Fluent Essays

1. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. Explain the difference between these attitudes? 2. Clara is a clerk at a retail outlet. She earns $35,000 a year. She is allowed to work her schedule around her daughter's school athletic events, and because she has seniority over the other clerks, rarely has to work holidays. Jeff is a new designer for an engineering firm. He earns $75,000 a year. He must be at the office Monday through Friday from 8:00 to 5:00. His wife attends all their children's school events. His job is stressful, and if a project is due, he often works weekends and sometimes holidays, although from home. How would you compare Clara and Jeff's levels of job satisfaction? Describe how you would measure their satisfaction and name at least three major job attitudes that play a part in each of their satisfaction levels. 3. Explain "workforce diversity." What key managerial skill do you think is most important when dealing with workforce diversity? Engage, Assess, Reflect • Pearson eText —Keeps students engaged in learning on their own time, while helping them achieve greater conceptual understanding of course material. The MyLab with Pearson eText provides students with a complete digital learning experience—all in one place. • Branching, Decision-Making Simulations—Put your students in the role of manager as they make a series of decisions based on a realistic business challenge. The simulations change and branch based on their decisions, creating various scenario paths. At the end of each simulation, students receive a grade and a detailed report of the choices they made with the associated consequences included. • Writing Space—Better writers make great learners who perform better in their courses. 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A L W A Y S L E A R N I N G A01_ROBB1410_14_GE_FM.indd 1 26/05/17 2:48 PM mailto:[email protected] A01_HANL4898_08_SE_FM.indd 2 24/12/14 12:49 PM This page intentionally left blank F o u r t e e n t h E d i t i o n Essentials of Organizational Behavior Stephen P. Robbins San Diego State University Timothy A. Judge The Ohio State University Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Sao Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan G l o b a l E d i t i o n A01_ROBB1410_14_GE_FM.indd 3 26/05/17 2:48 PM Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Portfolio Manager: Kris Ellis-Levy Editorial Assistant: Hannah Lamarre Portfolio Manager, Global Edition: Steven Jackson Associate Acquisitions Editor, Global Edition: Ishita Sinha Associate Project Editor, Global Edition: Paromita Banerjee Vice President, Product Marketing: Roxanne McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Managing Producer, Business: Ashley Santora Content Producer, Global Edition: Nitin Shankar Senior Manufacturing Controller, Global Edition: Trudy Kimber Content Producer: Claudia Fernandes Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business: Diane Lombardo Digital Studio Producer: Monique Lawrence Digital Studio Producer: Alana Coles Media Production Manager, Global Edition: Vikram Kumar Full-Service Project Management and Composition: Cenveo® Publisher Services Interior Designer: Cenveo® Publisher Services Cover Art: pernsanitfoto/Shutterstock Acknowledgments of third-party content appear on the appropriate page within the text. PEARSON, ALWAYS LEARNING, and PEARSON MYLAB MANAGEMENT® are exclusive trademarks owned by Pearson Educa- tion, Inc. or its affiliates in the U.S. and/or other countries. Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited 2018 The rights of Stephen P. Robbins and Timothy A. Judge to be identified as the authors of this work have been asserted by them in accor- dance with the Copyright, Designs and Patents Act 1988. Authorized adaptation from the United States edition, entitled Essentials of Organizational Behavior, 14th Edition, ISBN 978-0-13- 452385-9 by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education © 2018. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorse- ment of this book by such owners. ISBN 10: 1-292-22141-0 ISBN 13: 978-1-292-22141-0 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 10 9 8 7 6 5 4 3 2 1 Typeset in Times LT Pro by Cenveo Publisher Services Printed and bound by Vivar, Malaysia A01_ROBB1410_14_GE_FM.indd 4 26/05/17 2:48 PM http://www.pearsonglobaleditions.com This book is dedicated to our friends and colleagues in The Organizational Behavior Teaching Society who, through their teaching, research and commitment to the leading process, have significantly improved the ability of students to understand and apply OB concepts. A01_ROBB1410_14_GE_FM.indd 5 26/05/17 2:48 PM BRIEF CONTENTS PART 1 An Introduction 31 Chapter 1 Welcome to the World of OB 31 PART 2 Individual Differences 47 Chapter 2 Attitudes 47 Chapter 3 Emotions 60 Chapter 4 Personality Factors 77 Chapter 5 Perceptual Processes 95 Chapter 6 Valuing Diversity 113 Chapter 7 Basic Motivation 130 Chapter 8 Applied Motivation 150 PART 3 Groups in Organizations 166 Chapter 9 Communication 166 Chapter 10 Basics of Group Behavior 182 Chapter 11 From Groups to Teams 200 Chapter 12 Characteristics of Leaders 216 Chapter 13 Power and Politics in Organizations 237 Chapter 14 Conflict in Organizations 256 PART 4 Organizational Systems 275 Chapter 15 Organization Structure and Design 275 Chapter 16 Creating and Maintaining Organizational Culture 295 Chapter 17 Organizational Change 315 6 A01_ROBB1410_14_GE_FM.indd 6 26/05/17 2:48 PM 7 CONTENTS Preface 22 Acknowledgments 29 About the Authors 30 PART 1 An Introduction 31 Chapter 1 WELCOME TO THE WORLD OF OB 31 Chapter Warm-up 31 Management and Organizational Behavior 32 Organizational Behavior (OB) Defined 33 Effective versus Successful Managerial Activities 33 Watch It—Herman Miller: Organizational Behavior 34 Complementing Intuition with Systematic Study 34 Big Data 35 Disciplines That Contribute to the OB Field 36 Psychology 36 Social Psychology 36 Sociology 37 Anthropology 37 There Are Few Absolutes in OB 37 Challenges and Opportunities for OB 38 Continuing Globalization 38 Workforce Demographics 40 Workforce Diversity 40 Social Media 40 Employee Well-Being at Work 41 Positive Work Environment 41 Ethical Behavior 42 Coming Attractions: Developing an OB Model 42 Overview 42 Inputs 43 Processes 43 Outcomes 44 Summary 45 Implications for Managers 45 Personal Inventory Assessments: Multicultural Awareness Scale 46 A01_ROBB1410_14_GE_FM.indd 7 26/05/17 2:48 PM 8 Contents PART 2 Individual Differences 47 Chapter 2 ATTITUDES 47 Chapter Warm-up 47 Attitudes 47 Watch It—Gawker Media: Attitudes and Job Satisfaction 49 Attitudes and Behavior 49 Job Attitudes 50 Job Satisfaction and Job Involvement 50 Organizational Commitment 50 Perceived Organizational Support 50 Employee Engagement 51 Measuring Job Satisfaction 51 Approaches to Measurement 52 Measured Job Satisfaction Levels 52 What Causes Job Satisfaction? 52 Job Conditions 53 Personality 54 Pay 54 Corporate Social Responsibility (CSR) 54 Outcomes of Job Satisfaction 55 Job Performance 55 Organizational Citizenship Behavior (OCB) 55 Customer Satisfaction 55 Life Satisfaction 56 The Impact of Job Dissatisfaction 56 Counterproductive Work Behavior (CWB) 56 Understanding the Impact 58 Summary 59 Implications for Managers 59 Try It—Simulation: Attitudes & Job Satisfaction 59 Personal Inventory Assessments: Core Self-Evaluation (CSE) Scale 59 Chapter 3 EMOTIONS 60 Chapter Warm-up 60 What Are Emotions and Moods? 60 The Basic Emotions 61 Moral Emotions 62 A01_ROBB1410_14_GE_FM.indd 8 09/06/17 3:49 PM The Basic Moods: Positive and Negative Affect 62 Experiencing Moods and Emotions 63 The Function of Emotions 63 Sources of Emotions and Moods 64 Personality 65 Time of Day 65 Day of the Week 65 Weather 65 Stress 67 Sleep 67 Exercise 67 Age 67 Sex 67 Emotional Labor 68 Controlling Emotional Displays 68 Emotional Dissonance and Mindfulness 69 Affective Events Theory 69 Emotional Intelligence 69 Emotion Regulation 71 Emotion Regulation Influences and Outcomes 71 Emotion Regulation Techniques 71 Ethics of Emotion Regulation 72 Watch It—East Haven Fire Department: Emotions and Moods 72 OB Applications of Emotions and Moods 72 Selection 72 Decision Making 73 Creativity 73 Motivation 73 Leadership 73 Customer Service 74 Job Attitudes 74 Deviant Workplace Behaviors 74 Safety and Injury at Work 75 Summary 75 Implications for Managers 75 Try It—Simulation: Emotions & Moods 76 Personal Inventory Assessments: Emotional Intelligence Assessment 76 Contents 9 A01_ROBB1410_14_GE_FM.indd 9 26/05/17 2:48 PM Chapter 4 PERSONALITY FACTORS 77 Chapter Warm-up 77 Personality 77 What Is Personality? 78 Personality Frameworks 79 The Myers-Briggs Type Indicator 79 The Big Five Personality Model 80 How Do the Big Five Traits Predict Behavior at Work? 81 The Dark Triad 82 Other Personality Attributes Relevant to OB 84 Core Self-Evaluation (CSE) 84 Self-Monitoring 85 Proactive Personality 85 Personality and Situations 85 Situation Strength Theory 86 Trait Activation Theory 87 Values 88 Watch It—Honest Tea: Ethics–Company Mission and Values 88 Terminal versus Instrumental Values 88 Generational Values 89 Linking an Individual’s Personality and Values to the Workplace 89 Person–Job Fit 89 Person–Organization Fit 90 Other Dimensions of Fit 90 Cultural Values 91 Hofstede’s Framework 91 The GLOBE Framework 92 Comparison of Hofstede’s Framework and the Globe Framework 92 Summary 94 Implications for Managers 94 Personal Inventory Assessments: Personality Style Indicator 94 Chapter 5 PERCEPTUAL PROCESSES 95 Chapter Warm-up 95 What Is Perception? 95 Factors That Influence Perception 96 Watch It—Orpheus Group Casting: Social Perception and Attribution 97 10 Contents A01_ROBB1410_14_GE_FM.indd 10 26/05/17 2:48 PM Person Perception: Making Judgments about Others 97 Attribution Theory 97 Common Shortcuts in Judging Others 99 The Link between Perception and Individual Decision Making 100 Decision Making in Organizations 100 The Rational Model, Bounded Rationality, and Intuition 100 Common Biases and Errors in Decision Making 102 Influences on Decision Making: Individual Differences and Organizational Constraints 104 Individual Differences 105 Organizational Constraints 106 What about Ethics in Decision Making? 106 Three Ethical Decision Criteria 107 Choosing between Criteria 107 Behavioral Ethics 108 Lying 108 Creativity, Creative Decision Making, and Innovation in Organizations 108 Creative Behavior 109 Causes of Creative Behavior 109 Creative Outcomes (Innovation) 111 Summary 111 Implications for Managers 111 Try It—Simulation: Perception & Individual Decision Making 112 Personal Inventory Assessments: How Creative Are You? 112 Chapter 6 VALUING DIVERSITY 113 Chapter Warm-up 113 Diversity 113 Demographic Characteristics 114 Levels of Diversity 114 Discrimination 115 Stereotype Threat 115 Discrimination in the Workplace 116 Biographical Characteristics 117 Age 117 Sex 118 Race and Ethnicity 119 Contents 11 A01_ROBB1410_14_GE_FM.indd 11 26/05/17 2:48 PM Disabilities 119 Hidden Disabilities 120 Other Differentiating Characteristics 121 Religion 121 Sexual Orientation and Gender Identity 121 Cultural Identity 123 Watch It—Verizon: Diversity 123 Ability 123 Intellectual Abilities 123 Physical Abilities 125 Implementing Diversity Management Strategies 125 Attracting, Selecting, Developing, and Retaining Diverse Employees 126 Diversity in Groups 127 Diversity Programs 128 Summary 128 Implications for Managers 129 Try It—Simulation: Human Resources 129 Personal Inventory Assessments: Intercultural Sensitivity Scale 129 Chapter 7 BASIC MOTIVATION 130 Chapter Warm-up 130 Motivation 130 Watch It—Motivation (TWZ Role Play) 131 Early Theories of Motivation 131 Hierarchy of Needs Theory 131 Two-Factor Theory 132 McClelland’s Theory of Needs 132 Contemporary Theories of Motivation 134 Self-Determination Theory 134 Goal-Setting Theory 135 Other Contemporary Theories of Motivation 138 Self-Efficacy Theory 138 Reinforcement Theory 140 Equity Theory/Organizational Justice 141 Expectancy Theory 145 Job Engagement 146 12 Contents A01_ROBB1410_14_GE_FM.indd 12 09/06/17 3:50 PM Integrating Contemporary Theories of Motivation 146 Summary 148 Implications for Managers 148 Try It—Simulation: Motivation 148 Personal Inventory Assessments: Work Motivation Indicator 149 Chapter 8 APPLIED MOTIVATION 150 Chapter Warm-up 150 Motivating by Job Design: The Job Characteristics Model (JCM) 151 Elements of the JCM 151 Efficacy of the JCM 151 Motivating Potential Score (MPS) 152 Cultural Generalizability of the JCM 153 Using Job Redesign to Motivate Employees 153 Job Rotation 153 Relational Job Design 154 Using Alternative Work Arrangements to Motivate Employees 154 Flextime 155 Job Sharing 156 Telecommuting 157 Using Employee Involvement and Participation (EIP) to Motivate Employees 157 Cultural EIP 158 Forms of Employee Involvement Programs 158 Using Extrinsic Rewards to Motivate Employees 159 What to Pay: Establishing a Pay Structure 159 How to Pay: Rewarding Individual Employees through Variable-Pay Programs 159 Using Benefits to Motivate Employees 163 Using Intrinsic Rewards to Motivate Employees 163 Watch It—ZAPPOS: Motivating Employees through Company Culture 164 Summary 164 Implications for Managers 165 Try It—Simulation: Extrinsic & Intrinsic Motivation 165 Personal Inventory Assessments: Diagnosing the Need for Team Building 165 Contents 13 A01_ROBB1410_14_GE_FM.indd 13 26/05/17 2:48 PM 14 Contents PART 3 Groups in Organizations 166 Chapter 9 COMMUNICATION 166 Chapter Warm-up 166 Communication 167 Functions of Communication 167 The Communication Process 168 Direction of Communication 168 Downward Communication 169 Upward Communication 169 Lateral Communication 169 Formal Small-Group Networks 170 The Grapevine 170 Modes of Communication 171 Oral Communication 171 Written Communication 172 Nonverbal Communication 172 Choice of Communication Channel 172 Channel Richness 172 Choosing Communication Methods 173 Information Security 174 Persuasive Communication 174 Automatic and Controlled Processing 174 Tailoring the Message 175 Barriers to Effective Communication 176 Filtering 176 Selective Perception 176 Information Overload 176 Emotions 177 Language 177 Silence 177 Communication Apprehension 177 Lying 178 Cultural Factors 178 Cultural Barriers 178 Cultural Context 179 A Cultural Guide 179 Watch It—Communication (TWZ Role Play) 180 A01_ROBB1410_14_GE_FM.indd 14 26/05/17 2:48 PM Summary 180 Implications for Managers 181 Try It—Simulation: Communication 181 Personal Inventory Assessments: Communication Styles 181 Chapter 10 BASICS OF GROUP BEHAVIOR 182 Chapter Warm-up 182 Groups and Group Identity 183 Social Identity 183 Ingroups and Outgroups 183 Stages of Group Development 184 Watch It—Witness.org: Managing Groups & Teams 184 Group Property 1: Roles 185 Role Perception 186 Role Expectations 186 Role Conflict 186 Group Property 2: Norms 186 Norms and Emotions 187 Norms and Conformity 187 Norms and Behavior 188 Positive Norms and Group Outcomes 188 Negative Norms and Group Outcomes 189 Norms and Culture 190 Group Property 3: Status, and Group Property 4: Size 190 Group Property 3: Status 190 Group Property 4: Size 192 Group Property 5: Cohesiveness, and Group Property 6: Diversity 192 Group Property 5: Cohesiveness 193 Group Property 6: Diversity 193 Group Decision Making 195 Groups versus the Individual 195 Groupthink 196 Groupshift or Group Polarization 197 Group Decision-Making Techniques 197 Summary 198 Implications for Managers 199 Try It—Simulation: Group Behavior 199 Personal Inventory Assessments: Communicating Supportively 199 Contents 15 A01_ROBB1410_14_GE_FM.indd 15 26/05/17 2:48 PM 16 Contents Chapter 11 FROM GROUPS TO TEAMS 200 Chapter Warm-up 200 Why Have Teams Become so Popular? 200 Differences between Groups and Teams 201 Types of Teams 202 Problem-Solving Teams 202 Self-Managed Work Teams 202 Cross-Functional Teams 203 Virtual Teams 204 Multiteam Systems 204 Watch It—Teams (TWZ Role Play) 205 Creating Effective Teams 205 Team Context: What Factors Determine Whether Teams Are Successful? 206 Team Composition 207 Team Processes 210 Turning Individuals into Team Players 212 Selecting: Hiring Team Players 213 Training: Creating Team Players 213 Rewarding: Providing Incentives to Be a Good Team Player 213 Beware! Teams Aren’t Always the Answer 214 Summary 214 Implications for Managers 214 Try It—Simulation: Teams 215 Personal Inventory Assessments: Team Development Behaviors 215 Chapter 12 CHARACTERISTICS OF LEADERS 216 Chapter Warm-up 216 Watch It—Leadership (TWZ Role Play) 216 Trait Theories of Leadership 217 Personality Traits and Leadership 217 Emotional Intelligence (EI) and Leadership 218 Behavioral Theories 218 Initiating Structure 218 Consideration 219 Cultural Differences 219 Contingency Theories 219 The Fiedler Model 219 A01_ROBB1410_14_GE_FM.indd 16 26/05/17 2:48 PM Situational Leadership Theory 221 Path–Goal Theory 221 Leader–Participation Model 222 Contemporary Theories of Leadership 222 Leader–Member Exchange (LMX) Theory 222 Charismatic Leadership 224 Transactional and Transformational Leadership 226 Responsible Leadership 229 Authentic Leadership 229 Ethical Leadership 230 Servant Leadership 230 Positive Leadership 231 Trust 231 Mentoring 233 Challenges to Our Understanding of Leadership 233 Leadership as an Attribution 233 Substitutes for and Neutralizers of Leadership 234 Online Leadership 235 Summary 235 Implications for Managers 235 Try It—Simulation: Leadership 236 Personal Inventory Assessments: Ethical Leadership Assessment 236 Chapter 13 POWER AND POLITICS IN ORGANIZATIONS 237 Chapter Warm-up 237 Watch It—Power and Political Behavior 237 Power and Leadership 238 Bases of Power 238 Formal Power 238 Personal Power 239 Which Bases of Power Are Most Effective? 240 Dependence: The Key to Power 240 The General Dependence Postulate 240 What Creates Dependence? 240 Social Network Analysis: A Tool for Assessing Resources 241 Power Tactics 242 Using Power Tactics 242 Contents 17 A01_ROBB1410_14_GE_FM.indd 17 26/05/17 2:48 PM 18 Contents Cultural Preferences for Power Tactics 243 Applying Power Tactics 244 How Power Affects People 244 Power Variables 244 Sexual Harassment: Unequal Power in the Workplace 245 Politics: Power in Action 246 Definition of Organizational Politics 246 The Reality of Politics 246 Causes and Consequences of Political Behavior 247 Factors Contributing to Political Behavior 247 How Do People Respond to Organizational Politics? 249 Impression Management 250 The Ethics of Behaving Politically 252 Mapping Your Political Career 253 Summary 254 Implications for Managers 255 Try It—Simulation: Power & Politics 255 Personal Inventory Assessments: Gaining Power and Influence 255 Chapter 14 CONFLICT IN ORGANIZATIONS 256 Chapter Warm-up 256 A Definition of Conflict 256 Types of Conflict 258 Loci of Conflict 259 The Conflict Process 259 Stage I: Potential Opposition or Incompatibility 260 Stage II: Cognition and Personalization 261 Stage III: Intentions 261 Stage IV: Behavior 262 Stage V: Outcomes 263 Watch It—Gordon Law Group: Conflict and Negotiation 265 Negotiation 265 Bargaining Strategies 265 The Negotiation Process 267 Individual Differences in Negotiation Effectiveness 269 Negotiating in a Social Context 271 Reputation 271 Relationships 272 A01_ROBB1410_14_GE_FM.indd 18 26/05/17 2:48 PM Third-Party Negotiations 272 Summary 273 Implications for Managers 273 Personal Inventory Assessments: Strategies for Handling Conflict 274 PART 4 Organizational Systems 275 Chapter 15 ORGANIZATION STRUCTURE AND DESIGN 275 Chapter Warm-up 275 What Is Organizational Structure? 276 Work Specialization 276 Departmentalization 277 Chain of Command 278 Span of Control 279 Centralization and Decentralization 280 Formalization 281 Boundary Spanning 281 Common Organizational Frameworks and Structures 282 The Simple Structure 282 The Bureaucracy 283 The Matrix Structure 284 Alternate Design Options 285 The Virtual Structure 285 The Team Structure 286 The Circular Structure 287 The Leaner Organization: Downsizing 287 Why Do Structures Differ? 288 Organizational Strategies 288 Organization Size 290 Technology 290 Environment 290 Institutions 291 Organizational Designs and Employee Behavior 292 Work Specialization 292 Span of Control 292 Centralization 293 Predictability versus Autonomy 293 National Culture 293 Watch It—ZipCar: Organizational Structure 293 Summary 293 Implications for Managers 294 Contents 19 A01_ROBB1410_14_GE_FM.indd 19 26/05/17 2:48 PM 20 Contents Try It—Simulation: Organizational Structure 294 Personal Inventory Assessments: Organizational Structure Assessment 294 Chapter 16 CREATING AND MAINTAINING ORGANIZATIONAL CULTURE 295 Chapter Warm-up 295 Watch It—Organizational Culture (TWZ Role Play) 295 What Is Organizational Culture? 296 A Definition of Organizational Culture 296 Do Organizations Have Uniform Cultures? 296 Strong versus Weak Cultures 297 Culture versus Formalization 298 What Do Cultures Do? 298 The Functions of Culture 298 Culture Creates Climate 299 The Ethical Dimension of Culture 299 Culture and Sustainability 300 Culture and Innovation 301 Culture as an Asset 301 Culture as a Liability 302 Creating and Sustaining Culture 303 How a Culture Begins 303 Keeping a Culture Alive 304 Summary: How Organizational Cultures Form 306 How Employees Learn Culture 306 Stories 307 Rituals 307 Symbols 307 Language 308 Influencing an Organizational Culture 308 An Ethical Culture 308 A Positive Culture 309 A Spiritual Culture 310 The Global Context 312 Summary 313 Implications for Managers 313 Try It—Simulation: Organizational Culture 313 Personal Inventory Assessments: Organizational Structure Assessment 314 A01_ROBB1410_14_GE_FM.indd 20 26/05/17 2:48 PM Chapter 17 ORGANIZATIONAL CHANGE 315 Chapter Warm-up 315 Change 315 Forces for Change 316 Reactionary versus Planned Change 316 Resistance to Change 317 Overcoming Resistance to Change 317 The Politics of Change 319 Approaches to Managing Organizational Change 320 Lewin’s Three-Step Model 320 Kotter’s Eight-Step Plan 320 Action Research 321 Organizational Development 321 Creating a Culture for Change 323 Managing Paradox 323 Stimulating a Culture of Innovation 324 Creating a Learning Organization 325 Organizational Change and Stress 326 Watch It—East Haven Fire Department: Managing Stress 326 Stress at Work 326 What Is Stress? 327 Potential Sources of Stress at Work 328 Individual Differences in Stress 330 Cultural Differences 331 Consequences of Stress at Work 331 Managing Stress 332 Individual Approaches 332 Organizational Approaches 333 Summary 334 Implications for Managers 335 Try It—Simulation: Change 335 Personal Inventory Assessments: Tolerance of Ambiguity Scale 335 Epilogue 336 Endnotes 337 Glossary 384 Index 393 Contents 21 A01_ROBB1410_14_GE_FM.indd 21 26/05/17 2:48 PM PREFACE This book was created as an alternative to the 600- or 700-page comprehensive text in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB in a style that readers will find both informa- tive and interesting. We’re pleased to say that this text has achieved a wide following in short courses and executive programs as well as in traditional courses as a companion volume to experiential, skill development, case, and readings books. It is currently used at more than 500 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It’s also been translated into Spanish, Portuguese, Japanese, Chinese, Dutch, Polish, Turkish, Danish, and Bahasa Indonesian. KEY CHANGES FOR THE FOURTEENTH EDITION • Increased content coverage was added to include updated research, relevant discus- sion, and new exhibits on current issues of all aspects of organizational …