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Organizational Behavior 8th edition

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www.downloadslide.com Relations Practitioners,” Public Relations Review 29 (2003): 159–69. 77. C.M. Falbe and G. Yukl, “Consequences for Managers of Using Single Influence Tactics and Combinations of Tactics,” Academy of Management Journal 35 (1992): 638–52. 78. G. Yukl and J. Tracey, “Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss,” Journal of Applied Psychology 77, no. 4 (1992): 525–35; B. Oc and M.R. Bashshur, “Followership, Leadership and Social Influence,” Leadership Quarterly 24, no. 6 (2013): 919–34; M.B. Wadsworth and A.L. Blanchard, “Influence Tactics in Virtual Teams,” Computers in Human Behavior 44 (2015): 386–93 79. P.P. Fu et al., “The Impact of Societal Cultural Values and Individual Social Beliefs on the Perceived Effectiveness of Managerial Influence Strategies: A Meso Approach,” Journal of International Business Studies 35, no. 4 (2004): 284–305; A.N. Smith et al., “Gendered Influence: A Gender Role Perspective on the Use and Effectiveness of Influence Tactics,” Journal of Management 39, no. 5 (2013): 1156–83; C.C. Lewis and J. Ryan, “Age and Influence Tactics: A Life-Stage Development Theory Perspective,” The International Journal of Human Resource Management 25, no. 15 (2014): 2146–58. 80. Organizational politics is a badly convoluted construct. Early literature defined it as influence tactics outside the formal role that could be either selfish or altruistic. Unfortunately, that definition fails to recognize the highly subjective nature of the definition and doesn’t distinguish political behavior from other influence behavior. See J. Pfeffer, Power in Organizations (Boston: Pitman, 1981); H. Mintzberg, Power in and around Organizations (Englewood Cliffs, NJ: Prentice Hall, 1983). More recent scholars recognized that behavior is political or not depending on whether it is perceived by others as self-serving. From this definition, organizational politics benefits the politician, not the organization or coworkers. Yet, some scholars are returning to the view that organizational politics can be good or bad, suggesting that political tactics are just influence tactics with a different name. See G.R. Ferris and D.C. Treadway, “Politics in Organizations: History, Construct Specification, and Research Directions,” in Politics in Organizations: Theory and Research Considerations, ed. G.R. Ferris and D.C. Treadway (New York: Routledge, 2012), 3–26; D.A. Lepisto and M.G. Pratt, “Politics in Perspective: On the Theoretical Challenges and Opportunities in Studying Organizational Politics,” in Politics in Organizations: Theory and Research Considerations, ed. G.R. Ferris and D.C. Treadway (New York: Routledge, 2012), 67–98. 81. K.M. Kacmar and R.A. Baron, “Organizational Politics: The State of the Field, Links to Related Processes, and an Agenda for Future Research,” in Research in Personnel and Human Resources Management, ed. G.R. Ferris (Greenwich, CT: JAI Press, 1999), 1–39; E. Vigoda, “Stress- Related Aftermaths to Workplace Politics,” Journal of Organizational Behavior 23, no. 5 (August 2002), 571–91. C.H. Chang, C.C. Rosen, and P.E. Levy, “The Relationship between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination,” Academy of Management Journal 52, no. 4 (2009): 779–801. The quotation is from M. Landry, “Navigating the Political Minefield,” PM Network, March 2013, 38–43. 82. L. Hull, “Covert War in the Workplace . . . over the Holiday Rota,” Mail Online, August 7, 2013; “Office Wars: Tis the Season to Be Spiteful,” Officebroker Blog, 2013, www.officebroker.com/blog/. 83. C. Hardy, Strategies for Retrenchment and Turnaround: The Politics of Survival (Berlin: Walter de Gruyter, 1990), Chap. 14; G.R. Ferris et al., “Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Outcomes,” Human Relations 49 (1996): 233–63; M.C. Andrews and K.M. Kacmar, “Discriminating among Organizational Politics, Justice, and Support,” Journal of Organizational Behavior 22 (2001): 347–66. 84. S. Blazejewski and W. Dorow, “Managing Organizational Politics for Radical Change: The Case of Beiersdorf- Lechia S.A., Poznan,” Journal of World Business 38 (2003): 204–23. 85. Robert Walters Australia, Robert Walters Employee Insights Newsletter, Robert Walters (Sydney: August 2012); CareerBuilder, “More Than One-Third of Workers Discuss Politics at Work,” news release for CareerBuilder (Chicago: March 1, 2012); “Wasting Time at Work 2012,” 2012, salary.com, www.salary.com/wasting-time-atwork-2012/slide/11/ (accessed May 28, 2014); “Nearly 70% Experience ‘Workplace Politics’: Poll” (Taiwan: Focus Taiwan News Channel, September 30, 2013), http://focustaiwan.tw/news/asoc/201309300033.aspx (accessed May 28, 2014); CareerBuilder, “New Career- Builder Study Explores the Perks and Pitfalls of Working in a Desk Job vs. a Non-Desk Job,” news release for CareerBuilder (Chicago: May 22, 2014). 86. L.W. Porter, R.W. Allen, and H.L. Angle, “The Politics of Upward Influence in Organizations,” Research in Organizational Behavior 3 (1981): 120–22; R.J. House, “Power and Personality in Complex Organizations,” Research in Organizational Behavior 10 (1988): 305–57. 87. R. Christie and F. Geis, Studies in Machiavellianism (New York: Academic Press, 1970); S.R. Kessler et al., “Re-Examining Machiavelli: A Three-Dimensional Model of Machiavellianism in the Workplace,” Journal of Applied Social Psychology 40, no. 8 (2010): 1868–96; E. O’Boyle et al., “A Meta-Analysis of the Dark Triad and Work Behavior: A Social Exchange Perspective,” Journal of Applied Psychology 97, no. 3 (2012): 557–79. CHAPTER 11 1. S. Farberov, “American Airlines Flight Delayed Four Hours after Two Female Flight Attendants Start a Fight over Cell Phone,” Mail Online (London), September 20, 2012; S. Grossman, “Fight or Flight?,” Time, September 21, 2012; D. Koenig, “United Express Flight Was Delayed by Pilots’ ‘Disagreement,’” Lubbock Avalanche-Journal, September 22, 2015; G. Leff, “What Actually Happened on That United Express Flight Where the Fight Broke out between Pilot and Co-Pilot,” View from the Wing, September 21, 2015, http://viewfromthewing.boardingarea. com/2015/09/21/; S. Hradecky, “Incident: Delta B752 near Salt Lake City on Jan 22nd 2016, Unruly Crew,” The Aviation Herald, January 28, 2016, EN-61

www.downloadslide.com http://avherald.com/h?article=492cfc53; T. Harlow, “Delta Flight Attendants Scrap, Stir up Turbulence,” Star Tribune (Minneapolis), February 2, 2016, B3. 2. J.A. Wall and R.R. Callister, “Conflict and Its Management,” Journal of Management 21 (1995): 515–58; M.A. Rahim, Managing Conflict in Organizations, 4th ed. (New Brunswick, NJ: Transaction, 2011), 15–17; D. Tjosvold, A.S.H. Wong, and N.Y.F. Chen, “Constructively Managing Conflicts in Organizations,” Annual Review of Organizational Psychology and Organizational Behavior 1, no. 1 (2014): 545–68. 3. For example, see R.R. Blake, H.A. Shepard, and J.S. Mouton, Managing Intergroup Conflict in Industry (Houston: Gulf, 1964); K.E. Boulding, “Organization and Conflict,” Conflict Resolution 1, no. 2 (1957): 122–34; C. Argyris, “The Individual and Organization: Some Problems of Mutual Adjustment,” Administrative Science Quarterly 2, no. 1 (1957): 1–24; L. Urwick, The Elements of Administration, 2nd ed. (London: Pitman, 1947). 4. M.A. Rahim, Managing Conflict in Organizations, 4th ed. (New Brunswick, NJ: Transaction, 2011), 15–17. 5. C.K.W. De Dreu and L.R. Weingart, “A Contingency Theory of Task Conflict and Performance in Groups and Organizational Teams,” in International Handbook of Organizational Teamwork and Cooperative Working, ed. M.A. West, D. Tjosvold, and K.G. Smith (Chichester, UK: Wiley, 2003), 151–66; S. Rispens, “Benefits and Detrimental Effects of Conflict,” in Handbook of Conflict Management Research, ed. O.B. Ayoko, N.M. Ashkanasy, and K.A. Jehn (Cheltenham, UK: Edward Elgar, 2014), 19–32. 6. Workplace Conflict and How Businesses Can Harness It to Thrive, CPP Global Human Capital Report, (Mountain View, CA: CPP, Inc., July 2008). 7. F.R.C. de Wit, L.L. Greer, and K.A. Jehn, “The Paradox of Intragroup Conflict: A Meta-Analysis,” Journal of Applied Psychology 97, no. 2 (2012): 360–90; L.L. Meier et al., “Relationship and Task Conflict at Work: Interactive Short-Term Effects on Angry Mood and Somatic Complaints,” Journal of Occupational Health Psychology 18, no. 2 (2013): 144–56. 8. M.P. Follett, “Constructive Conflict,” in Dynamic Administration: The Collected Papers of Mary Parker Follett, ed. H.C. Metcalf and L. Urwick (Bath, UK: Management Publications Trust, 1941), 30–49. 9. Although the 1970s marked a point when the benefits of conflict became widely acknowledged, a few earlier writers had also expressed this view. See H. Assael, “Constructive Role of Interorganizational Conflict,” Administrative Science Quarterly 14, no. 4 (1969): 573–82; L.A. Coser, The Functions of Social Conflict (New York: Free Press, 1956); J.A. Litterer, “Conflict in Organization: A Re-Examination,” Academy of Management Journal 9 (1966): 178–86. 10. M. Duarte and G. Davies, “Testing the Conflict- Performance Assumption in Business-to-Business Relationships,” Industrial Marketing Management 32 (2003): 91–99; M.A. Rahim, “Toward a Theory of Managing Organizational Conflict,” International Journal of Conflict Management 13, no. 3 (2002): 206–35; J.D. Shaw et al., “A Contingency Model of Conflict and Team Effectiveness,” Journal of Applied Psychology 96, no. 2 (2011): 391–400. 11. P.J. Carnevale, “Creativity in the Outcomes of Conflict,” in The Handbook of Conflict Resolution: Theory and Practice, ed. M. Deutsch, P.T. Coleman, and E.C. Marcus (San Francisco: Jossey-Bass, 2006), 414–35; P.J. Boyle, D. Hanlon, and J.E. Russo, “The Value of Task Conflict to Group Decisions,” Journal of Behavioral Decision Making 25, no. 3 (2012): 217–27. 12. K.M. Eisenhardt, J.L. Kahwajy, and L.J. Bourgeois III, “Conflict and Strategic Choice: How Top Management Teams Disagree,” California Management Review 39 (1997): 42–62; T. Greitemeyer et al., “Information Sampling and Group Decision Making: The Effects of an Advocacy Decision Procedure and Task Experience,” Journal of Experimental Psychology: Applied 12, no. 1 (2006): 31–42; U. Klocke, “How to Improve Decision Making in Small Groups: Effects of Dissent and Training Interventions,” Small Group Research 38, no. 3 (2007): 437–68. 13. K.A. Jehn and C. Bendersky, “Intragroup Conflict in Organizations: A Contingency Perspective on the Conflict–Outcome Relationship,” Research in Organizational Behavior 25 (2003): 187–242; L.H. Pelled, K.M. Eisenhardt, and K.R. Xin, “Exploring the Black Box: An Analysis of Work Group Diversity, Conflict, and Performance,” Administrative Science Quarterly 44 (1999): 1–28; H. Guetzkow and J. Gyr, “An Analysis of Conflict in Decision-Making Groups,” Human Relations 7, no. 3 (1954): 367–82. The notion of two types of conflict dates back to Georg Simmel, who described two types of conflict: one with a personal and subjective goal, the other which has an impersonal and objective quality. See L.A. Coser, The Functions of Social Conflict (New York: Free Press, 1956), 112. Contemporary scholars use various labels for task and relationship conflict. We have avoided the “cognitive” and “affective” conflict labels because cognitions and emotions are interconnected processes in all human activity. A third type of conflict, process conflict, is excluded due to limited research and doubts about its distinction from task conflict. 14. F.R.C. de Wit, L.L. Greer, and K.A. Jehn, “The Paradox of Intragroup Conflict: A Meta-Analysis,” Journal of Applied Psychology 97, no. 2 (2012): 360–90. Earlier meta-analyses reported either nonsignificant or somewhat negative correlations between task conflict and team outcomes. However, the recent meta-analysis and other writers point to several methodological problems with conflict research that explain the mixed findings. For a review, see M.L. Loughry and A.C. Amason, “Why Won’t Task Conflict Cooperate? Deciphering Stubborn Results,” International Journal of Conflict Management 25, no. 4 (2014): 333–58. 15. J.L. Farh, C. Lee, and C.I.C. Farh, “Task Conflict and Team Creativity: A Question of How Much and When,” Journal of Applied Psychology 95, no. 6 (2010): 1173–80; G. Todorova, J.B. Bear, and L.R. Weingart, “Can Conflict Be Energizing? A Study of Task Conflict, Positive Emotions, and Job Satisfaction,” Journal of Applied Psychology 99, no. 3 (2014): 451–67. EN-62

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