Eighth Edition ORGANIZATIONAL BEHAVIOR

1 Chapter EndChapter StartContents**QuitVideoWeb SiteiEighth EditionORGANIZATIONALBEHAVIORCONCEPTSuCO NTROVERSIESuAPPLICATIONSSTEPHEN P. ROBBINSSan Diego State UniversityPRENTICE HALL Upper Saddle River, New Jersey 07458 Acquisitions Editor:David ShaferAssistant Editor:Lisamarie BrassiniEditorial Assistant:Christopher StogdillEditor-in-Chief:Natalie AndersonMarketing Manager:Stephanie JohnsonProduction Editor:Judith LealeManaging Editor:Dee JosephsonManufacturing Buyer:Kenneth J. ClintonManufacturing Supervisor:Arnold VilaManufacturing Manager:Vincent SceltaSenior Designer:Ann FranceDesign Director:Patricia WosczykCover Design:Maureen Eide/Jill LittleCover Image: Boris Lyubner/SISAll rights reserved. No part of this bookmay be reproduced, in any form or by anymeans, without written permission fromthe in the United States of America10987654321 Chapter EndChapter StartContents**QuitVideoWeb SiteiiCopyright 1998, 1996, 1993, 1991, 1989 by Prentice-Hall, & Schuster CompanyUpper Saddle River, New Jersey 07458 Robbins, Stephen P.

2 , ORGANIZATIONAL BEHAVIOR : concepts, controversies ,applications / Stephen P. Robbins. 8th bibliographical references and 0-13-857459-6 (hard cover)1. ORGANIZATIONAL dc21 CIPP rentice-Hall International (UK) Limited, LondonPrentice-Hall of Australia Pty. Limited, SydneyPrentice-Hall Canada, Inc., TorontoPrentice-Hall Hispanoamericana, , MexicoPrentice-Hall of India Private Limited, New DelhiPrentice-Hall of Japan, Inc., TokyoSimon & Schuster Asia Pte. Ltd., SingaporeEditora Prentice-Hall do Brasil, Ltda., Rio de JaneiroOrganizational BEHAVIOR , Printed Text BookChapter EndChapter StartContents**QuitVideoWeb SiteiiiBrief ContentsEXTENDED TABLE OF CONTENTSivPREFACExxvABOUT THE AUTHOR xxxiiiPART ONEINTRODUCTIONC hapter 1 What Is ORGANIZATIONAL BEHAVIOR ?1 PART TWOTHE INDIVIDUALC hapter 2 Foundations of Individual Behavior81 Chapter 3 Perception and Individual DecisionMaking185 Chapter 4 Values, Attitudes, and JobSatisfaction276 Chapter 5 Basic Motivation Concepts351 Chapter 6 Motivation.

3 From Concepts to Applications429 PART THREETHE GROUPC hapter 7 Foundations of Group Behavior504 Chapter 8 Understanding Work Teams600 Chapter 9 Communication653 Chapter 10 Leadership728 Chapter 11 Power and Politics836 Chapter 12 Conflict, Negotiation, and Intergroup Behavior916 PART FOURTHE ORGANIZATION SYSTEMC hapter 13 Foundations of OrganizationStructure1007 Chapter 14 Work Design1090 Chapter 15 Human Resource Policies and Practices1169 Chapter 16 ORGANIZATIONAL Culture1261 PART FIVEORGANIZATIONAL DYNAMICSC hapter 17 ORGANIZATIONAL Change and StressManagement1328 Appendix AThe Historical Evolution of ORGANIZATIONAL Behavior1435 Appendix BResearch in ORGANIZATIONAL Behavior1460 Appendix CScoring Keys for Learning aboutYourself Exercises1477 ENDNOTES1490 ILLUSTRATION CREDITS1487 Chapter EndChapter StartContents**QuitVideoWeb SiteivContentsPrefacexxvAbout the AuthorxxxiiiPART ONEuINTRODUCTION1 Chapter 1 What Is OrganizationalBehavior?

4 1 What Managers Do6 Management Functions7 Management Roles8 Management Skills11 Effective vs. Successful ManagerialActivities15 A Review of the Manager s Job18 Enter ORGANIZATIONAL Behavior18 OBin the News Building People Skillsthrough an Executive Coach19 Replacing Intuition with Systematic Study21 Generalizations about Behavior22 Consistency vs. Individual Differences24 Challenges and Opportunities for OB27 The Creation of a Global Village28 From Everyone s the Same toWorkforce Diversity31 Toward Improving Quality andProductivity33 Improving People Skills37 From Management Control toEmpowerment37 From Stability to Flexibility38 Improving Ethical Behavior40 Contributing Disciplines to the OBField42 Psychology43 Sociology43 Social Psychology44 Anthropology44 Political Science45 There Are Few Absolutes in OB46 Coming Attractions.

5 Developing an OB Model48 An Overview48 The Dependent Variables50 The Independent Variables56 Toward a Contingency OBModel58 Summary and Implications for Managers59 For Review61 For Discussion62 Point The Case for a Structural Explanation ofOrganizational Behavior63 Counterpoint The Case for a PsychologicalExplanation for ORGANIZATIONAL Behavior65 Learning about Yourself ExerciseHow DoesYour Ethical BEHAVIOR Rate?67 Working with Others ExerciseWorkforceDiversity Exercise68 Case Incident 1 Thanks for 24 Years ofService. Now Here s the Door!72 Case Incident 2 David Vincent s New Career75 Progressive Case, Part One, Introduction,Bob Panco: Background and Reflections77 PART TWOuTHE INDIVIDUAL81 Chapter 2 Foundations of IndividualBehavior81 Biographical Characteristics85 Age86 Gender89 Marital Status91 Tenure91 Ability93 Intellectual Abilities94OB in the News The Bell Curve Evidence96 Physical Abilities98 The Ability-Job Fit100 Personality102 What Is Personality?

6 102 Personality Determinants103 From Concepts to Skills Self-Awareness: DoYou Know Yourself?104 Personality Traits110 Major Personality Attributes InfluencingOB116 Chapter EndChapter StartContents**QuitVideoWeb Sitev Increase Your Self-Awareness Assess YourLocus of Control118 Increase Your Self-Awareness HowMachiavellian Are You?122 Increase Your Self-Awareness How s YourSelf-Esteem?124 Increase Your Self Awareness Are You a High Self-Monitor?126 Increase Your Self-Awareness Are You a Risk Taker?129 Increase Your Self-Awareness Are You a Type A?133 Personality and National Culture135 Matching Personalities and Jobs136 Learning140 A Definition of Learning140 Theories of Learning142 Shaping: AManagerial Tool148 Some Specific OrganizationalApplications156 From Concepts to Skills EffectiveDiscipline Skills159 Summary and Implications for Managers165 For Review169 For Discussion170 PointThe Value of Traits in ExplainingAttitudes and Behavior171 CounterpointThe Limited Power of Traits inOrganizations173 Learning about Yourself ExerciseWhat sYour Learning Style?

7 175 Working with Others ExercisePositive andNegative Reinforcement178 Case Incident 1 Predicting Performance180 Case Incident 2 Emotional Intelligence183 Chapter 3 Perception and IndividualDecision Making185 What Is Perception and Why Is It Important?189 Factors Influencing Perception190 The Perceiver190 The Target194 The Situation197 Person Perception:Making Judgments aboutOthers199 Chapter EndChapter StartContents**QuitVideoWeb Sitevi Attribution Theory199 Frequently Used Shortcuts in JudgingOthers204 OBin the News Managers Explain WhatHas Helped and Hindered TheirAdvancement205 Specific Applications in Organizations212 The Link between Perception and IndividualDecision Making216 How Should Decisions Be Made?219 The Rational Decision-Making Process219 Improving Creativity in Decision Making222OB in the News Creativity Killers224 How Are Decisions Actually Made inOrganizations?

8 227 Bounded Rationality228 Intuition230 Problem Identification233 Alternative Development234 Making Choices236 Individual Differences: Decision-MakingStyles239 ORGANIZATIONAL Constraints243 Cultural Differences247 What about Ethics in Decision Making?249 Three Ethical Decision Criteria249 Factors Influencing Ethical Decision-Making Behavior252 What about National Culture?254 Summary and Implications for Managers255 Perception255 Individual Decision Making257 For Review260 For Discussion261 PointWhen Hiring Employees: Emphasize thePositive262 Counterpoint When Hiring Employees:Balance the Positive with the Negative264 Learning about Yourself Exercise Decision-Making Style Questionnaire266 Working with Others Exercise EvaluatingYour Interpersonal Perception268 Ethical Dilemma Exercise Five EthicalDecisions:What Would You Do?

9 269 Chapter EndChapter StartContents**QuitVideoWeb SiteviiCase Incident 1 Ben & Jerry s Reassesses ItsSocial Agenda270 Case Incident 2 Decision Making, DetectiveStyle273 Chapter 4 Values, Attitudes, and JobSatisfaction276 Values281 Importance of Values282 Sources of Our Value Systems283 Types of Values286 Values, Loyalty, and Ethical Behavior291 Values Across Cultures295 OBin the News Ford Uses Generational Value Groups to Help Develop Cars293 Attitudes298 Sources of Attitudes299 Types of Attitudes300 Attitudes and Consistency303 Cognitive Dissonance Theory307 OBin the News How Do TobaccoExecutives Live with Themselves? 305 Measuring the A B Relationship311 An Application: Attitude Surveys314 Attitudes and Workforce Diversity319 From Concepts to Skills ChangingAttitudes317 Job Satisfaction321 Measuring Job Satisfaction321 What Determines Job Satisfaction?

10 323 The Effect of Job Satisfaction onEmployee Performance327 How Employees Can ExpressDissatisfaction333 Summary and Implications for Managers335 For Review337 For Discussion338 PointThe Importance of High Job Satisfaction339 Counterpoint Job Satisfaction Has BeenOveremphasized341 Learning about Yourself Exercise What DoYou Value?343 Chapter EndChapter StartContents**QuitVideoWeb SiteviiiWorking with Others Exercise AssessingWork Attitudes344 Case Incident 1 Binney & Smith (Canada)346 Case Incident 2 Age and Attitudes349 Chapter 5 Basic Motivation Concepts351 What Is Motivation?354 Early Theories of Motivation357 Hierarchy of Needs Theory358 Theory Xand Theory Y360 Motivation-Hygiene Theory362 Contemporary Theories of Motivation367 ERG Theory368 McClelland s Theory of Needs370 Cognitive Evaluation Theory376 Goal-Setting Theory380 Reinforcement Theory384 Equity Theory388 OBin the News Compensation in the NBA385 Expectancy Theory396 Don t Forget Ability and Opportunity401 Integrating Contemporary Theories ofMotivation404 Caveat Emptor: Motivation Theories AreCulture-Bound407 Summary and Implications for Managers409 For Review413 For Discussion414 PointMoney Motivates!