ORGANIZATIONAL BEHAVIOR: INTEGRATING …

1 While there are many ORGANIZATIONAL texts available to the instructor, JosephChampoux s sets itself apart through its organization. Although the expositionis the traditional micro to macro presentation, Champoux s unique integrationof content gives the student a more effective presentation of the importance ofindividual behavior as it pertains to the employee and the organization as a E. Champouxis a Regents Professor of Management Emeritus at theRobert O. Anderson School of Management of the University of New Mexico,USA. Champoux earned a and at San Diego State University and in Administration at the University of California, Irvine. Champoux hastaught in France, the Netherlands, Austria, Mexico, and Brazil. Champoux haspublished 29 articles in journals such as Decision Sciences, Academy ofManagement Journal, Human Relations, Administrative Science Quarterly,Journal of Management Education, Journal of Management Inquiry, PersonnelPsychology, and the Journal of ORGANIZATIONAL behavior .

2 He has authored orco-authored 16 book chapters and 30 print or electronic books. His currentresearch activities focus on film as a teaching resource. He is examining variousfilm genres for scenes that show ORGANIZATIONAL behavior and managementconcepts. Champoux continues to develop film-based teaching materials,including online film :INTEGRATINGINDIVIDUALS,GROUPS, ANDORGANIZATIONSJ oseph E. ChampouxFourth EditionFirst published in 1996 by West Publishing CompanySecond edition published in 2004 by South-Western College PublishersThird edition published in 2006 by ThomsonThis fourth edition first published 2011by Routledge270 Madison Avenue, New York, NY 10016 Simultaneously published in the UKby Routledge2 Park Square, Milton Park, Abingdon, Oxon OX14 4 RNRoutledge is an imprint of the Taylor & Francis Group, an informa business 1996 West Publishing Company 2004 South-Western College Publishers 2006 Thomson 2011 Taylor & FrancisThe right of Joseph Champoux to be identified as author of this work has been asserted byhim in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act rights reserved.

3 No part of this book may be reprinted or reproduced or utilised in anyform or by any electronic, mechanical, or other means, now known or hereafter invented,including photocopying and recording, or in any information storage or retrieval system,without permission in writing from the Notice: Product or corporate names may be trademarks or registered trademarks,and are used only for identification and explanation without intent to of Congress Cataloging in Publication DataChampoux, Joseph E. (Joseph Edward) ORGANIZATIONAL behavior : INTEGRATING individuals, groups, and organizations / JosephChampoux. 4th ORGANIZATIONAL behavior . I. Title. '5 dc222010000119 ISBN13: 978-0-415-80463-9 (hbk)ISBN13: 978-0-415-80464-6 (pbk)ISBN13: 978-0-203-87291-8 (ebk)This edition published in the Taylor & Francis e-Library, purchase your own copy of this or any of Taylor & Francis or Routledge scollection of thousands of eBooks please go to 0-203-87291-6 Master e-book ISBNTo Linda, Jean-Marc, Jean-Andr , Suzanne Nicole, and Blaise.

4 Je vous aime OF CONTENTSIN BRIEFPART 1: INTRODUCTION: THE CONTEXT OF MODERN ORGANIZATIONAL behavior AND MANAGEMENTC hapter 1:Introduction and Historical Background4 Chapter 2:The Context of Modern Organizations (Diversity, Quality,Technology, International)27 Chapter 3:Ethics and behavior in Organizations50 Chapter 4: ORGANIZATIONAL Culture72 PART 2: INDIVIDUAL PROCESSES IN ORGANIZATIONSC hapter 5:Perception, Attitudes, and Personality100 Chapter 6: ORGANIZATIONAL Socialization126 Chapter 7:Motivation: Need Theories151 Chapter 8:Motivation: Cognitive and Behavioral Theories and Techniques171 Chapter 9:Intrinsic Rewards and Job Design196 PART 3: GROUP AND INTERPERSONAL PROCESSES IN ORGANIZATIONSC hapter 10: Groups and Intergroup Processes232 Chapter 11: Conflict in Organizations264 Chapter 12: Leadership and Management286 PART 4: ORGANIZATIONAL PROCESSESC hapter 13: Communication Processes320 Chapter 14: Decision-Making and Problem-Solving Processes345 Chapter 15: Power and Political Behavior371 Chapter 16: Stress in Organizations394 PART 5: ORGANIZATIONAL DESIGN AND ORGANIZATIONAL CHANGEC hapter 17: ORGANIZATIONAL Design430 Chapter 18: ORGANIZATIONAL Change and Development454viii TABLE OF CONTENTS IN BRIEFTABLE OF CONTENTSIN DETAILP refacexixPART 1: INTRODUCTION: THE CONTEXT OF MODERN ORGANIZATIONAL behavior AND MANAGEMENTC hapter 1:Introduction and Historical Background4 What Is an Organization?

5 6 ORGANIZATIONAL behavior and ORGANIZATIONAL Theory6 Theories and Concepts7 Theory8 Theories and Concepts as Lenses8 Functional Analysis9 Historical Foundations10 Division of Labor: Adam Smith (1776)10 Scientific Management: Frederick W. Taylor (1911)11 Toward a theory of Administration: Henri Fayol (1919)12 bureaucracy : Max weber (1922)13 Mary Parker Follett s Observations on Organizations and Management (1925)14 The Functions of the Executive: Chester I. Barnard (1938)16 The Hawthorne Studies (1939)17 theory X and theory Y: Douglas McGregor (1960)18 Management Guru: Peter F. Drucker (1995)19 Summary21 Chapter 2:The Context of Modern Organizations (Diversity, Quality,Technology, International)27 Workforce Diversity28 Quality Management31 Technology, Organizations, and Management35 The Global Environment of Organizations38 Summary41 Chapter 3:Ethics and behavior in Organizations50 Ethical and Unethical Behavior52 It s Good Business 53 Ethical Issues in ORGANIZATIONAL Behavior53 Ethics: The Study of Moral Philosophy54 Ethical Values of Societies and Individuals54 Ethical Values of Societies54 Ethical Values of Individuals55 Ethics Theories57 Utilitarianism57 Rights59 Justice60 Egoism61 Managing for Ethical Behavior61 International Aspects of Ethics63 Legal Views63 Ethical Views64 Summary65 Chapter 4.

6 ORGANIZATIONAL Culture72 Dimensions of ORGANIZATIONAL Culture74 Levels of ORGANIZATIONAL Culture75 Perspectives on ORGANIZATIONAL Culture76 Cultural Symbolism77 Functions of ORGANIZATIONAL Culture77 Dysfunctions of ORGANIZATIONAL Culture79 Diagnosing ORGANIZATIONAL Culture80As an Outsider80As an Insider82 ORGANIZATIONAL Culture and ORGANIZATIONAL Performance83 Creating, Maintaining, and Changing ORGANIZATIONAL Culture84 International Aspects of ORGANIZATIONAL Culture86 Ethical Issues in ORGANIZATIONAL Culture86 Summary87 Part 1 Case: Does this Milkshake Taste Funny?PART 2: INDIVIDUAL PROCESSES IN ORGANIZATIONSC hapter 5:Perception, Attitudes, and Personality100 Perception101 Self-Perception: A View of Self102 Social Perception: A View of Others103x TABLE OF CONTENTS IN DETAILA ttitudes106 Attitude Formation107 Attitude Change107 Personality108 Personality Theories108 Emotions and Emotional Intelligence110 The Big Five Personality Dimensions112 Personality Types113 International Aspects of Perception, Attitudes, and Personality114 Ethical Issues in Perception, Attitudes, and Personality115 Summary116 Chapter 6: ORGANIZATIONAL Socialization126 Roles and Role Behavior128 Role Episodes128 Boundary Transitions130 Individual and ORGANIZATIONAL Perspectives on Socialization131 Stages of ORGANIZATIONAL Socialization132 Choice: Anticipatory Socialization ( Getting In )132 Entry/Encounter ( Breaking In )134 Change.

7 Metamorphosis ( Settling In )137 Individual Differences and Socialization139 International Aspects of ORGANIZATIONAL Socialization140 Issues in Expatriate Adjustment140 Issues in Repatriate Adjustment141 Ethical Issues in ORGANIZATIONAL Socialization142 Summary143 Chapter 7:Motivation: Need Theories151 Overview of Where We Are Headed152 Murray s theory of Human Personality:The Concept of Needs153 Characteristics of Needs154 Implications of Murray s theory for behavior in Organizations155 Maslow s Hierarchy of Needs Theory157 McClelland s Achievement Motivation Theory159 Herzberg s Motivator Hygiene Theory162 International Aspects of the Need Theories of Motivation163 Ethical Issues and the Need Theories of Motivation164 Summary165 Chapter 8:Motivation: Cognitive and Behavioral Theories and Techniques171 Expectancy Theory172 TABLE OF CONTENTS IN DETAIL xiBasic Concepts of Expectancy Theory173 Relationships between Expectancies and Valences174 Types of Outcomes174 Individual and ORGANIZATIONAL Blockages175 Equity Theory176 Goal-Setting Theory179 behavior Modification181A Method of behavior Modification181 Side Effects of Punishment184 International Aspects of the Cognitive and Behavioral Theories of Motivation185 Ethical Issues and the Cognitive and BehavioralTheories of Motivation186 Summary187 Chapter 9.

8 Intrinsic Rewards and Job Design196 Intrinsic Rewards and Job Design197 The Job Characteristics theory of Work Motivation198 Affective and Behavioral Outcomes198 Critical Psychological States200 Perceived and Objective Job Characteristics200 Relationships Predicted by the Theory202 Contextual Factors in Job Design204 ORGANIZATIONAL Design and Job Design204 Technical Process and Job Design205 Management behavior and Job Design205 Diagnosing and Redesigning Jobs206 Group-Based Job Design206 Design of the Task and the Group207 What Are the Expectations for Group-Based Jobs?208 Individual and Contextual Considerations208 Factors Affecting Perceptions of Objective Job Characteristics209 International Aspects of Job Design209 Ethical Issues in Job Design210 Summary211 Part 2 Case: NordstromPART 3: GROUP AND INTERPERSONAL PROCESSES IN ORGANIZATIONSC hapter 10: Groups and Intergroup Processes232 Formal and Informal Groups233 Basic Concepts for Understanding Groups in Organizations234 Functions of Groups in Organizations235xii TABLE OF CONTENTS IN DETAILD ysfunctions of Groups in Organizations235 Model of Cohesive Group Formation236 Activities, Interactions, and Sentiments237 ORGANIZATIONAL Factors that Affect Cohesive Group Formation238 Bases of Attraction239 Stages of Group Development239 Social Structure of Groups240 Factors that Affect Group Effectiveness242 Virtual Groups243 Self-Managing Teams245 Workgroup Socialization247 Majority and Minority Influences in Groups248 Effects of Workforce Diversity249 Intergroup Processes in Organizations249 International Aspects of Groups in Organizations250 Ethical Issues about Groups in Organizations251 Summary252 Chapter 11.

9 Conflict in Organizations264 Functional and Dysfunctional Conflict266 Levels and Types of Conflict in Organizations266 Intraorganization Conflict267 Intrapersonal Conflict267 Interorganization Conflict268 Conflict Episodes268 Latent Conflict268 Perceived Conflict269 Felt Conflict269 Manifest Conflict269 Conflict Aftermath270 Relationships among Conflict Episodes270 Conflict Frames and Orientations271 Latent Conflict: Sources of Conflict in Organizations272 Conflict Management274 Reducing Conflict275 Increasing Conflict277 International Aspects of Conflict in Organizations278 Ethical Issues about Conflict in Organizations278 Summary279 Chapter 12: Leadership and Management286 Management and Leadership287 Trait Approaches to Leadership288 Behavioral Theories of Leadership289 The University of Michigan Leadership Studies: Production-Centered and Employee-Centered Behavior290 TABLE OF CONTENTS IN DETAIL xiiiThe Ohio State University Leadership Studies: Initiating Structure and Consideration290 Contingency Theories of Leadership291 Fiedler s Contingency theory of Leadership291 House s Path Goal theory of Leadership293 Alternative Views of Leadership295 The Leadership Mystique295 Transformational Leadership296 Charismatic Leadership Theories297 Leader Member Exchange (LMX) Theory298 Leadership and Self-Managing Teams298 Substitutes, Neutralizers, and Enhancers ofLeadership Behavior299 Leadership Perceptions: We Know a Leader When We See One 300 Leadership Categorization300 Leadership Attributions301 Women, Men, and Leadership301 International Aspects of Leadership and Management302 Ethical Issues in Leadership and Management303 Summary303 Part 3 Case: Contract Negotiations in Western Africa: A Case of Mistaken IdentityPART 4: ORGANIZATIONAL PROCESSESC hapter 13.

10 Communication Processes320 The Basic Communication Process322 Types of Communication323 Verbal Communication323 Nonverbal Communication324 Functions of ORGANIZATIONAL Communication326 Dysfunctions of ORGANIZATIONAL Communication327 Listening329 Active Listening330 Improving Communication Effectiveness330 Sender330 Receiver331 Message331 Medium332 Technology and Communication332 Communication Roles in Organizations334 Communication Networks334 International Aspects of ORGANIZATIONAL Communication336xiv TABLE OF CONTENTS IN DETAILE thical Issues in ORGANIZATIONAL Communication337 Summary338 Chapter 14: Decision-Making and Problem-Solving Processes345 Decision Strategies346 The Decision-Making Process347 Decision-Making Models349 The Rational Model349 The Bounded Rationality Model349 Unstructured Decision-Making Models350 The Garbage Can Model of Decision Making350 Political Decision-Making Models351 Assets and Liabilities of Group Decision Making352 Assets352 Liabilities352 Choosing between Individual and Group Decision Making353 Alternative Social Processes for Decision Making353 The Vroom Yetton Model354 Judgment Biases354 Heuristics355 Judgment Biases355 Framing Effects356 Escalation of Commitment357 Groupthink358 Improving Decision Making in Organizations359 Human-Based Methods359 Computer-Based Methods361 International Aspects of Decision Making andProblem Solving361 Ethical Issues in Decision Making and Problem Solving362 Summary363 Chapter 15.