Obsessive-compulsive personality, 71

Open-mindedness, 281

Openness, 67, 68e, 69

Operant conditioning theory, 110

Oral communication, 175–176

Organic model, 258

Organic structures, 294

Organizational behavior (OB)

• absolutes in, 7–8

• challenges and opportunities for, 8, 9e

• continuing globalization of, 8–10

• core topics of, 3

• definition of, 3

• disciplines that contribute to, 6–7, 7e

• emotions in, 59–63

• history of, 1–2

• implications for managers, 15–16

• management and, 2

• moods in, 59–63

Organizational behavior (OB) model, 13e

• development of, 12–13

• inputs, 13

• outcomes, 14–15

• processes, 13

Organizational change

• about, 285

• action research in, 291

• appreciative inquiry in, 293

• approaches to managing, 290–293, 290e, 291e

• building support and commitment for, 288

• coercion in, 289

• communication in, 287

• creating a culture for, 293–296, 295e

• creating a learning organization, 295–296, 295e

• developing positive relationships for, 288

• DLOQ in, 295

• forces for, 286

• implementing changes fairly in, 289

• intergroup development in, 293

• Kotter’s eight-step plan, 290, 291e

• Lewin’s three-step model, 290, 290e

• managing paradox in, 293–294

• manipulation, cooptation in, 289

• organizational development in, 291–293

• overcoming resistance to, 287–289

• participation in, 287

• process consultation in, 292

• politics of, 290

• reactionary vs. planned, 286

• resistance to, 287–289, 288e

• selecting people to accept, 289

• sensitivity training in, 292

• stimulating a culture of innovation for, 294–295

• stress and, 296

• summary of, 304–305

• survey feedback for, 292

• team building in, 292

Organizational citizenship behavior (OCB), 14, 42

Organizational climate, 269

Organizational commitment, 37

Organizational communication, 304

Organizational culture

• about, 266

• as an asset, 271–272

• beginning, 273

• creating, sustaining, 273–276, 274e, 275e, 276e

• creating climate, 269

• employee learning, 277–278

• ethical, 269–270, 278–279

• formalization vs., 268

• formation of, 276

• functions of, 268–269

• global context in, 282

• influencing, 278–282, 281e

• innovation and, 270

• keeping alive, 274–276, 274e, 275e, 276e

• as liability, 272–273

• positive, 279–280

• spiritual, 280–282, 281e

• strong vs. weak, 267–268

• summary of, 283, 283e

• sustainability and, 270

• uniformity in, 266–267, 267e

Organizational demography, 163

Organizational development (OD), 291–293

Organizational justice, 111–112, 112e

distributive justice, 112

ensuring justice, 114

culture and, 114

equity theory, 111–112, 111e

informational justice, 113

interpersonal justice, 113

organizational justice, 111–112, 112e

outcomes, 113–114

procedural justice, 112–113

Organizational situations, 73–74

Organizational strategies, 258, 258e

• cost-minimization, 259

• imitation, 259

• innovation, 259

• structural, 259, 259e

Organizational structure

• about, 246, 246e

• boundary spanning in, 251–252

• bureaucracy in, 253–254

• centralization, decentralization in, 250–251, 263

• chain of command in, 248–249

• circular, 257

• common frameworks, 252–255, 254e

• departmentalization in, 247–248

• designing, 255–257, 255e, 262–263

• differences in, 258–262, 258e, 261e

• divisional, 254

• downsizing in, 257–258

• employee behavior and, 262–263

• environment and, 260–261

• formalization in, 251

• functional, 253

• institutions and, 261–262

• matrix, 254–255, 254e

• national culture in, 263

• predictability vs. autonomy, 263

• simple, 252

• size and, 260

• span of control in, 249–250, 249e, 262

• strategies for, 258–259, 258e, 259e

• summary of, 263–264

• team, 256

• technology in, 260

• virtual design, 255–256, 255e

• work specialization in, 246–247, 247e, 262

Organizational survival, 15

Orientation, 266

Outcome orientation, 266

Outcomes, in OB model, 14–45

Outgroup, 138–139

Overconfidence bias, 89