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Organizational Behavior

Introduction

Organizational BehaviorIntroduction
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Table of contents
  1. Preface
  2. 1 Management and Organizational Behavior
    1. Introduction
    2. 1.1 The Nature of Work
    3. 1.2 The Changing Workplace
    4. 1.3 The Nature of Management
    5. 1.4 A Model of Organizational Behavior and Management
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Critical Thinking Case
  3. 2 Individual and Cultural Differences
    1. Introduction
    2. 2.1 Individual and Cultural Factors in Employee Performance
    3. 2.2 Employee Abilities and Skills
    4. 2.3 Personality: An Introduction
    5. 2.4 Personality and Work Behavior
    6. 2.5 Personality and Organization: A Basic Conflict?
    7. 2.6 Personal Values and Ethics
    8. 2.7 Cultural Differences
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  4. 3 Perception and Job Attitudes
    1. Introduction
    2. 3.1 The Perceptual Process
    3. 3.2 Barriers to Accurate Social Perception
    4. 3.3 Attributions: Interpreting the Causes of Behavior
    5. 3.4 Attitudes and Behavior
    6. 3.5 Work-Related Attitudes
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  5. 4 Learning and Reinforcement
    1. Introduction
    2. 4.1 Basic Models of Learning
    3. 4.2 Reinforcement and Behavioral Change
    4. 4.3 Behavior Modification in Organizations
    5. 4.4 Behavioral Self-Management
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  6. 5 Diversity in Organizations
    1. Introduction
    2. 5.1 An Introduction to Workplace Diversity
    3. 5.2 Diversity and the Workforce
    4. 5.3 Diversity and Its Impact on Companies
    5. 5.4 Challenges of Diversity
    6. 5.5 Key Diversity Theories
    7. 5.6 Benefits and Challenges of Workplace Diversity
    8. 5.7 Recommendations for Managing Diversity
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  7. 6 Perception and Managerial Decision Making
    1. Introduction
    2. 6.1 Overview of Managerial Decision-Making
    3. 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
    4. 6.3 Programmed and Nonprogrammed Decisions
    5. 6.4 Barriers to Effective Decision-Making
    6. 6.5 Improving the Quality of Decision-Making
    7. 6.6 Group Decision-Making
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  8. 7 Work Motivation for Performance
    1. Introduction
    2. 7.1 Motivation: Direction and Intensity
    3. 7.2 Content Theories of Motivation
    4. 7.3 Process Theories of Motivation
    5. 7.4 Recent Research on Motivation Theories
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  9. 8 Performance Appraisal and Rewards
    1. Introduction
    2. 8.1 Performance Appraisal Systems
    3. 8.2 Techniques of Performance Appraisal
    4. 8.3 Feedback
    5. 8.4 Reward Systems in Organizations
    6. 8.5 Individual and Group Incentive Plans
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  10. 9 Group and Intergroup Relations
    1. Introduction
    2. 9.1 Work Groups: Basic Considerations
    3. 9.2 Work Group Structure
    4. 9.3 Managing Effective Work Groups
    5. 9.4 Intergroup Behavior and Performance
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  11. 10 Understanding and Managing Work Teams
    1. Introduction
    2. 10.1 Teamwork in the Workplace
    3. 10.2 Team Development Over Time
    4. 10.3 Things to Consider When Managing Teams
    5. 10.4 Opportunities and Challenges to Team Building
    6. 10.5 Team Diversity
    7. 10.6 Multicultural Teams
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  12. 11 Communication
    1. Introduction
    2. 11.1 The Process of Managerial Communication
    3. 11.2 Types of Communications in Organizations
    4. 11.3 Factors Affecting Communications and the Roles of Managers
    5. 11.4 Managerial Communication and Corporate Reputation
    6. 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  13. 12 Leadership
    1. Introduction
    2. 12.1 The Nature of Leadership
    3. 12.2 The Leadership Process
    4. 12.3 Leader Emergence
    5. 12.4 The Trait Approach to Leadership
    6. 12.5 Behavioral Approaches to Leadership
    7. 12.6 Situational (Contingency) Approaches to Leadership
    8. 12.7 Substitutes for and Neutralizers of Leadership
    9. 12.8 Transformational, Visionary, and Charismatic Leadership
    10. 12.9 Leadership Needs in the 21st Century
    11. Key Terms
    12. Summary of Learning Outcomes
    13. Chapter Review Questions
    14. Management Skills Application Exercises
    15. Managerial Decision Exercises
    16. Critical Thinking Case
  14. 13 Organizational Power and Politics
    1. Introduction
    2. 13.1 Power in Interpersonal Relations
    3. 13.2 Uses of Power
    4. 13.3 Political Behavior in Organizations
    5. 13.4 Limiting the Influence of Political Behavior
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  15. 14 Conflict and Negotiations
    1. Introduction
    2. 14.1 Conflict in Organizations: Basic Considerations
    3. 14.2 Causes of Conflict in Organizations
    4. 14.3 Resolving Conflict in Organizations
    5. 14.4 Negotiation Behavior
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  16. 15 External and Internal Organizational Environments and Corporate Culture
    1. Introduction
    2. 15.1 The Organization's External Environment
    3. 15.2 External Environments and Industries
    4. 15.3 Organizational Designs and Structures
    5. 15.4 The Internal Organization and External Environments
    6. 15.5 Corporate Cultures
    7. 15.6 Organizing for Change in the 21st Century
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  17. 16 Organizational Structure and Change
    1. Introduction
    2. 16.1 Organizational Structures and Design
    3. 16.2 Organizational Change
    4. 16.3 Managing Change
    5. Key Terms
    6. Summary of Learning Outcomes
    7. Chapter Review Questions
    8. Management Skills Application Exercises
    9. Managerial Decision Exercises
    10. Critical Thinking Case
  18. 17 Human Resource Management
    1. Introduction
    2. 17.1 An Introduction to Human Resource Management
    3. 17.2 Human Resource Management and Compliance
    4. 17.3 Performance Management
    5. 17.4 Influencing Employee Performance and Motivation
    6. 17.5 Building an Organization for the Future
    7. 17.6 Talent Development and Succession Planning
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  19. 18 Stress and Well Being
    1. Introduction
    2. 18.1 Problems of Work Adjustment
    3. 18.2 Organizational Influences on Stress
    4. 18.3 Buffering Effects of Work related Stress
    5. 18.4 Coping with Work related Stress
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Critical Thinking Case
  20. 19 Entrepreneurship
    1. Introduction
    2. 19.1 Overview of Entrepreneurship
    3. 19.2 Characteristics of Successful Entrepreneurs
    4. 19.3 Business Model Canvas
    5. 19.4 New Venture Financing
    6. 19.5 Design Thinking
    7. 19.6 Optimal Support for Entrepreneurship
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  21. A | Scientific Method in Organizational Research
  22. B | Scoring Keys for Self-Assessment Exercises
  23. References
  24. Index
Exhibit 19.1 (Credit: Marco Verch /flickr / Attribution 2.0 Generic (CC BY 2.0))

Learning Outcomes

After reading this chapter, you should be able to answer these questions:

  1. What are some different types of entrepreneurship?
  2. What characteristics lead individuals to become entrepreneurs?
  3. How can the business model canvas help us to describe and assess a business model?
  4. How do entrepreneurs finance their new business ideas?
  5. How can entrepreneurs leverage design thinking to solve complex problems and navigate uncertain environments?
  6. How can government support entrepreneurship?

Exploring Managerial Careers

Maria Rose Belding, MEANS Database

One day while volunteering at her local food shelter in Iowa, middle school student Maria Rose Belding was forced to throw out hundreds of boxes of expired macaroni and cheese. While Maria carried the boxes to the trash, she walked past hungry families waiting for food, and she considered the sheer size of the world’s hunger problem. In the United States alone, over 133 billion pounds of food is thrown out annually, and there are over 45 million Americans who do not have enough to eat. Belding’s experience led her to create MEANS (Matching Excess and Need for Stability) Database, a nonprofit organization that creates an online network for food pantries and shelters to communicate with anyone that may have extra food, such as restaurants, grocery stores, and caterers. Through MEANS’s app and website, excess food that would be discarded is instead sent to a shelter or food pantry.

Belding knew that she needed to create a platform to connect food pantries to food surpluses, but she did not know how. Grant Nelson, a law student at George Washington University, cofounded MEANS with Belding. Nelson led the data science and technology components and built the cloud infrastructure that MEANS needed to be successful in Belding’s goal of connecting people or organizations with extra food to those who need it. MEANS Database uses cloud-based software and e-mail-based communications to match food pantries with surplus food.

Many people donate food to shelters with good intentions, but it often is not the right type of food for a certain shelter. For example, some shelters predominantly serve senior citizens with health issues such as hypertension, mandating a low-sodium diet. When a food pantry receives a ramen noodle donation, the staff should not give it to the elderly, and might instead throw the ramen away. MEANS allows pantry staff to post the unwanted food so that another pantry can claim the donation. For both food recipients and donors, the process is straightforward, and it is free to create an account with MEANS. The shelter provides its location, needs, and distance willing to travel for a food dimension. On the donation end, a shelter, restaurant, or any other potential donor of extra food can report the type and amount of food they are trying to give away, and MEANS e-mails the local pantries looking for that type of food. The MEANS technology enables the transactions in which both parties must agree for the food to be transferred.

Belding continued to build MEANS Database during her high school studies and later as a premedical undergraduate student at American University. She received several honors for her efforts, including L’Oréal Women of Worth and one of CNN’s top ten recipients of “Hero of the Week” of 2018. Belding plans to pass daily management of MEANS to her staff and remain on the board during her medical school studies. MEANS Database has moved over two million pounds of food across 48 states and is exploring international possibilities.

Sources: Maria Belding, “Math matters (but actually): We Can Solve Hunger With Numbers,” December 02, 2015, https://www.huffingtonpost.com/maria-rose-belding/math-matters-but-actually_b_8698146.html; Ykaie Du, “Feeding the Hungry with Data Science - The Possibility Report,” 2017, https://www.theatlantic.com/sponsored/vmware-2017/hungry-data-science/1796/; Nancy Dunham, “How a Once-Bullied Student Created a Network to Feed Thousands: 'We Want to Get Wasted Food to People Who Need It,'” March 17, 2016, http://people.com/human-interest/maria-rose-belding-bullied-student-created-a-network-to-feed-thousands/ Ron Fournier, “Fighting Hunger the Millennial Way,” December 22, 2015, Retrieved from https://www.theatlantic.com/politics/archive/2015/12/fighting-hunger-the-millennial-way/461856/ Terrence McCoy, “The revolutionary technology helping to fight food waste,” December 6, 2015, https://www.washingtonpost.com/local/social-issues/the-revolutionary-technology-thats-helping-end-americas-chronic-food-waste/2015/12/06/0a491cb8-9a9c-11e5-8917-653b65c809eb_story.html?noredirect=on&utm_term=.d4f9663f5cfc MEANS Database - a nonprofit food rescue platform, 2019, https://www.meansdatabase.com/

Maria Rose Belding is one of millions of the world’s entrepreneurs—that is, individuals who recognize and pursue opportunities, take on risk, and convert these opportunities into value-added ventures that can survive in a competitive marketplace. Entrepreneurs hail from many backgrounds and age groups—with Belding representing young middle school, high school, and college entrepreneurs. Entrepreneurs have in common a drive to achieve and grow and a willingness to take initiative and personal responsibility. Entrepreneurs frequently require other resources such as cofounders and teams, and then must build a large network of customers, suppliers, and other stakeholders. While MEANS Database is a registered nonprofit, MEANS has many for-profit competitors and partners.

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