Handbook of Principles of Organizational Behavior - Soltanieh ...

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638 INDEX emotions (Continued) nature of 145–6 offi ce mood 155–6 reason 149–51, 157–8 relationship confl ict 328–9 role of emotions 151 self-effi cacy 185 stability 19–39 team conflict 328–9, 332, 336–7 at work 150, 155–6 empathy boxes 164–5 employees see also selection of employees employee-related management 618, 622–3 GMA-based systems 10 hiring 8–11, 45–56, 466–8 employment 12–13 see also job performance; work . . . empowerment 201–16 see also power case examples 208–11 contextual factors 202–4 coping with stress 507 hierarchical leader behavior 202–3 individual difference 207 job design 202–4 leadership 202–3, 205 limitations 206–7 management practices 202, 204 organizational factors 202–3 personal interpretation 202, 206 reward systems 202–3 self-confi dence 207 self-effi cacy 202, 204–6 stages 202–6 enactive mastery experiences 184–5 encouragement 483 e-negotiations 521 Enterprise Resource Planning (ERP) 400, 598–9, 606–8 entrepreneurship 559–78 case examples 572–5 change behaviors 563–4 conscientiousness 23 context 562 creativity 560, 564–5, 570 defi nitions 561–2 emotional stability 23 experimentation 559–78 goal-setting 560, 567, 571–2 implementation 569–72 importance 561 industry dynamism 560, 567–8 moderating factors 567–9 munifi cence 560, 568–9 overview diagram 560 principles 559–61 regional munifi cence 560, 568–9 resources 560, 569 self-effi cacy 182, 560, 566, 571 start-ups 562 swiftness 559–78 tenacity 560, 565–6, 570 environmental uncertainty 169–70 environment mapping 299–300 epistemic motivation 334–5, 339 equality 620, 624–5 equity theory 255–6 Erez, M. 172, 615–32 ERP (Enterprise Resource Planning) 400, 598–9, 606–8 error management 170 Eversheds law fi rm 376 Exactech 132 exchange tactics, infl uence 358–9, 361 expatriates 23 expectancy theory 26 experiences 63–4, 72–3, 155 experimentation 559–78 expertise creativity 485 decision making 473–4 group process 310–11 power 353–6 expression, emotional 155 extraversion 29, 48 extrinsic motivation 481–2, 485–6 face-to-face teams 279 fairness 393 see also organizational justice faking personality traits 32 family interfering with work (FIW) 582–3 see also work-family balance Federal Express (FedEx) 565, 608–10 feedback behaviorally-based rating 91 global culture 623–4 goal setting 163 informal recognition 245
organizational change 544 perfecting skills 188 performance appraisals 88–9, 91 training 76 feminine cultures 620–1 FFM (Five Factor Model) 20, 29 Fielbig, Ashley 517–35 Fink, Edward L. 425–44 Finnish hospital worker study 261 First Tennessee Bank 590–1 Fisher, Colin M. 481–97 Fisher, R. 519 Five Factor Model (FFM) 20, 29 see also personality traits Five Whys 470 FIW (family interfering with work) 582–3 fl exibility fl extime 583–4, 591–2 interviews 41, 52 work schedules 507 Folger, R. 257 follower trust 397 follower vision 369, 372, 374–5 Ford, Henry 566 forecasting 315 forethought 242 formalization of organization 410–11 Four R listening method 428 frame of reference training 74, 92 Franklin, Benjamin 462 FRCH Design Worldwide 131–2 French, J. R. P., Jr 446 Frese, M. 170 Friedman, I. A. 508 Friedman, L. T. 615 functional-product matrix structure 416–17 The Functions of the Executive (Barnard) 276 fundraising case examples 362–3 future time orientation 621 gainsharing 219 Gates, Bill 559, 561, 565 General Electric (GE) 208–9, 469, 552 general mental ability (GMA) 4–14 General Motors 566, 604 geographical diversity 410, 417–18 geography-product matrix structures 418 Ginnett, Robert 288 Gist, M. E. 188, 192 Gladwell, Malcolm 473, 475 INDEX 639 global culture 615–32 case examples 626–8 employee-related management 618, 622–3 identifying national characteristics 618–21 interpersonal practices 618, 624–5 local/global contexts 616–17 management practice 615–32 multi-level model 616 practice/culture matching 623–6 principles 618–23 shared work culture 617–23 task-oriented practices 618 teamwork 625–6 understand own values 618, 621–2 global pay 230–1 see also pay for performance Global Positioning systems (GPS) 605 Globe Study (House et al.) 620 GMA (general mental ability) 4–14 GNS (Growth Need Strength) 114–15 goals see also goal setting commitment to 163, 165–7 self-efficacy 163, 165–7, 180, 193–4 teams 331 goal setting 161–78 case examples 172–3 challenging goals 162–3 commitment 163–8 coping with stress 505–7 distal/proximal goals 169–70 entrepreneurship 560, 567, 571–2 environmental uncertainty 169–70 feedback 163 framing goals 171 future direction 174 global culture 623–4 high performance cycle 170–1 implementation 171–2 interviews 46 learning 168–9, 171 motivation 26 outcome expectancies 163–5 performance 93, 161–78 resources 168 self-regulation 172 setters of goals 172 specific goals 162–3 stretch goals 170 vision statements 371–2
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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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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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Page 627 and 628: 32 Use Information Technology for O
Page 629 and 630: USE INFORMATION TECHNOLOGY FOR ORGA
Page 647 and 648: 33 Make Management Practice Fit Nat
Page 649 and 650: MAKE MANAGEMENT PRACTICE FIT NATION
Page 665 and 666: 360 degree feedback systems 88-9 10
Page 667 and 668: cultivating helpful conditions 330-
Page 669: decision support system (DSS) 599-6
Page 673 and 674: informal recognition 240-5, 247 inf
Page 675 and 676: communication 434-5 formal/informal
Page 677 and 678: trust 395 having a voice 262-6 orga
Page 679 and 680: goal-based 572 power 202-3, 351-2 t
Page 681 and 682: Team Diagnostic Survey (TDS) 293 te
Page 683: INDEX 651 symbols/images 375 wirele
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