Eighth Edition

Principles of Organizational Behavior

Realities and Challenges

James Campbell Quick University of Texas at Arlington

Debra L. Nelson Oklahoma State University

• SOUTH-WESTERN CENGAGE Learning*

Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States

Brief Contents

Preface xxiii About the Author xxxiii

PART1 Introduction 1 Chapter 1 Organizational Behavior and Opportunity 2 Chapter 2 Challenges for Managers 32

PART 2 Individual Processes and Behavior 69

Chapter 3 Personality, Perception, and Attribution 70 Chapter 4 Attitudes, Emotions, and Ethics 106 Chapter 5 Motivation at Work 142 Chapter 6 Learning and Performance Management 172 Chapter 7 Stress and Weil-Being at Work 206

PART 3 Interpersonal Processes and Behavior 241

Chapter 8 Communication 242 Chapter 9 Work Teams and Groups 276 Chapter 10 Decision Making by Individuals and Groups 308 Chapter 11 Power and Political Behavior 346 Chapter 12 Leadership and Followership 378 Chapter 13 Conflict and Negotiation 412

PART 4 Organizational Processes and Structure 449

Chapter 14 Jobs and the Design of Work 450 Chapter 15 Organizational Design and Structure 482 Chapter 16 Organizational Culture 518 Chapter 17 Career Management 548 Chapter 18 Managing Change 586

Video Cases 620 Chapter Cases 656 Cohesion Cases 696

Appendix A A Brief Historical Perspective 709 Appendix B How Do We Know What We Know about Organizational

Behavior? 714 Glossary 733 Company Index 744 Name Index 747 Subject Index 750

Contents

Preface About the Author

PART1 Introduction

XXIII

xxxiii

CHAPTER 1 Organizational Behavior and Opportunity THINKING AHEAD NETFLIX Human Behavior in Organizations

Understanding Human Behavior 5 Interdisciplinary Influences 5 Science To Cheat... or Not 6 Behavior in Times of Change 7 You 1.1 Analyze Your Feelings about a Change 8

The Organizational Context Organizations as Open Systems 9 The Formal and Informal Organization 10 Six Focus Organizations 12

Change Creates Opportunities Three Challenges for Managers Related to Change 15 Global Competition in Business 16 The Real World 1.1 Doing Business Anytime, Anywhere 16 Customer Focused for High Quality 17 Behavior and Quality at Work 17 Managing Organizational Behavior in Changing Times 18 The Real World 1.2 Cost Cutting and Quality 19

Learning About Organizational Behavior You 1.2 Learning Style Inventory 21 Objective Knowledge 22 Skill Development 22 Application of Knowledge and Skills 23

Plan for the Book Managerial Implications: Foundations for the Future

Diversity Dialogue Women Triumph in Times of Recession—Really? 26

LOOKING BACK: NETFLIX Chapter Summary 27 Key Terms 27 Review Questions 27 Discussion and Communication Questions 28 Ethical Dilemma 28 Experiential Exercises 28 References 30

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CHAPTER 2 Challenges for Managers 32 THINKING AHEAD: FORD 33 Management Challenges in a New Time 34 The Global Village 35

Changes in the Global Marketplace 35 Understanding Cultural Differences 36 You 2.1 Planning for a Global Career 39 Developing Cross-Cultural Sensitivity 40 The Real World 2.1 A Golden Opportunity? 42

The Diverse Workforce 43 Cultural Diversity 43 Gender Diversity 44 Age Diversity 45 Ability Diversity 47 Differences Are Assets 47 Diversity's Benefits and Problems 49

Ethics, Character, and Personal Integrity 50 Employee Rights 51 Sexual Harassment 52 You 2.2 How Much Do You Know about Sexual Harassment? 53 Romantic Involvements 54 Organizational Justice 54 The Real World 2.2 Sex Plus 55 Whistle-Blowing 55 Science From Inaction to External Whistle-blowing 56 Social Responsibility 56 Codes of Ethics 57

Managerial Implications: Beating the Challenges 59 Diversity Dialogue The U.S. Supreme Court: Another

Good Ol' -Btry Ivy League Network ? 59

LOOKING BACK FORD 60 Chapter Summary 61 Key Terms 61 Review Questions 61 Discussion and Communication Questions 61 Ethical Dilemma 62 Experiential Exercises 62 References 65

PART 2 Individual Processes and Behavior 69 CHAPTER 3 Personality, Perception, and Attribution 70

THINKING AHEAD: ORACLE 71 Individual Differences and Organizational Behavior 72 Skills and Abilities 73

Science Get Smarty Pants? 74

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Personality 74 Personality Theories 74 Big Five Personality Model 75 Personality Characteristics in Organizations 76 You 3.1 What's Your Locus of Control? 77 You 3.2 Are You a High or Low Self-Monitor? 80 Measuring Personality 81 The Real World 3.1 Better Call Centers Through Personality Matching 82

Application ot Personality Theory in Organizations: The MBTI® Instrument 83

The Preferences 83 The Sixteen Types 86

Social Perception 87 Characteristics of the Perceiver 89 Characteristics of the Target 89 Characteristics of the Situation 90 Barriers to Social Perception 90 The Real World 3.2 Gender Stereotyping at Walmart 91 Impression Management 93

Attribution in Organizations 94 Internal and External Attributions 94 Attributional Biases 95

Managerial Implications: Using Personality, Perception, and Attribution at Work 96

Diversity Dialogue Say it Loud—I'm Fat and I'm Proud! 96

LOOKING BACK: ORACLE 97 Chapter Summary 98 Key Terms 98 Review Questions 98 Discussion and Communication Questions 98 Ethical Dilemma 99 Experiential Exercises 99 References 102

CHAPTER 4 Attitudes, Emotions, and Ethics 106 THINKING AHEAD: GROUPON 107 Attitudes 108 The ABC Model 108 Attitude Formation 109 Attitudes and Behavior 110 Work Attitudes 111 You 4.1 Assess Your Job Satisfaction 112 The Real World 4.1 How Dreamworks Keeps Employees Satisfied 115 You 4.2 Do You Engage in Workplace Deviance Behavior? 117 Persuasion and Attitude Change 118

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Emotions and Moods at Work 120 Science Is Faking Emotion Harmful to Your Health? 123

Ethical Behavior 123 The Real World 4.2 The Container Store's Foundation

Principles 124 Values 126

Instrumental and Terminal Values 127 Work Values 128 Cultural Differences in Values 128 Locus of Control 129 Machiavellianism 130 Cognitive Moral Development 130

Managerial Implications: Attitudes, Values, and Ethics at Work 132

Diversity Dialogue Michael Phelps: When Age and Values Collide 132

LOOKING BACK: GROUPON 133 Chapter Summary 134 Key Terms 134 Review Questions 134 Discussion and Communication Questions 135 Ethical Dilemma 135 Experiential Exercises 136 References 138

CHAPTER5 Motivation at Work 142 THINKING AHEAD: DYSON 143 Motivation and Work Behavior 144

Internal Needs 144 You 5.1 Protestant Ethic 145 The Real World 5.1 A Model Manager Motivational Style 146 External Incentives 146 Employee Recognition and Ownership 147

Maslow's Need Hierarchy 147 The Hierarchy of Needs 147 Theory X and Theory Y 148 ERG Theory 149

McClelland's Need Theory 150 Need for Achievement 150 Need for Power 151 Need for Affiliation 151 Science Academic Motivation and Interpersonal Attachment 152

Herzberg's Two-Factor Theory 153 Motivation Factors 153 Hygiene Factors 154 You 5.2 What's Important to Employees? 155 Critique of the Two-Factor Theory 155

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Two New Ideas in Motivation 156 Eustress, Strength, and Hope 156 Positive Energy and Full Engagement 156 The Real World 5.2 Engaging Your "Pole Vaulters" 157

Social Exchange and Equity Theory 157 Demands and Contributions 158 Adams's Theory of Inequity 159 The Resolution of Inequity 160 New Perspectives on Equity Theory 160

Expectancy Theory ot Motivation 161 Motivational Problems 163 Motivation and Moral Maturity 163 Diversity Dialogue Using Cash to Bridge the Achievement Gap 164 Cultural Differences in Motivation 164

Managerial Implications: Many Ways to Motivate People 165

LOOKING BACK: DYSON 166 Chapter Summary 167 Key Terms 167 Review Questions 167 Discussion and Communication Questions 167 Ethical Dilemma 168 Experiential Exercises 168 References 170

CHAPTER 6 Learning and Performance Management 172 THINKING AHEAD: QUIKTRIP 173 Learning in Organizations 174

Classical Conditioning 174 Operant Conditioning 175 The Strategies of Reinforcement, Punishment,

and Extinction 175 Bandura's Social Learning Theory 178 Learning and Personality Differences 179

Goal Setting at Work 180 Characteristics of Effective Goals 180 The Real World 6.1 The Goal is 100 Percent Recyclable 181 Increasing Work Motivation and Task Performance 182 You 6.1 Task-Goal Attribute Questionnaire 183 Reducing Role Stress, Conflict, and Ambiguity 184 Improving Performance Evaluation 184

Performance: A Key Construct 185 Performance Management 185 Defining Performance 186 Measuring Performance 187 Performance Feedback: A Communication Challenge 189 Science The Effects of Positive and Negative Performance Feedback 189

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360-Degree Feedback 190 Developing People and Enhancing Careers 190 Key Characteristics of an Effective Appraisal System 191

Rewarding Performance 191 A Key Organizational Decision Process 191 Individual versus Team Reward Systems 192 The Power of Earning 192 The Real World 6.2 Google's Pay for Performance 193

Correcting Poor Performance 193 You 6.2 Correcting Poor Performance 194 Performance and Kelley's Attribution Theory 195 Coaching, Counseling, and Mentoring 197

Managerial Implications: Performance Management is a Key Task 197

Diversity Dialogue Race and Rewards at the Harlem Patrol Borough 198

LOOKING BACK: QUIKTRIP 199 Chapter Summary 200 Key Terms 200 Review Questions 200 Discussion and Communication Questions 200 Ethical Dilemma 201 Experiential Exercises 201 References 203

CHAPTER 7 Stress and Well-Being at Work 206 THINKING AHEAD: GROUPON 207 What is Stress? 208

You 7.1 The Frazzle Factor 209 Four Approaches to Stress 209 The Stress Response 211

Sources of Work Stress 211 Work Demands 212 The Real World 7.1 Overstressed in the Pharmaceutical Industry 213 Nonwork Demands 215

The Consequences of Stress 216 Performance and Health Benefits 216 Individual Distress 217 Organizational Distress 219 Science Effects of Agreeableness and Social Support

on Affective Distress 220 Individual Differences in the Stress-Strain Relationship 220 Gender Effects 221 Type A Behavior Pattern 221 Personality Hardiness 222 Self-Reliance 222

Preventive Stress Management 223 You 7.2 Are You Self-Reliant? 224

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Organizational Stress Prevention 224 Individual Prevention 228 The Real World 7.2 JM Family Enterprises IT

Employees Get Physical 230 Comprehensive Health Promotion 231

Managerial Implications: Stress Without Distress 231 Diversity Dialogue "To Thine Own Self Be True" 232

LOOKING BACK: GROUPON 233 Chapter Summary 234 Key Terms 234 Review Questions 234 Discussion and Communication Questions 234 Ethical Dilemma 235 Experiential Exercises 235 References 236

PART 3 Interpersonal Processes and Behavior 241 CHAPTER 8 Communication 242

THINKING AHEAD: ORACLE CORPORATION Interpersonal Communication

An Interpersonal Communication Model 245 The Real World 8.1 Blogging at Kodak 246 Reflective Listening 247

Five Keys to Effective Supervisory Communication Expressive Speakers 250 Empathetic Listeners 250 Persuasive Leaders (and Some Exceptions) 250 You 8.1 Are You an Active Listener? 251 Sensitivity to Feelings 251 Informative Managers 251

Barriers and Gateways to Communication Physical Separation 252 Status Differences 252 Gender Differences 253 Cultural Diversity 253 Language 254

Civility and Incivility Consequences of Incivility 254 You 8.2 Test Your Verbal Incivilities 255 Blessings of Civility 256 Defensive and Nondefensive Communication 256 Defensive Communication at Work 256 Defensive Tactics 257 Nondefensive Communication 258

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Nonverbal Communication 258 Proxemics 259 Kinesics 260 Facial and Eye Behavior 261 The Real World 8.2 Customer Service Calls at Aflac 262 Paralanguage 262 How Accurately Do We Decode Nonverbal Cues? 262

Positive, Healthy Communication 264 New Communication Technologies and Social Media 264

Written Communication 265 Communication Technologies 265 Science The Finer Points of Lying Online 266 How Do Communication Technologies Affect Behavior? 266

Managerial Implications: Communicate with Strength and Clarity 268

Diversity Dialogue Contemporary Media Coverage—Spinning out of Control? 269

LOOKING BACK: ORACLE CORPORATION 270 Chapter Summary 271 Key Terms 271 Review Questions 271 Discussion and Communication Questions 271 Ethical Dilemma 272 Experiential Exercises 272 References 274

CHAPTER 9 Work Teams and Groups 276 THINKING AHEAD: FORD MOTOR COMPANY 277 Group Behavior 279

Norms of Behavior 279 Group Cohesion 280 Social Loafing 280 Loss of Individuality 280

Group Formation and Development 281 Group Formation 281 Stages of Group Development 282 Science The Power of "We" 283 Characteristics of a Mature Group 284 You 9.1 How Cohesive Is Your Group? 286 The Real World 9.1 Too Many Stars, Not Enough Team 287 Task and Maintenance Functions 288

Work Teams in Organizations 289 Why Work Teams? 289 Work Team Structure and Work Team Process 291 Quality Teams and Circles 291 Social Benefits 292

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Diversity and Creativity in Teams 293 Dissimilarity 293 Creativity 293

Teamwork and Self-Managed Teams 294 Teamwork 294 You 9.2 How Much Diversity Is on Your Team? 295 Self-Managed Teams 296

Upper Echelons: Teams at the Top 296 Diversity at the Top 298 The Real World 9.2 Unfamiliar Roles Challenge

Executives but Prevent Stagnation 298 Multicultural Top Teams 299

Managerial Implications: Teamwork for Productivity and Quality 299

Diversity Dialogue Appoint More Women or Else: Achieving Gender Balance in Top Teams 301

LOOKING BACK: FORD MOTOR COMPANY 301 Chapter Summary 302 Key Terms 303 Review Questions 303 Discussion and Communication Questions 303 Ethical Dilemma 304 Experiential Exercises 304 References 305

CHAPTER 10 Decision Making by Individuals and Groups 308 THINKING AHEAD: NETFLIX 309 The Decision-Making Process 310 Models of Decision Making 311

Rational Model 311 Bounded Rationality Model 312 Garbage Can Model 313

Decision Making and Risk 313 Risk and the Manager 314 Escalation of Commitment 314

Jung's Cognitive Styles 315 You 10.1 Which Side of Your Brain Do You Favor? 317

Other Individual Influences on Decision Making 317 The Role of Intuition 319 Creativity at Work 319 The Real World 10.1 Creative Design

at Herman Miller 320 You 10.2 Creative or Logical Problem Solving:

What Is Your Preference? 323 Participation in Decision Making 324 The Effects of Participation 324 The Real World 10.2 Walmart's "My Sustainability Plan" 325 Foundations for Participation in Decision Making 325 What Level of Participation? 326

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The Group Decision-Making Process 326 When Should Groups Be Used? 326 Advantages and Disadvantages of Group Decision Making 327 Groupthink 327 Science Have a Different Opinion? Speak Up 329 Group Polarization 330

Techniques for Group Decision Making 330 Brainstorming 330 Nominal Group Technique 331 Delphi Technique 331 Devil's Advocacy 331 Dialectical Inquiry 332 Quality Circles and Quality Teams 332 Self-Managed Teams 332

Diversity and Culture in Decision Making 333 Decision Making in the Virtual Workplace 334 Ethical Issues in Decision Making 336 Managerial Implications: Decision Making

Is a Critical Activity 336 Diversity Dialogue And the Grammy Goes to... 337

LOOKING BACK: NETFLIX 337 Chapter Summary 338 Key Terms 338 Review Questions 339 Discussion and Communication Questions 339 Ethical Dilemma 339 Experiential Exercises 340 References 342

CHAPTER 11 Power and Political Behavior 346 THINKING AHEAD: DYSON 347 The Concept of Power 348 Forms and Sources of Power in Organizations 348

Interpersonal Forms of Power 349 Using Power Ethically 350 Two Faces of Power: One Positive, One Negative 352 The Real World 11.1 Indra Nooyi of PepsiCo:

The Power of the Positive 353 Functional Sources of Power 354

Symbols of Power 355 Kanter's Symbols of Power 355 Kanter's Symbols of Powerlessness 355 Korda's Symbols of Power 356

Political Behavior in Organizations 356 Influence Tactics 357 Science Are You Willing and Able? 358 Political Skill 360 Managing Political Behavior in Organizations 361 You 11.1 362

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Managing up: Managing the Boss 363 Sharing Power: Empowerment 364

The Real World 11.2 Empowerment from a Maestro 365 You 11.2 Are You Self-Empowered? 366

Managerial Implications: Using Power Effectively 369 Diversity Dialogue Barack Obama: A Different

Kind of Power 370

LOOKING BACK: DYSON 371 Chapter Summary 372 Key Terms 372 Review Questions 372 Discussion and Communication Questions 372 Ethical Dilemma 373 Experiential Exercises 373 References 375

CHAPTER 12 Leadership and Followership 378 THINKING AHEAD: QUIKTRIP 379 Leadership and Management 380 Early Trait Theories 381 Behavioral Theories 382

Lewin Studies 382 Ohio State Studies 382 Michigan Studies 382 The Leadership Grid: A Contemporary Extension 383 You 12.1 How Does Your Supervisor Lead? 384

Contingency Theories 386 Fiedler's Contingency Theory 386 Path-Goal Theory 388 Vroom-Yetton-Jago Normative Decision Model 389 The Situational Leadership Model 389 Leader-Member Exchange 391 Substitutes for Leadership 392

The Emergence of Inspirational Leadership Theories 392 Transformational Leadership 393 The Real World 12.1 Passion and People:

Starbucks' Vision 393 Science Is It the Person or the Behavior? 394 Charismatic Leadership 394 Authentic Leadership 395

Emerging Issues in Leadership 396 Emotional Intelligence 396 Trust 396 Gender and Leadership 397 Servant Leadership 397 The Real World 12.2 Want to Be a CEO? Irene Rosenfeld,

Kraft Foods 398 Abusive Supervision 398

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Followership Types of Followers 399 The Dynamic Follower 400

Cultural Differences in Leadership Guidelines for Leadership

You 12.2 What Is Your Leadership Potential? 402 Diversity Dialogue Has De-emphasizing Diversity

Become a New Trend among U.S. Leaders? 403

LOOKING BACK: QUIKTRIP Chapter Summary 404 Key Terms 405 Review Questions 405 Discussion and Communication Questions 405 Ethical Dilemma 406 Experiential Exercises 406 References 409

CHAPTER 13 Conflict and Negotiation THINKING AHEAD: ORACLE The Nature of Conflicts in Organizations

Importance of Conflict Management Skills for the Manager 414

Functional versus Dysfunctional Conflict 414 Causes of Conflict in Organizations

Structural Factors 416 Personal Factors 417

Globalization and Conflict Forms of Conflict in Organizations

Interorganizational Conflict 420 Intergroup Conflict 420 Intragroup Conflict 421 Interpersonal Conflict 421 Intrapersonal Conflict 421 You 13.1 Assess Your Team's Conflict 422

Intrapersonal Conflict Interpersonal Conflict

Power Networks 424 The Real World 13.1 Ambassador No Longer 425 Defense Mechanisms 426

Conflict Management Strategies and Techniques The Real World 13.2 A Win-Win Merger for

United Continental? 429 Ineffective Techniques 430 Effective Techniques 430 Science Make That Apology Count 433

Conflict Management Styles Avoiding 433 Accommodating 434

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Competing 434 Compromising 436 Collaborating 436 You 13.2 What Is Your Conflict-Handling Style? 437

Managerial Implications: Creating a Conflict-Positive Organization

Diversity Dialogue "Swimming" in Conflict 439

LOOKING BACK: ORACLE Chapter Summary 440 Key Terms 441 Review Questions 441 Discussion and Communication Questions 441 Ethical Dilemma 441 Experiential Exercises 442 References 444

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PART 4

CHAPTER 14

Organizational Processes and Structure Jobs and the Design of Work THINKING AHEAD: FORD MOTOR COMPANY Work in Organizations The Meaning of Work 453 Jobs in Organizations 454

Traditional Approaches to Job Design Scientific Management 455 The Real World 14.1 Scientific Efficiency

at Eli Lilly 456 Job Enlargement and Job Rotation 456 Job Enrichment 457 Job Characteristics Theory 458 You 14.1 Diagnosing Your Job 460 Engagement 462 Science Job Engagement and Job Performance 463

Alternative Approaches to Job Design Social Information Processing 464 Ergonomics and Interdisciplinary Framework 464 International Perspectives on the Design of Work 466 Work Design and Weil-Being 468 You 14.2 Is Your Work Environment

a Healthy One? 469 Contemporary Issues in the Design of Work

Telecommuting 470 Alternative Work Patterns 471 Technology at Work 471 The Real World 14.2 Letting Your QB Bring

the Office to You 472

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Task Revision 473 Skill Development 474

Managerial Implications: The Changing Nature ot Work 474

Diversity Dialogue Making a Way for the Disabled Worker 475

LOOKING BACK: FORD 475 Chapter Summary 476 Key Terms 477 Review Questions 477 Discussion and Communication Questions 477 Ethical Dilemma 477 Experiential Exercises 478 References 480

CHAPTER 15 Organizational Design and Structure 482 THINKING AHEAD: GROUPON 483 Key Organizational Design Processes 484

Differentiation 485 Integration 488

Basic Design Dimensions 489 Science Integrating Distributed Work 490

Five Structural Configurations 491 You 15.1 How Decentralized Is Your Company? 492 Simple Structure 492 The Real World 15.1 Complicated but

Increasingly Common 493 Machine Bureaucracy 493 Professional Bureaucracy 494 Divisionalized Form 494 Adhocracy 495

Contextual Variables 495 Size 495 Technology 497 Environment 499 The Real World 15.2 Acer Faces Off with Apple 500 Strategy and Goals 501

Forces Reshaping Organizations 504 Life Cycles in Organizations 505 Globalization 505 Changes in Information Processing Technologies 506 Demands on Organizational Processes 506 Emerging Organizational Structures 507 You 15.2 Managers of Today and the Future 508

Cautionary Notes about Structure 509 Managerial Implications: Fitting

People and Structures Together 509 Diversity Dialogue Restructuring for the New Reality: Male Beauty 510

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LOOKING BACK: GROUPON 510 Chapter Summary 511 Key Terms 512 Review Questions 512 Discussion and Communication Questions 512 Ethical Dilemma 512 Experiential Exercises 513 References 516

CHAPTER 16 Organizational Culture 518 THINKING AHEAD: QUIKTRIP 519 The Key Role of Organizational Culture 520

Culture and Its Levels 520 Artifacts 521 Values 524 The Real World 16.1 Zappos: A Happiness Culture 525 Assumptions 525 You 16.1 Analyzing the Three Levels of Culture 526

Functions and Effects of Organizational Culture 526

The Strong Culture Perspective 527 The Fit Perspective 527 The Adaptation Perspective 528 Science What Type of Culture Would

You Want to Work Forf 529 The Leader's Role in Shaping

and Reinforcing Culture 529 What Leaders Pay Attention To 530 How Leaders React to Crises 530 How Leaders Behave 530 How Leaders Allocate Rewards 531 How Leaders Hire and Fire Individuals 531

Organizational Socialization 532 The Stages of the Socialization Process 532 Outcomes of Socialization 534 Socialization as Cultural Communication 534

Assessing Organizational Culture 535 Organizational Culture Inventory 535 Kilmann-Saxton Culture-Gap Survey 535 Triangulation 535

Changing Organizational Culture 536 The Real World 16.2 Joie de Vivre CEO Uses

Maslow's Pyramid to Change Culture 537 Developing a Global Organizational Culture 538 Developing an Ethical Organizational Culture 539 Developing a Culture of Empowerment and Quality 540 You 16.2 Organizational Culture and Ethics 541

Managerial Implications: The Organizational Culture Challenge 542

Diversity Dialogue The "Browning" of Reading, PA 542

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CHAPTER 17

LOOKING BACK: QUIKTRIP 543 Chapter Summary 543 Key Terms 544 Review Questions 544 Discussion and Communication Questions 544 Ethical Dilemma 544 Experiential Exercises 545 References 546

Career Management 548 THINKING AHEAD: DYSON 549 Careers as Joint Responsibilities 550 The New Career 550

Becoming Your Own Career Coach 552 Emotional Intelligence and Career Success 553 You 17.1 Check Your Emotional Intelligence 554 Preparing for the World of Work 555 Occupational Choice 555 The Real World 17.1 Teach for America: On a Mission 556 Organizational Choice and Entry 556 Realistic Job Previews 557

The Career Stage Model 558 The Establishment Stage 559

Psychological Contracts 560 The Stress of Socialization 561 Easing the Transition from Outsider to Insider 561

The Advancement Stage 563 Career Paths and Career Ladders 563 Finding a Mentor 564 The Real World 17.2 Richard Branson: Mentoring

on a Global Scale 565 Science How to Be Extraordinary 566 Dual-Career Partnerships 568 Work-Home Conflicts 568

The Maintenance Stage 570 Sustaining Performance 571 Becoming a Mentor 571

The Withdrawal Stage 572 Planning for Change 572 Retirement 572 Career Anchors 573

Managerial Implications: Managing Your Career 574 You 17.2 Assess Your Flexibility Skills 576 Diversity Dialogue Combat Experience Required 577

LOOKING BACK: DYSON 578 Chapter Summary 579 Key Terms 579

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Review Questions 579 Discussion and Communication Questions 579 Ethical Dilemma 580 Experiential Exercises 580 References 582

CHAPTER 18 Managing Change T H I N K I N G A H E A D : NETFLIX Forces for Change in Organizations External Forces 588 The Real World 18.1 Coca-Cola's Green Changes 589 Internal Forces 591

Change is Inevitable The Scope of Change 592 The Change Agent's Role 593

The Process of Change in Organizations Resistance to Change 594 You 18.1 Tolerance for Ambiguity 596 Managing Resistance to Change 597 Science Neuroscience and Change 598 Behavioral Reactions to Change 599 Lewin's Change Model 601 You 18.2 Applying Force Field Analysis 602

Organization Development Interventions Diagnosis and Needs Analysis 604 Organization-Focused and Group-Focused Techniques 605 The Real World 18.2 M5 Networks' Rock Stars 607 Individual-Focused Techniques 608

Ethical Considerations in Organization Development Are Organization Development Efforts Effective? Managerial Implications: Managing Change

Diversity Dialogue Changing Racial Attitudes O n e D o r m R o o m a t a T i m e 6 1 3

LOOKING BACK: NETFLIX Chapter Summary 614 Key Terms 614 Review Questions 615 Discussion and Communication Questions 615 Ethical Dilemma 615 Experiential Exercises 616 References 617

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Video Cases Chapter Cases Cohesion Cases

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APPENDIX A A Brief Historical Perspective 709 APPENDIX B How Do We Know What We Know about

Organizational Behavior? 714 Glossary 733 Company Index 744 Name Index 747 Subject Index 750

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