Handbook of Principles of Organizational Behavior - Soltanieh ...

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534 M. S USAN T AYLOR AND A SHLEY FIELBIG limitations or drawbacks of the options as well as allude to additional costs not included in the package option deals to get the best price. You want to ensure you have the most opportunities to enjoy yourself as possible. In addition, you can always book with another travel agent. Role B: Travel agent: The economy isn’t doing well and your salary depends on your ability to fi ll a plane for Spring Break. You want to book your student ’s trip at the highest cost. For each trip booked .01% of the total cost of that booked trip is deducted off your next vacation. You want to book the trip quickly in order to maximize the amount of clients you can book. You also want to maintain good relationships with your clients in order to build a network of future clients through the student. Thus you want a happy client who will tell their friends to book with you as well. The more people that book through you, the more money you receive off your next trip. Your main motivation is to emphasize the most expensive options of the party package. You will highlight the benefits of each option and try to convince the student they need all options for the best Spring Break experience. You want to book the student the most expensive trip you can, in a timely manner. You have the power to change the list price for any of the options if doing so aides in your negotiation. Part B – Mediating a settlement between student and travel agent after a failure to agree Introduction. Part B assumes that two days before Spring Break, the student and the travel agent are still unable to reach a mutually satisfying agreement over the Spring Break trip, leaving the student with no vacation options. As a last course of action, the student contacts his/her father, a talented manager in the computer industry and asks for help. The father, an experienced manager who has recently read Chapter 28 agrees to mediate the dispute in order to try to help the parties reach agreement. Please assume the mediator role in this exercise and use the principles and recommendations for third party mediation. Your interests are simply to help your son or daughter settle on an affordable and enjoyable vacation without putting the travel agent at a disadvantage, to strengthen your own mediation skills through practice and to teach both parties something about the value of effectively implemented mediation in resolving confl icts between two parties. Joint discussion questions for the above exercises 1. What kind of negotiation did you use in the exercises, distributive – win/lose or collaborative – win/win? Why did you choose this type? 2. Which negotiation principles did you rely on most heavily? Why? How well did they work? 3. Did you reach an agreement with your partner? What were the terms? How satisfied were you both with the agreement and what effect do you believe it will have on your ability to work together on a deal again? 4. What was the outcome of the mediation exercise? Why did this outcome occur?
MANAGE CONFLICT THROUGH NEGOTIATION AND MEDIATION 535 5. Did the mediator assertively apply diagnostic, contextual and substantive interventions during the mediation attempt? What, if any, effect did these behavioral interventions have? 6. What might the mediator have done differently to enhance the likelihood of settlement between the parties? 7. Did any boundary conditions exist that negatively affected the impact of the mediation interventions? Please explain.
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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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26 Stimulate Creativity by Fueling
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Page 565: Cost Condition 1 Condition 2 Condit
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 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 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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