisfaction: An Upward Trend What Is an Attitude?

Cognitive Dissonance Do Attitudes Matter? Job Satisfaction

Job Satisfaction Facets Job Search Attitudes Organizational Commitment

Job Involvement Employee Engagement

Perceived Organizational Support Psychological Empowerment Leadership Implications: Creating Meaning at Work Key Terms TOOLKIT ACTIVITY 4.1: What Do Workers Want From Their Jobs? CASE STUDY 4.1: A Crisis in Nursing SELF-ASSESSMENT 4.1: How Much Career Adaptability Do You Have? SELF-ASSESSMENT 4.2: Do You Experience Empowerment?

Chapter 5: Perception, Decision Making, and Problem Solving Learning Objectives Would You Be Happier if You Were Richer? Understanding Why People Don’t See Eye to Eye

The Primacy Effect The Recency Effect The Availability Bias Contrast Effects Halo Error

Employability: Self-Fulfilling Prophecies During the Application Process Individual Decision Making

Decision Processes and Organizational Performance Why Some People Can’t Make Decisions Constraints on Individual Decision Making

The Rational Decision-Making Model Limitations of the Rational Model Bounded Rationality

Prospect Theory The Importance of How Decisions Are Framed

Intuition Benefits of Intuition Wicked Organizational Problems

Decision Traps

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Hindsight Bias Overconfidence Escalation of Commitment

Creative Problem Solving Going With the “Flow” Three-Component Model of Creativity

Leadership Implications: Making Ethical Decisions Key Terms TOOLKIT ACTIVITY 5.1: The Oil Drilling Partnership CASE STUDY 5.1: Do You Have to Spend Money to Make Money? SELF-ASSESSMENT 5.1: Employability—Perceptions of Prospective Employers SELF-ASSESSMENT 5.2: How Would You Rate Your Creativity?

SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES Chapter 6: Leadership

Learning Objectives Have Leaders Lost Their Followers’ Trust? What Is Leadership?

Differentiating Management and Leadership Trait Approaches Leader Behaviors Path–Goal Theory

Adapting to the Situation Leader–Member Exchange

Leader–Member Exchange Development Managing Your Boss Follower Reactions to Authority Attributions and Leader–Member Relationships The Mentor Connection

The Importance of Trust Calculus-Based Trust Knowledge-Based Trust Identification-Based Trust Repairing Broken Trust

Full-Range Leadership Development Transactional Leadership Transformational Leadership

Moral Approaches Ethical Leadership Servant and Authentic Leadership

Critiques of Leadership Theory Implicit Leadership Theory

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Romance of Leadership Leadership Implications: Flexibility Matters Key Terms TOOLKIT ACTIVITY 6.1: Applying the Full-Range Leadership Development Model TOOLKIT ACTIVITY 6.2: Comparing Supervisor Leader–Member Exchange CASE STUDY 6.1: Which Boss Would You Rather Work For? SELF-ASSESSMENT 6.1: Mentoring Functions Questionnaire SELF-ASSESSMENT 6.2: How Trustful Are You?

Chapter 7: Power and Politics Learning Objectives What Is It Like to Have Power? Power and Influence Bases of Power Organizational Sources of Power

Influence Without Authority Influence Strategies

Which Influence Strategies Are the Most Effective? Impression Management

Managing Impressions With Body Language Perceptions of Organizational Politics Political Skill

Having Both the Will and the Skill for Politics Leadership Implications: Managing With Power Key Terms TOOLKIT ACTIVITY 7.1: Politics or Citizenship? TOOLKIT ACTIVITY 7.2: What Would You Do? CASE STUDY 7.1: Can You Succeed Without Power? SELF-ASSESSMENT 7.1: Your Impression Management Strategies SELF-ASSESSMENT 7.2: What’s Your Level of Political Acumen?

Chapter 8: Motivation: Core Concepts Learning Objectives Do You Have Grit? What Is Motivation? Need Theories Goal Setting

“SMART” Goals Regulatory Goal Focus The Role of Leaders in Goal Setting

Job Characteristics Theory The Motivating Potential of Work

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Designing Work to Be Motivational Work Redesign and Job Stress Job Crafting

The Importance of Fairness Equity Theory Organizational Justice: Expanding Fairness Developing a Fair Reputation

Expectancy Theory The Pygmalion Effect Leadership Implications: Who Will Lead? Key Terms TOOLKIT ACTIVITY 8.1: Future Me Letter TOOLKIT ACTIVITY 8.2: SMART Goals Template TOOLKIT ACTIVITY 8.3: Understanding the Pygmalion Effect CASE STUDY 8.1: Building Motivation SELF-ASSESSMENT 8.1: How Much Perseverance Do You Have?

Chapter 9: Motivation: Applications Learning Objectives The Meaning of Money Reinforcement Theory

Reinforcers Punishment Schedules of Reinforcement Organizational Behavior Modification

Social Learning Theory The Modeling Process

Intrinsic Versus Extrinsic Rewards Relationship Between Intrinsic and Extrinsic Rewards Self-Determination Theory

What Money Can and Cannot Do Pay Dispersion

Performance Management Sources of Performance Management Ratings Performance Management Methods

Problems With Performance Reviews Other Forms of Compensation

Feedback Seeking Leadership Implications: Motivating With Rewards Key Terms TOOLKIT ACTIVITY 9.1: Performance Appraisal Do’s and Don’ts TOOLKIT ACTIVITY 9.2: Performance Management Role-Play CASE STUDY 9.1: Pay Inequity at Goodyear Tire and Rubber

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SELF-ASSESSMENT 9.1: Work Values Checklist SECTION IV: BUILDING RELATIONSHIPS

Chapter 10: Group Processes and Teams Learning Objectives Does Trust Impact Team Performance? What Is a Team?

Work Group Versus Team Team Purpose

Team Norms The Team Charter Team Mental Models

Team Development Five-Stage Model Team Performance Curve

Team Effectiveness Team Metrics Team Learning Team Creativity and Innovation

Cohesion Social Identity Theory Groupthink

Team Decision Making Participation in Team Decisions Brainstorming Consensus Multivoting Nominal Group Technique Stepladder

Team Challenges Social Loafing Virtual Teams

Team Diversity Challenges of Team Diversity Benefits of Team Diversity

Leadership Implications: Empowering the Team Key Terms TOOLKIT ACTIVITY 10.1: The Team Charter TOOLKIT ACTIVITY 10.2: The Marshmallow Challenge (Team Exercise) TOOLKIT ACTIVITY 10.3: How to Run an Effective Meeting (Checklist) CASE STUDY 10.1: Problem Solving in Virtual Teams

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SELF-ASSESSMENT 10.1: Teamwork Orientation SELF-ASSESSMENT 10.2: Team Leadership Inventory (TLI)

Chapter 11: Managing Conflict and Negotiation Learning Objectives The Costs of Workplace Conflict What Is Conflict?

Causes of Organizational Conflict Is Conflict Always Bad? Task Versus Relationship Conflict Workplace Incivility and Aggression Abusive Supervision “Toxic” Workplaces Workplace Violence

Conflict Resolution Styles Team Conflict and Performance Resolving Conflict Across Cultures Third-Party Interventions Negotiation

Distributive Bargaining Integrative Bargaining Union-Management Negotiations

Leadership Implications: Perspective Taking Key Terms TOOLKIT ACTIVITY 11.1: Checklist for Difficult Conversations TOOLKIT ACTIVITY 11.2: Salary Negotiation TOOLKIT ACTIVITY 11.3: Negotiation Style Assessment CASE STUDY 11.1: Perspective Taking: Captain Owen Honors SELF-ASSESSMENT 11.1: Conflict Resolution Styles

Chapter 12: Organizational Communication Learning Objectives “Thin Slicing” a Conversation What Is Organizational Communication?

The Communication Process Barriers to Effective Communication

Communication Apprehension Language Active Listening

Communication Networks Communication Flows in Organizations The Grapevine

Electronic Communication E-mail

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Text Messages Social Networking Videoconferencing

Cross-Cultural Communication Nonverbal Communication Silence Leadership Implications: The Management of Meaning Key Terms TOOLKIT ACTIVITY 12.1: Active Listening Exercise CASE STUDY 12.1: What’s App-ening? SELF-ASSESSMENT 12.1: Quality of Communication Experience

Chapter 13: Diversity and Cross-Cultural Adjustments Learning Objectives Diversity: A Key Workforce Trend Diversity

Surface-Level and Deep-Level Diversity Generations at the Workplace

The Millennials What’s Next? Generation Z

What Is Culture? High-Context Versus Low-Context Cultures Hofstede’s Cultural Values Criticisms and Usefulness of Hofstede’s Research Cultural Tightness–Looseness

GLOBE Studies of Cross-Cultural Leadership Developing Global Leaders

The Third Culture Cultural Intelligence Cross-Cultural Adjustment Strategies Integrative Acculturation: Biculturals

Culture Shock Expatriate Adjustment

Repatriation Leadership Implications: Becoming a Global Leader Key Terms TOOLKIT ACTIVITY 13.1: Generations at Work TOOLKIT ACTIVITY 13.2: Journey to Sharahad CASE STUDY 13.1: Managing Diversity at IBM Netherlands CASE STUDY 13.2: “A Person Needs Face, Like a Tree Needs Bark” SELF-ASSESSMENT 13.1: What Is Your Cultural Intelligence? SELF-ASSESSMENT 13.2: Do You Have a Global Mind-Set?

Section V: Leaders as Change Agents