Running head GOOGLE MANAGMENT1GOOGLE MANAGMENT8GOOGLE M.docx

Running head: GOOGLE MANAGMENT
1
GOOGLE MANAGMENT
8
GOOGLE MANAGEMENT
Author Name(s), First M. Last, Omit Titles and Degrees
Institutional Affiliation(s)
Table of Contents
Introduction to the company3
Who founded Google?4
How is Google funded?4
History of Company4
What impact has the brand had within its category?5
How have you differentiated yourself from your competitors?5
Mission of company5
Best practice6
Best practice into concepts8

It gives value to work8
Optimize efforts through analytical tools8
How could another organization adopt this best practice?9
Boosts flexibility at work10
Conclusion10
Introduction to the company
Google LLC is a US international technology organization that
focusses on Internet-related products and services, which
contain search engines, online marketing technologies, cloud
computing, hardware, and software. The purpose of Google
management is to organize all the information in the world and
create it nearby and beneficial to everyone (Shane, &
Wakabayashi, 2018).
The company Google was born as a search engine for more
information on the web. Its main characteristic with respect to
its competitors was its advanced system of analysis of relations
between pages, which allowed a higher ranking or ranking.
Google's next step was to use this information to introduce
advertising and manipulate the ranking based on the payment
for such advertising. The enormous benefits that the company
achieves are reinvested in new services and new policies that
have strengthened the individual-segmentation relationship,
reaching perfect segmentation (Mingers, & Lipitakis, 2010).
Google is an American multinational company focusing on
products and services linked to the Internet, electronic devices,
software and other expertise. Google's key product is the
Internet content search engine of the similar name, although it
also provides other services such as an email service called
Gmail, its Google Earth map and Google Maps service, the
YouTube video website, others Web values such as Google
News or Google Books, the Google Chrome web browser, the
Google+ social network. It provides an easy and quick way to

find info on the web, by access to a catalogue of over 8,168
million web pages. As said by the Google company, currently
replies to above 200 million queries a day (Verma, et.al. 2015,
April).
Who founded Google?
The American of Larry Page and the Russian Sergey Brin , are
the founders of this magnificent company. In 1995, Page had
finished his studies at the University of Michigan and went to
do his graduate degree at Stanford University, California. In
this same university he meets Brin, 21, who was in charge of
teaching him the campus (Verma, et.al. 2015, April).How is
Google funded?
Faced with the great and rapid growth, in the year 2000, Google
develops what today gives them the highest proportion of their
profits: Google Adwords. Which is a Digital Marketing strategy
that is based on making money through advertising on the
Google website.History of Company
Google was born in the late 90s, as the doctoral thesis of Larry
Page and Sergey Brin , and in 1998 it "premiered" on the
Internet (Comino, et.al. 2019). Every year, thousands of
companies are overwhelmed by a "streak" of innovation, suffer
from lack of identity, fail to invest in new things and, a large
percentage, avoid addressing the issue of human capital. Some
will become passing marks, those that few remember and
nobody wants to imitate. However, there is a certain number
that has reached immortality, an example is Google.
In 1997, Stanford University rejected the idea of using this
search engine but, a year later, Larry Page and Sergey Brin
received a check of $ 100,000 from the hand of Andy
Bechtolsheim, co-founder of Sun Microsystems, for an entity
that has not yet existed Today, the search engine company that
was founded in a garage in California has become the precedent
and a true example for companies to achieve success and
continue innovating(Verma, et.al. 2015, April).

But what are the rules and strategies that have led Google along
the path of immortality? Jonathan Rosenberg, former senior vice
president of Google products and Eric Schmidt, executive
president of Google and former CEO of the company, write
"How Google works”, where they unmask the strategies that
have taken this company to the top.What impact has the brand
had within its category?
Google are currently one of the leading technology companies
with a worldwide presence, with leading products and platforms
in their sectors. On the one hand, Google is the world's most
used search engine, while YouTube is the second and the most
popular online video site globally, and for its part, our mobile
operating system, Android, is the most used worldwide.How
have you differentiated yourself from your competitors?
The biggest differentiating factor of Google is the constant
innovation applied to all our products, which has allowed us to
break into the industry with new services and functionalities
that have revolutionized the way we search, buy, move,
consume content, communicate, etc. All these products and
innovations have been in line with our main mission as a
company -organize the information of the world and make it
available to everyone-, which has been our north since its birth
(Gonzalez, et.al. 2010, June).Mission of company
The main objective of any search engine is (or should be) to
provide the user with the most appropriate response to what
they are looking for, as quickly and accurately as possible. The
objective of Google is to form the world's knowledge and make
it generally available and helpful. The site does not have its
content, nor does it edit information; its objective is to manage
search spaces between users and the interests they have for
anything.
Unlike the missions of several other corporations, Google’s
mission is illustrious through its easiness and what remains
among the lines. There is no clarification why the objective is
such or why these objectives are being followed. The objective
of this kind provides meaningfulness to the work of everyone

and everyone, as its preparation is more an ethical fact, not a
commercial goal (Mingers, & Lipitakis, 2010). Most
importantly, Google’s mission is unachievable, because there
will always be new information that needs to be systematized
and new means to extract out of her favor. This makes
motivations for continuous informing and advancement in new,
and unfamiliar parts. The objective is to “become a market
leader” is no longer inspirational once it is implemented.Best
practice
Google became the main search engine and forged the third
largest company by market value in the United States because it
directed users reliably to the information they were looking for.
If they consider that Google favors their own content over the
results of impartial searches, their perception could change. The
transition is largely motivated by the increasing adoption of
mobile devices. On a cell phone screen, users spend more period
in applications and less surfing the web that Google had
prepared and monetized by search-related publicity. As
smartphones multiply, clicks on Google ads increase. However,
advertising prices have fallen 20% since the beginning of 2012
because clicks on a phone are not so valuable. The goal is not to
keep it on Google, the goal is to give you the information you
need as quickly as possible (Mingers, & Lipitakis, 2010).].
The most capable persons on the google need to be inspired and
moved to higher attainments. The experiment for leaders is to
provide them such an objective. The highest inducement is the
chance to allow workers meet with those for whom employees
work, although if simply for a few minutes. This provide the
work a greater significance than the effects of vocation or
money considerations. Google plays an important role in
Internet world.
Google management chooses to allow young individuals finish
their careers to be employed by better working conditions. It
has a preference for hiring means by a master's or doctorate as a
means to exploit the acquired human wealth (Plantin, et.al.
2018). Google acquires its shares available to 99% of its

employees. It provides bonuses and subsidies for the purchase
of hybrid vehicles.
On the issue of hiring employees, there are 2 main strategies:
1. You hire 90 excellent employees out of 100 and immediately
begin to work miracles.
2. You hire mediocre performers, guide them through a training
program and hope that this will give you 90 excellent employees
out of 100.
Google prefers to follow the first strategy. The google
organization considers that when appointment an “average”
applicant, time is spent on “accomplishment” it to the
compulsory stage, and there is no pledge that this task is
attainable in principle. In addition, hiring the “average” is an
excessive waste (Mingers, & Lipitakis, 2010). The “average”
candidate not only absorbs the planned budget for selection, but
also additionally - significant training resources. The main
tenets of Google in recruiting are as follows: Slow and thorough
selection and hiring
The position of the Google leadership is as follows: only 10%
of the candidates (at most!) Will be excellent employees, so you
need to conduct more interviews and consider more applicants.
“At most,” because in fact, the best in most industries are not
actually looking for work. Why? Just because they are the best,
enjoy the success achieved in their place. So the chances of
hiring a brilliant specialist by looking at the submitted resumes
are slim. But sometimes as a result of a long selection, you can
attract outstanding people.Best practice into concepts
The company's strategy should also take into account the
nuances of the formulation of the mission of the company. The
best practice is to helps the internet user to find anything on the
internet. The control system is complicated, but possible, using
and considering the higher nature of man. According to the
theory of Abraham Maslow, which is widely used in economics,
including strategic management, the pyramid of human needs is
organized in such a way that to successfully motivate the
control object. It is necessary to satisfy not only their lower

physiological needs, such as hunger, thirst, sex drive, etc.,
security needs.It gives value to work
In just a decade Google not only transformed the way we seek,
but also, its products were introduced into the daily life of the
world in a record period of time. Therefore, working on
developing a Google product means working on something with
the potential to impact the lives of millions of people around
the world, which is quite inspiring for all Google employees.
In addition, employees can choose the project they want and
allocate 20% of their work time. Although the majority choose
to join some of the ideas already in development, it is also
encouraged to propose something totally new and that does not
even have to do with the company's business. This practice has
given Google totally unexpected benefits, and has become one
of the company's main sources of innovationOptimize efforts
through analytical tools
Google grants various benefits to its employees but some of
them come out of the ordinary, such as free haircuts in the
office. Even these benefits are right and are based on personnel
analytics. Google has developed a scientific approach in terms
of talent management and human resources. Their decisions are
always driven by data, from ways to increase retention, to the
various benefits and rewards of employees. In order to better
manage their teams, Google has developed a project to
encourage managers to empower their teams. According to the
company, the strategy helps streamline processes and still
motivates employees.
The company’s hiring strategy is completely non-
discriminatory, and it’s preferred not so much by experienced as
by proficient workers. These values have allowed us to make a
team that imitates the interests and favorites of Google search
engine users around the world. Google has workplaces about the
world, and Google’s tech centers service gifted people who live
anywhere from Zurich to Bangalore. Business workers speak
dissimilar languages, from Turkish to Telugu. Out-of-office
interests can range from off-road cycling to mauve discerning,

from flying to flying saucer games. Growing expansion teams,
Google remains to search for individuals.How could another
organization adopt this best practice?
Many other organizations adopt this organization practice, such
as yahoo, Bingo, and so. They are competitive in the google
management company. The biggest differentiating factor of
Google is the constant innovation applied to all our products,
which has allowed us to break into the industry with new
services and functionalities that have revolutionized the way we
search, buy, move, consume content, communicate, etc. All
these products and innovations have been in line with our main
mission as a company -organize the information of the world
and make it available to everyone-, which has been our north
since its birth.
Some of these practices have generated complaints to US
antitrust regulators. and Europe, which for now have led to few
changes in Google practices. The company also provides
answers to a growing list of questions on its results page so
users don't have to click on a link. That could upset an implicit
agreement with website operators: Google reproduces pieces of
information and puts links to its sites on its search results page.
Some users keep going to the links, but others may not see the
need to continue doing so. In terms of search engine:
· Yahoo
· Baidu (China)
· Bing
· Digital and Internet businesses that can compete with Google ,
the so-called "Big Four" Internet, or 4 OTT (Over The Top):
· Google
· Facebook
· Apple
·
· AmazonBoosts flexibility at work
Google employees have great freedom to control their time. In
this way, everyone can manage what they do and try to make the
most of the time they have allocated to work. Of course, this

freedom has the risk of someone working less than they should,
and that is why Google's recruitment process is always looking
for ambitious people with a record full of achievements. In case
this is not enough, Google always inspires the commitment
through the practices listed above. Fostering this freedom also
goes hand in hand with facilitating collaboration from any
device and from anywhere.Conclusion
Google is an innovative company, which also manifests itself in
the search for new ways to find those who, according to her
ideas, are gifted enough to replenish the ranks of googlers.
Google's goals as a company just an overview of the entire map
of goals, a high-level approach for the entire company, where
each member has their own achievements to achieve. Perhaps all
this may seem at first sight complicated, arduous and even
contradictory, but remember that a good goal plan is essential to
bring your business to success. The marketing objectives are
closely linked to the company's mission that is: "Organize the
world's information and make it universally accessible and
useful." From the beginning, our goal was to develop services
that will significantly improve the lives of as many people as
possible. Not only for some, but for everyone. Google’s
marketing plan and all the actions that compose it have this
great objective in mind. Therefore, the essential thing to
remember is that the more detailed and challenging your goals
are, the more likely you are to achieve them.

References
Comino, S., Manenti, F. M., & Mariuzzo, F. (2019). Updates
management in mobile applications: iTunes versus Google Play.
Journal of Economics & Management Strategy.
Gonzalez, H., Halevy, A. Y., Jensen, C. S., Langen, A.,
Madhavan, J., Shapley, R., ... & Goldberg-Kidon, J. (2010,
June). Google fusion tables: web-centered data management and
collaboration. In Proceedings of the 2010 ACM SIGMOD
International Conference on Management of data (pp. 1061-
1066). ACM.
Plantin, J. C., Lagoze, C., Edwards, P. N., & Sandvig, C.
(2018). Infrastructure studies meet platform studies in the age
of Google and Facebook. New Media & Society, 20(1), 293-310.
Mingers, J., & Lipitakis, E. (2010). Counting the citations: A
comparison of Web of Science and Google Scholar in the field
of business and management. Scientometrics, 85(2), 613-625.
Shane, S., & Wakabayashi, D. (2018). ‘The Business of War’:
Google Employees Protest Work for the Pentagon. The New
York Times, 4(04).
Verma, A., Pedrosa, L., Korupolu, M., Oppenheimer, D., Tune,
E., & Wilkes, J. (2015, April). Large-scale cluster management
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Conference on Computer Systems (p. 18). ACM.
Eleventh Edit ion
Organizational
Behavior & Management
Robert Konopaske
John M. Ivancevich

Michael T. Matteson
Eleventh Edition
Robert Konopaske
Associate Professor of Management,
McCoy College of Business
Administration, Texas State University
John M. Ivancevich
Hugh Roy and Lillie Cranz Cullen Chair
and Professor of Organizational Behavior
and Management, C. T. Bauer College of
Business, University of Houston
Michael T. Matteson
Professor Emeritus Organizational
Behavior and Management, C. T. Bauer
College of Business, University of Houston
Organizational
Behavior and
Management
This book is dedicated to our students and
colleagues who inspire and challenge us.
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT,
ELEVENTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York,

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Library of Congress Cataloging-in-Publication Data
Names: Konopaske, Robert, author. | Ivancevich, John M.,
author. | Matteson, Michael T., author.
Title: Organizational behavior and management/Robert
Konopaske, Associate Professor of Management,
McCoy College of Business Administration, Texas State
University, John M. Ivancevich, Hugh Roy and
Lillie Cranz Cullen Chair and Professor of Organizational
Behavior and Management, C. T. Bauer College
of Business, University of Houston, Michael T. Matteson,
Professor Emeritus Organizational Behavior and
Management, C. T. Bauer College of Business, University of
Houston.
Description: Eleventh Edition. | Dubuque, IA : McGraw-Hill
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Organizational behavior and management.
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iii
About the Authors
Robert Konopaske is Associate Professor of Management at the
McCoy College of Business
Administration, Texas State University. He earned his Doctoral
Degree in management from the
University of Houston, a Master’s Degree in international
business studies from the University
of South Carolina, and an undergraduate degree at Rutgers
University. His teaching and research
interests focus on international management, organizational
behavior, and human resource
management issues.
The recipient of numerous teaching awards at four different
universities, Rob is also the
co-author of several textbooks, including: M: Management (4th
and 5th editions), Manage-
ment: Leading & Collaborating in a Competitive World (12th
edition), Organizations:
Behavior, Structure, Processes (11th, 12th, 13th, and 14th
editions), Organizational Behav-
ior and Management (7th, 8th, 9th, 10th, and 11th editions),

Human Resource Management
(12th edition) and Global Management and Organizational
Behavior. He has published
numerous academic articles in Journal of Managerial
Psychology, Journal of Applied
Psychology, Academy of Management Executive, Journal of
Management Education,
Journal of Business Research, Work and Stress, Human
Resource Management Review,
Management International Review, Business Horizons, Human
Resource Management, and
International Journal of Human Resource Management. He has
served on the editorial
boards of two international management journals, and has held
multiple national leadership
positions for the Academy of Management’s Human Resource
Division. Rob has worked in
the private, nonprofit, and education sectors, and has conducted
research-based consulting
for such global companies as Credit Suisse,
PricewaterhouseCoopers, and KPMG.
John (Jack) M. Ivancevich (August 16, 1939–October 26, 2009):
In Memoriam.
Hugh Roy and Lillie Cranz Cullen Chair and Professor of
Organizational Behavior and
Management, C. T. Bauer College of Business, University of
Houston; B.S. from Purdue
University, and MBA and DBA from the University of
Maryland.
Never one to miss a deadline, Jack submitted his last revisions
for this textbook during
the summer of 2009. A few months later, he passed away with
quiet dignity surrounded by
loved ones. On that day, the management discipline lost a
passionate and award-winning

educator, and an influential leader with an incomparable work
ethic and sense of integrity.
Jack led by example, and those of us who were fortunate enough
to know him were inspired
to work harder and reach higher than we ever thought possible.
Jack was committed to higher education and the creation and
dissemination of management
knowledge. He was comfortable in the classroom and would
encourage students to think criti-
cally about and apply the concepts and theories of
organizational behavior and management to
their lives. Jack had an “open door” policy, and spent countless
hours helping students and
answering their questions. His reputation as a tough teacher was
softened by his appreciation for
the need of many students to balance a desire for education with
a full-time job and family
demands. Among Jack’s most valued honors was the Ester
Farfel Award for Research, Teaching,
and Service Excellence, the highest honor bestowed to a
University of Houston faculty member.
Complementing his passion for teaching, Jack loved to write
books. He tried to write at least
300 days a year, averaging about 1,200 words per day. Over a
40-year period, Jack reached well
over a million students by authoring or co-authoring 88 books
about various aspects of manage-
ment and organizational behavior. In 1987, the first edition of
Organizational Behavior and
iv About the Authors
Management (with Michael T. Matteson) was published.
Preceding this textbook were several

others like the award-winning and popular textbook
Organizations: Behavior, Structure, Pro-
cesses (co-authored with James L. Gibson and James H.
Donnelly); which was first published in
1973 and is currently in its 14th edition. In 2005, Organizations
(11th edition) received the
McGuffey Longevity Award from the Text and Academic
Authors Association. This award rec-
ognizes textbooks and learning materials whose excellence has
been demonstrated over time. A
sample of Jack’s other textbooks include: Human Resource
Management, Global Management
and Organizational Behavior (co-authored with Robert
Konopaske), Management and Organi-
zational Behavior Classics (co-authored with Michael T.
Matteson), Fundamentals of Manage-
ment: Functions, Behavior, Models (co-authored with James L.
Gibson and James H. Donnelly),
and Management: Quality and Competitiveness (co-authored
with Peter Lorenzi, Steven
Skinner, and Philip Crosby).
Jack was not only an accomplished educator and book author
but also a prolific and
highly respected researcher. Well known for his highly
disciplined work ethic, Jack
authored or co-authored some 160 research articles, which were
published in such jour-
nals as Academy of Management Journal, Academy of
Management Review, Administra-
tive Science Quarterly, Journal of Applied Psychology, and
Harvard Business Review.
His research was highly influential and explored a range of
management and organiza-
tional behavior topics, including job stress, white-collar crime,
diversity management,
global assignments, job loss, absenteeism, job satisfaction, goal

setting, job performance,
training method effectiveness, and organizational climate. The
diversity of Jack’s research
reflected the complex and interrelated nature of management
issues in organizations. In
2000, in recognition of publishing a substantial number of
refereed articles in Academy of
Management journals, Jack was inducted into the Academy of
Management’s Journals
Hall of Fame as one of the first 33 Charter Members. This is an
impressive achievement
when considering that in 2000, the Academy of Management
had approximately 13,500
members.
In addition to teaching, writing books and conducting research,
Jack applied his knowl-
edge of organizational behavior and management to the several
leadership positions he
held since joining the University of Houston faculty in 1974. In
1975, he was named Chair
of the Department of Organizational Behavior and Management,
and in the following year,
Jack became the Associate Dean of Research for the College of
Business Administration at
UH. In 1979, Jack was awarded the Hugh Roy and Lillie Cranz
Cullen Chair of Organiza-
tional Behavior and Management, among the most prestigious
positions at the University
of Houston. From 1988–1995, he served as Dean of the UH
College of Business Adminis-
tration. In 1995, Jack was named UH Executive Vice President
for Academic Affairs and
Provost, a position he held for two years. Through visionary,
performance-driven, and prin-
cipled leadership, Jack left a lasting and meaningful imprint on
the entire University of

Houston community, including internal constituents like fellow
administrators, Deans, pro-
gram directors, faculty, staff, and students, as well as external
stakeholders like legislators,
donors, alumni, and area company executives. His
accomplishments were even more
extraordinary, given the fact that Jack continued to teach
classes, write books, and publish
research articles while holding these myriad leadership
positions.
Jack made innumerable contributions to all facets of higher
education, all of which will
be felt for years to come. Perhaps one of Jack’s greatest and
longest lasting legacies will be
from the many individuals he mentored during his 45 years in
higher education. As busy as
he was throughout his entire career, Jack was extremely
generous with his time and made
it a priority to mentor a large number of individuals, including
current and former students,
junior faculty, colleagues from the publishing industry, and
many others. He wanted people
to succeed and would do everything he could to help them
accomplish their goals.
About the Authors v
Jack would often invite younger faculty members to collaborate
with him on research proj-
ects. As a member of 80 doctoral and master’s committees, Jack
relished his role as mentor
and would spend hours with graduate students, helping and
guiding them through the pro-
cess of conducting original research for their theses or

dissertations. Jack was always will-
ing to make phone calls and write detailed letters of
recommendation on behalf of his
students to help them get hired or, later in their careers, get
promoted or be awarded tenure.
He invested heavily in these individuals and expected hard work
and commitment to excel-
lence in return. Many of these former graduate students are
professors at universities and
colleges throughout the United States and now find themselves
mentoring and inspiring
their own students.
On a personal note, Jack was my mentor, colleague, and friend.
Words cannot capture how
grateful and honored I feel to have worked so closely with him
on several organizational
behavior textbooks and research projects over the past 12 years.
We became acquainted in
1999, after Jack agreed to be my dissertation chair at the
University of Houston. Given Jack’s
stature and commanding presence, I was a little intimidated by
him in the beginning but
quickly realized he was a “gentle giant” who could switch
rapidly between discussions of
research, books, academic careers, teaching, and the importance
of being a good family man
and father, and achieving balance in one’s life. Jack was a great
story teller and especially
liked relating tales of his early years in the south side of
Chicago. Like me, he was proud of
the fact that he grew up in a multiethnic environment where
one’s parents, extended family,
and family friends were always around to keep an eye on the
kids in the neighborhood, while
always ready to offer them a delicious home-cooked meal. Jack
taught me many things; some

lessons were passed along during thoughtful conversations, but
most came by observing him
in action. Jack taught me to take life “head on” with a strong,
positive, and can-do attitude
while never losing sight of the importance of being a loving and
committed husband and
father. He will be sorely missed by all of us who were fortunate
to have been touched by his
warm friendship and guided by his generous spirit.
Jack is survived by his wife of 37 years, Margaret (Pegi)
Karsner Ivancevich; son Daniel
and wife Susan; daughter Jill and husband David Zacha, Jr.; and
grandchildren Kathryn
Diane and Amanda Dana Ivancevich, and Hunter David
Michael, Hailey Dana, and
Hannah Marie Zacha. Jack was preceded in death by his beloved
daughter Dana and by his
first wife, Diane Frances Murphy Ivancevich.
Robert Konopaske
December 28, 2009
Michael T. Matteson is an Emeritus Professor of Management at
the University of
Houston. After receiving his Ph.D. in industrial psychology
from the University
of Houston, Mike taught graduate and undergraduate courses in
the C. T. Bauer College
of Business for over three decades. He also served as Associate
Dean and Department
Chairperson at the University of Houston. Mike has published
numerous research and
theory-based articles on occupational stress, managing stress,
preventive health, work-site
health promotion, intervention programs, and research methods.
He has consulted with

and provided training programs for organizations in numerous
industries. He is the
co-author or co-editor of a number of textbooks and trade books
including Stress and
Work: A Managerial Perspective, Management and
Organizational Behavior Classics,
and Controlling Work Stress.
vi
Brief Contents
Preface xiii
PART ONE
The Field of Organizational Behavior 1
1 Effective Managers Understand
Organizational Behavior 3
2 International and Organizational
Culture 31
PART TWO
Understanding and Managing Individual
Behavior 55
3 Individual Differences at Work 57
4 Perceptions and Attributions 81
5 Motivation 101
6 Job Design and Performance 131
7 Evaluation and Rewards Influence
Behavior 157
8 Managing Employee Behavior 191
9 Managing Individual Stress 213

PART THREE
Group Behavior and Interpersonal
Influence 245
10 Groups and Teams 247
11 Managing Conflict and Negotiations 279
12 Power and Politics 307
PART FOUR
Organizational Processes 335
13 Communicating Effectively 337
14 Decision Making 371
15 Leadership 401
PART FIVE
Organizational Design, Change, and
Innovation 437
16 Organizational Structure and Design 439
17 Managing Organizational Change 471
APPENDIX
Quantitative and Qualitative Research
Techniques for Studying Organizational
Behavior and Management Practice 503
GLOSSARY 513
ENDNOTES 525
INDEXES 575
vii
Contents

Preface xiii
PART ONE
THE FIELD OF ORGANIZATIONAL
BEHAVIOR 1
Chapter 1
Effective Managers Understand
The Evolution of Management 5
Scientific Management 6
Administrative Management 7
Why Study Organizational Behavior? 7
Leaders and Organizational Behavior 9
The Hawthorne Studies 9
Systems Theory and Organizational Effectiveness 10
Quality 12
Productivity 12
Efficiency 13
Satisfaction 13
Adaptiveness 13
Development 13
Environmental Forces Reshaping
Management Practice 14
Framing the Study of
The Organization’s Environment 18
Understanding and Managing Individual Behavior 18
Group Behavior and Interpersonal Influence 21
Organizational Processes 23
Organizational Design, Change, and Innovation 24

Summary of Key Points 25
Review and Discussion Questions 26
Exercise 26
Case 29
Chapter 2
International and Organizational
Culture 31
National Culture and Values Influence Workplace
Behavior 32
Organizational Culture Matters 34
Organizational Culture Defined 35
Organizational Culture and Its Effects 35
Creating Organizational Culture 37
Influencing Culture Change 40
Socialization Sustains the Culture 41
Anticipatory Socialization 42
Accommodation 42
Role Management 43
Characteristics of Effective Socialization 43
Mentoring 43
Spirituality and Culture 46
Exercises 50
Case 52
PART TWO
UNDERSTANDING AND MANAGING
INDIVIDUAL BEHAVIOR 55

Chapter 3
Individual Differences at Work 57
Why Individual Differences Matter 57
Individual Differences Influence Work Behavior 58
Diversity 59
Abilities and Skills 62
Attitudes 64
Personality 67
Emotions 72
Exercise 77
Case 79
Chapter 4
Perceptions and Attributions 81
The Perceptual Process 81
Perceptual Grouping 85
Perceptual Groupings Can Create Inaccuracies 87
Stereotyping 87
Selective and Divided Attention 88
viii Contents
Halo Effect 88
Similar-to-Me Errors 89
Situational Factors 89
Needs and Desires 89
Attribution Theory 90

Impression Management 92
An Interpersonal Process 92
A Model and Impression Management
in Practice 93
Exercises 96
Case 99
Chapter 5
Motivation 101
The Starting Point: Needs Motivate Employees 103
Content Approaches 105
Maslow’s Needs Hierarchy 105
Alderfer’s ERG Theory 107
Herzberg’s Two-Factor Theory 108
McClelland’s Learned Needs Theory 111
A Synopsis of the Four Content Theories 112
Process Approaches 113
Expectancy Theory 113
Equity Theory 115
Change Procedures to Restore Equity 115
Research on Equity 116
Goal Setting 119
Goal-Setting Research 121
Motivation and the Psychological Contract 122
Effective Managers Motivate Their Employees 123
Exercise 126
Case 127

Chapter 6
Job Design and Performance 131
Job Design and Quality of Work Life 132
A General Model of Job Design 133
Job Performance Outcomes 134
Objective Outcomes 134
Behavioral Outcomes 134
Intrinsic and Extrinsic Outcomes 135
Job Satisfaction Outcomes 136
Job Design: Range, Depth, and Relationships 137
Range and Depth 137
Job Relationships 138
The Way People Perceive Their Jobs 139
Job Characteristics 140
Individual Differences 140
Social Setting Differences 140
Increasing Range in Jobs: Job Rotation and Job
Enlargement 141
Job Rotation 141
Job Enlargement 141
Increasing Depth in Jobs: Job Enrichment 142
Self-Managed Teams 145
Alternative Work Arrangements 146
Total Quality Management and Job Design 149
Exercise 153
Case 155

Chapter 7
Evaluation and Rewards Influence
Behavior 157
Evaluation of Performance 158
Purposes of Evaluation 158
Focus of Evaluation 160
Improving Evaluations 160
Performance Evaluation Feedback 161
Purpose of Evaluation Feedback 162
A Feedback Model 162
Multisource Feedback: A 360-Degree
Approach 163
Reinforcement Theory 164
Reinforcement 165
Punishment 165
Extinction 165
Reinforcement Schedules 165
A Model of Individual Rewards 167
Intrinsic and Extrinsic Rewards 168
Rewards Interact 171
Administering Rewards 172
Rewards Affect Important Organizational
Outcomes 174
Turnover and Absenteeism 174
Job Performance 175
Organizational Commitment 175
Innovative Reward Systems 176
Skill-Based Pay 176

Broadbanding 176
Concierge Services 178
Team-Based Rewards 178
Contents ix
Part-Time Benefits 179
Gain-Sharing 180
Employee Stock Ownership Plans 180
Line of Sight: The Key Issue 181
Exercises 184
Case 188
Chapter 8
Managing Employee Behavior 191
The Management of Employee Behavior 191
The Emerging Study of Misbehavior 193
Antecedents 193
Mediators 193
Outcomes 195
Costs 195
Management Interventions 195
Selected Misbehaviors 196
Sexual Harassment 196
Aggression and Violence 198
Bullying 199
Incivility 200
Fraud 201
Substance Abuse at Work 203

Cyberslacking 204
Sabotage 205
Theft 206
Privacy 207
E-Mail Privacy 208
The Organizational Threshold 208
Testing Policy 209
Case 210
Chapter 9
Managing Individual Stress 213
What Is Stress? 214
Stress Model 216
Work Stressors: Individual, Group, and
Organizational 218
Individual Stressors 218
Group, Organizational, and Nonwork Stressors 220
Cognitive Appraisal 221
Coping with Stress 222
Stress Outcomes 223
Individual Outcomes 223
Organizational Consequences 227
Stress Moderators 228
Personality 228
Type A Behavior Pattern 229
Social Support 230
Managing Stress: Individual and Organizational
Approaches 230

Maximizing Person–Environment Fit 232
Organizational Stress Prevention and Management
Programs 233
Exercise 240
Case 243
PART THREE
GROUP BEHAVIOR AND
INTERPERSONAL INFLUENCE 245
Chapter 10
Groups and Teams 247
The Nature of Groups 249
Types of Groups 250
Formal Groups 251
Informal Groups 251
Why People Form Groups 252
Stages of Group Development 253
Forming 253
Storming 253
Norming 254
Performing 254
Adjourning 254
Characteristics of Groups 255
Composition 255
Status Hierarchy 255
Roles 256
Norms 257

Leadership 258
Cohesiveness 259
Group Effectiveness 262
Teams 263
Types of Teams 263
Team Effectiveness 267
Exercises 272
Case 277
x Contents
Chapter 11
Managing Conflict and Negotiations 279
A Contemporary Perspective on Intergroup
Conflict 280
Functional Conflict 281
Dysfunctional Conflict 281
Conflict and Organizational Performance 281
What Causes Intergroup Conflict? 282
Work Interdependence 282
Goal Differences 284
Perceptual Differences 284
The Consequences of Dysfunctional Intergroup
Conflict 285
Changes within Groups 285

Changes between Groups 286
Managing Intergroup Conflict through
Resolution 287
Dominating 287
Accommodating 288
Problem Solving 288
Avoiding 290
Compromising 290
Stimulating Constructive Intergroup Conflict 292
Bringing Outside Individuals into
the Group 292
Altering the Organization’s Structure 293
Stimulating Competition 293
Using Programmed Conflict 293
Negotiations 293
Win–Lose Negotiating 294
Win–Win Negotiating 295
Negotiation Tactics 296
Increasing Negotiation Effectiveness 296
Using Third-Party Negotiations 297
Negotiating Globally 298
Improving Negotiations 299
Exercises 302
Case 305
Chapter 12
Power and Politics 307

The Concept of Power 307
Where Does Power Come From? 309
Interpersonal Power 309
Structural Power 311
Empowerment 314
Subunit or Interdepartmental Power 316
Coping with Uncertainty 317
Centrality 317
Substitutability 318
Obedience and the Illusion of Power 318
Political Strategies and Tactics 320
Research on Politics 320
Game Playing 321
Political Influence Tactics 322
Impression Management 324
Ethics, Power, and Politics 325
Using Power to Manage Effectively 327
Exercises 330
Case 333
PART FOUR
ORGANIZATIONAL PROCESSES 335
Chapter 13
Communicating Effectively 337
The Communication Process 339
The Elements of Communication 340

Nonverbal Messages 342
Communicating within Organizations 343
Downward Communication 343
Upward Communication 343
Horizontal Communication 344
Diagonal Communication 344
Communicating Externally 344
Information Richness 346
Technology and Communication 347
Internet, Intranets, and Extranets 347
Electronic Mail, Messaging, and Social
Networking 347
Smartphones 349
Voice Mail 349
Videoconferencing, Teleconferencing, and e-Meetings/
Collaboration 349
Interpersonal Communication 350
Multicultural Communication 351
Words 351
Space 352
Time 352
Barriers to Effective Communication 353
Frame of Reference 353
Selective Listening 354
Value Judgments 354
Contents xi

Source Credibility 355
Filtering 355
In-Group Language 355
Status Differences 356
Time Pressures 356
Communication Overload 356
Improving Communication in Organizations 357
Following Up 357
Regulating Information Flow 357
Face-to-Face Communication 358
Empathy 358
Repetition 359
Encouraging Mutual Trust 359
Effective Timing 359
Simplifying Language 359
Using the Grapevine 359
Ethical Communication 360
Exercise 363
Case 365
Chapter 14
Decision Making 371
Types of Decisions 372
A Rational Decision-Making Process 374
Establish Goals and Measure Results 374
Identify and Analyze the Problem(s) 375
Develop Alternative

Solution
s 376
Evaluate Alternative

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