Handbook of Principles of Organizational Behavior - Soltanieh ...

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532 M. S USAN T AYLOR AND A SHLEY FIELBIG Part A Introduction. Part A of this exercise is a negotiation whereby a college student and a travel agent attempt to come to terms on the price and services associated with a Spring Break trip to Acapulco, Mexico. The Spring Break trip includes a party package. You will be negotiating the cost of the Spring Break trip as well as what components will be involved in the Spring Break trip package. There is additional information you can use to leverage your negotiation and to compromise the best deal for your role. However, how closely one matches their roles utility is what will determine how well you did in comparison to the other groups. Roles: Student and travel agent . Background information. All trip options include roundtrip fare and hotel stay fare in prices. You will negotiate the length and price of the trip. In addition, you will negotiate the options for the party package combination. The party package must include three options. One option is free (determined through negotiation which one) while the others are available at a negotiable cost. All prices listed are the suggested price and are negotiable. The travel agent has the right to change any price at their discretion. Basic information: Cost Money due at time of booking Length of trip 5 days 7 days $800 $400 $1,000 $500 Party package information: Based on negotiation; one option is free and any other two options for list price (must have three; can have more) Other things to consider: ◆ Taxi fare (not all clubs are within walking distance) ◆ Passport (need to renew?) ◆ Doesn’t include tourist activities (i.e. jet skiing, parasailing, bungee jumping, cliff diving) ◆ Phone card – phone coverage might not reach into Mexico ◆ Travel protection – can be provided for an additional $ 68 Role A: Student: You want to party on Spring Break. Your parents agreed to pay $ 1000 of your Spring Break vacation. This is money you have upfront. You have saved $ 300 of your own money, which is available to you upfront as well. You are able to earn an additional $ 350 before your Spring Break trip. This money will not be available to you until the week before the trip. Your main motivation is to party hard for the least amount of money. You will need to bargain to get the best components out of the package deal. You will highlight the
Cost Condition 1 Condition 2 Condition 3 Condition 4 Condition 5 Option 1 Open bar; free $150 Need to tip Can’t bring drinks at hotel the bartender drinks onto the everyday beach; must stay at hotel pool Option 2 VIP Entrance VIP entrance Free drinks all Need to tip the VIP entrance Includes into clubs every is instant; regular night; without bartender to get is only for the entrance into night entrance average VIP pass service club specifi ed VIP concert wait time for drinks average for that night (Fergie, DJ entry 1 hour $6/drink (different club Scribbles, each night); Fat Joe) at club; can’t choose net worth $100 which night you get to go to each club 5 night option $300 7 night option $450 Option 3 VIP Admittance $220 Include Free drinks Entrance on into day parties admittance into: while at events the day is $30; foam party, booze and drinks cruise, beach without pass Olympics, and are $6/drink beach BBQ Option 4 Food vouchers $140 Applicable at Modifi ed menu Modifi ed Guaranteed safe; Get two a day; for 7 days certain restaurants options portion size no threat can only be used only of Montezuma’s at specifi ed times. revenge (intesti- Options include: nal sickness from breakfast, lunch, drinking/eating dinner and late food prepared in night infected water)
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HANDBOOK OF PRINCIPLES OF ORGANIZAT
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This edition first published 2009
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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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19 Use Power Effectively to Infl ue
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USE POWER EFFECTIVELY TO INFLUENCE
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368 SHELLEY A. KIRKPATRICK THE IMPO
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370 SHELLEY A. KIRKPATRICK a vision
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372 SHELLEY A. KIRKPATRICK mechanis
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374 SHELLEY A. KIRKPATRICK IMPLEMEN
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376 SHELLEY A. KIRKPATRICK IMPLEMEN
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378 SHELLEY A. KIRKPATRICK CASE EXA
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380 SHELLEY A. KIRKPATRICK facts bu
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382 SHELLEY A. KIRKPATRICK close fr
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384 SHELLEY A. KIRKPATRICK Bass , B
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386 SHELLEY A. KIRKPATRICK Peikoff
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21 Foster Trust through Ability, Be
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FOSTER TRUST THROUGH ABILITY, BENEV
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Part VII ORGANIZATIONAL PROCESSES
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408 L EX DONALDSON COORDINATION MEC
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410 L EX DONALDSON it relates to sc
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412 L EX DONALDSON has some choice
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414 L EX DONALDSON have a functiona
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416 L EX DONALDSON units are acquir
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418 L EX DONALDSON are distributed
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420 L EX DONALDSON Product division
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422 L EX DONALDSON Child , J. ( 197
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424 L EX DONALDSON Structure: How w
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426 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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Page 513 and 514: 26 Stimulate Creativity by Fueling
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Page 570 and 571: 538 MICHAEL BEER environments (Lawr
Page 572 and 573: 540 MICHAEL BEER People FIGURE 29.1
Page 574 and 575: 542 MICHAEL BEER resource practices
Page 576 and 577: 544 MICHAEL BEER need for change. U
Page 578 and 579: 546 MICHAEL BEER Eisenstat and I (B
Page 580 and 581: 548 MICHAEL BEER In the Electronic
Page 582 and 583: 550 MICHAEL BEER problems and its p
Page 584 and 585: 552 MICHAEL BEER restructuring, cos
Page 586 and 587: 554 MICHAEL BEER Beer , M., and Noh
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Page 592 and 593: 560 J. ROBERT BAUM threading of the
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Page 596 and 597: 564 J. ROBERT BAUM The entire set o
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Page 608 and 609: 576 J. ROBERT BAUM Baum , J. R. , L
Page 610 and 611: 578 J. ROBERT BAUM Stevenson , H. H
Page 613 and 614: 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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