Handbook of Principles of Organizational Behavior - Soltanieh ...

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386 SHELLEY A. KIRKPATRICK Peikoff , L. ( 1991 ). Objectivism: The Philosophy of Ayn Rand. New York: Penguin Books (Dutton) . Piccolo , R. F. , and Colquitt , J. A. ( 2006 ). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49 , 327–340 . Podsakoff , P. M. , MacKenzie , S. B., Moorman , R. H. , and Fetter , R. ( 1990 ). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1 , 107–142 . Roberts , N. C. ( 1985 ). Transforming leadership: A process of collective action . Human Relations, 38 , 1023–1046 . Rokeach , M. ( 1973 ). The Nature of Human Values. New York : Free Press . Rowden , R. W. ( 2000 ). The relationship between charismatic leadership behaviors and organizational commitment , Leadership and Organization Development Journal, 21 ( 2 ), 30–35 . Schaubroeck , J. , Lam , S. S. K. , and Cha , S. E. ( 2007 ). Embracing transformational leadership: team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92 , 1020–1030 . Scott , C. D., Jaffe , D. T. , and Tobe, G. R. ( 1993 ). Organizational Vision, Values and Mission: Building the Organization of Tomorrow. Menlo Park, CA : Crisp Publications . Shamir, B., House, R. J. , and Arthur , M. B. ( 1993 ). The motivational effects of charismatic leadership: A self - concept - based theory . Organization Science, 4 , 577–594 . Shamir, B., House, R. J. , and Arthur , M. B. ( 1994 ). The rhetoric of charismatic leader ship: A theoretical extension, a case study and implications for future research. Leadership Quarterly, 5 , 25–42 . Trice , H. M. , and Beyer, J. M. ( 1986 ). Charisma and its routinization in two social movement organizations . In L. L. Cummins and B. M. Staw (eds), Research in Organizational Behavior ( Vol. 8 , pp. 113–164 ). Greenwich, CT : JAI Press . Vroom , V. H., and Jago , A. G. ( 2007 ). The role of situation in leadership . American Psychologist, 62 , 17–24 . Yukl , G. ( 2005 ). Leadership in Organizations ( 6th edition ). Englewood Cliffs : Prentice Hall . EXERCISES Write a vision statement Congratulations, you were recently selected as the recipient of the Entrepreneurial Council for High Achievement ’s annual grant. You applied for the award almost a year ago, detailing your academic and professional achievements, entrepreneurial experience and aptitude, and undergoing a series of intensive interviews. Your efforts have paid off and this is your opportunity to do what you have always wanted – run your own company. With the award comes $ 10 million in venture capital backing to start your own profi t making venture. The investors prefer to stay in the background and let you do what you do best, so you will be given complete autonomy to start any type of for- profi t company you want. This initial round of funding could be supplemented with additional fi nancial backing if your company does well in its early stages. To begin your venture, you must begin by answering a series of questions about the company that you will start. It may help to put some serious thought into creating a company that provides a useful product or service.
LEAD THROUGH VISION AND VALUES Carefully consider these questions and write a response to each one: 387 1. What are you passionate about? What really peaks your interest and gets your blood fl owing? 2. What product or service could your company provide that is consistent with your passion and interest? 3. How do you want others to see you and your company? When your employees are hanging out at the water cooler, what will they say about you? 4. Prepare a draft for your company ’ s vision statement. 5. List at least 10 behaviors that you could carry out each day to live the vision. Values comparison The two cases, BB & T Bank and MidState Analytics, present drastically different company value systems. 1. Identify the values displayed by each company. 2. Contrast the values. How are the two companies ’ values different from each other? 3. What results (e.g. company performance, customer retention, motivated and committed employees, turnover, morale) have occurred at each company? 4. Which set of values is more effective? Explain why.
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HANDBOOK OF PRINCIPLES OF ORGANIZAT
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vi CONTENTS PART III TURNOVER AND S
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viii CONTENTS 29 Sustain Organizati
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x CONTRIBUTORS AND EDITOR Beth A. B
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xii CONTRIBUTORS AND EDITOR Edwin A
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Preface The handbook, now in its se
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PREFACE xvii in the field of organi
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PREFACE xix describe important decl
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PREFACE xxi and how they connect to
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PREFACE xxiii Highhouse, S. ( 2008
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xxvi EDITOR ’ S INTRODUCTION “
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xxviii EDITOR ’ S INTRODUCTION
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xxx EDITOR ’ S INTRODUCTION not b
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1 Select on Intelligence FRANK L. S
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SELECT ON INTELLIGENCE sample tests
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SELECT ON INTELLIGENCE Selectivity
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SELECT ON INTELLIGENCE Among people
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SELECT ON INTELLIGENCE Although mos
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SELECT ON INTELLIGENCE The measure
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SELECT ON INTELLIGENCE Hunter, J. E
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SELECT ON INTELLIGENCE EXERCISES Hi
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20 MURRAY R. BARRICK AND MICHAEL K.
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3 Structure Interviews to Recruit a
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STRUCTURE INTERVIEWS TO RECRUIT AND
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Part II TRAINING AND PERFORMANCE AP
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60 E DUARDO S ALAS AND K EVIN C. ST
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62 Table 4.1 (continued ) Training
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66 Table 4.1 (continued) Training p
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86 MARIA ROTUNDO subordinates, or c
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88 MARIA ROTUNDO Utilize multiple s
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90 MARIA ROTUNDO criteria managers
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92 MARIA ROTUNDO Train raters The e
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94 MARIA ROTUNDO Performance apprai
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96 MARIA ROTUNDO circumstances, man
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98 MARIA ROTUNDO More specifically,
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100 MARIA ROTUNDO may take place on
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102 MARIA ROTUNDO Murphy , K. R. ,
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104 MARIA ROTUNDO and delivering th
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6 Promote Job Satisfaction through
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PROMOTE JOB SATISFACTION THROUGH ME
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0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 P
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CONCLUSION PROMOTE JOB SATISFACTION
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124 MARION B. EBERLY, BROOKS C. HOL
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8 Attain Emotional Control by Under
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ATTAIN EMOTIONAL CONTROL BY UNDERST
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162 G ARY P. LATHAM and persistence
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164 G ARY P. LATHAM A downside of s
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166 G ARY P. LATHAM People who have
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168 G ARY P. LATHAM worst enemy. Mi
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170 G ARY P. LATHAM Proximal goals
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172 G ARY P. LATHAM Who should set
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174 G ARY P. LATHAM FUTURE DIRECTIO
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176 G ARY P. LATHAM Latham , G. P.
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178 G ARY P. LATHAM EXERCISES Group
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180 A LBERT B ANDURA Outcome Expect
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182 A LBERT B ANDURA within which t
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184 A LBERT B ANDURA more pervasive
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186 A LBERT B ANDURA Table 10.1 The
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188 A LBERT B ANDURA In the transfo
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190 A LBERT B ANDURA selected for t
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192 A LBERT B ANDURA Gist ( 1989 )
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194 A LBERT B ANDURA explicit (see
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196 A LBERT B ANDURA Bandura , A. (
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198 A LBERT B ANDURA Markman , G. D
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200 A LBERT B ANDURA Building team
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202 JAY A. CONGER AND CRAIG L. PEAR
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218 CATHY C. DURHAM AND KATHRYN M.
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240 FRED LUTHANS AND ALEXANDER D. S
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14 Promote Procedural and Interacti
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PROMOTE PROCEDURAL AND INTERACTIONA
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CONCLUSION PROMOTE PROCEDURAL AND I
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15 Foster Team Effectiveness by Ful
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FOSTER TEAM EFFECTIVENESS BY FULFIL
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296 DEBORAH ANCONA AND DAVID CALDWE
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17 Making Group Process Work: Harne
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MAKING GROUP PROCESS WORK 311 exten
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MAKING GROUP PROCESS WORK 313 such
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MAKING GROUP PROCESS WORK 315 opini
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MAKING GROUP PROCESS WORK 317 of ho
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MAKING GROUP PROCESS WORK 319 Overa
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MAKING GROUP PROCESS WORK 321 vice
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MAKING GROUP PROCESS WORK 323 Harve
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MAKING GROUP PROCESS WORK 325 the l
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328 LAURIE R. WEINGART AND KAREN A.
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Page 368 and 369: 336 LAURIE R. WEINGART AND KAREN A.
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Page 458 and 459: 426 DEBORAH A. CAI AND EDWARD L. FI
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436 DEBORAH A. CAI AND EDWARD L. FI
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446 J OHN A. W AGNER III PARTICIPAT
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448 J OHN A. W AGNER III on organiz
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450 J OHN A. W AGNER III informatio
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452 J OHN A. W AGNER III attributed
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454 J OHN A. W AGNER III CONCLUSION
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456 J OHN A. W AGNER III Latham , G
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458 J OHN A. W AGNER III Wagner , J
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25 Broaden the Decision Frame to Ma
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BROADEN THE DECISION FRAME TO MAKE
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26 Stimulate Creativity by Fueling
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STIMULATE CREATIVITY BY FUELING PAS
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500 T ABEA R EUTER AND R ALF SCHWAR
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28 Manage Confl ict through Negotia
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MANAGE CONFLICT THROUGH NEGOTIATION
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Cost Condition 1 Condition 2 Condit
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538 MICHAEL BEER environments (Lawr
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540 MICHAEL BEER People FIGURE 29.1
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542 MICHAEL BEER resource practices
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544 MICHAEL BEER need for change. U
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546 MICHAEL BEER Eisenstat and I (B
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548 MICHAEL BEER In the Electronic
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550 MICHAEL BEER problems and its p
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552 MICHAEL BEER restructuring, cos
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554 MICHAEL BEER Beer , M., and Noh
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Part VIII ENTREPRENEURSHIP
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560 J. ROBERT BAUM threading of the
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562 J. ROBERT BAUM measurable and w
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564 J. ROBERT BAUM The entire set o
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566 J. ROBERT BAUM Sam Walton faile
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568 J. ROBERT BAUM creates competit
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570 J. ROBERT BAUM I address the va
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572 J. ROBERT BAUM rewards. Incenti
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574 J. ROBERT BAUM region, and a bu
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576 J. ROBERT BAUM Baum , J. R. , L
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578 J. ROBERT BAUM Stevenson , H. H
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31 Achieve Work - Family Balance th
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ACHIEVE WORK - FAMILY BALANCE 583 f
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ACHIEVE WORK - FAMILY BALANCE 585 i
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ACHIEVE WORK - FAMILY BALANCE 587 L
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ACHIEVE WORK - FAMILY BALANCE “ I
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ACHIEVE WORK - FAMILY BALANCE 591 s
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ACHIEVE WORK - FAMILY BALANCE 593 F
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32 Use Information Technology for O
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USE INFORMATION TECHNOLOGY FOR ORGA
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33 Make Management Practice Fit Nat
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MAKE MANAGEMENT PRACTICE FIT NATION
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360 degree feedback systems 88-9 10
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cultivating helpful conditions 330-
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decision support system (DSS) 599-6
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organizational change 544 perfectin
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informal recognition 240-5, 247 inf
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communication 434-5 formal/informal
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trust 395 having a voice 262-6 orga
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goal-based 572 power 202-3, 351-2 t
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Team Diagnostic Survey (TDS) 293 te
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INDEX 651 symbols/images 375 wirele
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