组织行为学：概念，争议，应用（英文版.第7版） azw3 网盘 高速 下载地址大全 免费

本书是一本在组织行为理论方面非常系统的专业教材。组织行为理论是管理理论中非常重要的一个部分，作者针对管理者的特性设置了原理、应用方法、案例加上争议点的结构，每章的争议点都客观地列出正反两方面的观点以帮助读者建立起辩证的思维方法。全书围绕个人、群体和组织系统三个层次的线索以讨论的语气递进展开。同时，围绕组织变革的动力即劳动力特性、技术、经济变革、竞争、社会发展趋势、世界政治变化等，作者将新的研究成果

Brief Contents Part One ?Introduction Chapter 1 What Is Organizational Behavior? Chapter 2 Responding to Global and Cultural Diversity Part Two ?The Individual Chapter 3 Foundations of Individual Behavior Chapter 4 Perception and Individual Decision Making Chapter 5 Values, Attitudes, and Job Satisfaction Chapter 6 Basic Motivation Concepts Chapter 7 Motivation: From Concepts to Applications Part Three The Group Chapter 8 Foundations of Group Behavior Chapter 9 Understanding Work Teams Chapter 10 Communication Chapter 11 Leadership Chapter 12 Power and Politics Chapter 13 Conflict, Negotiation, and Intergroup Behavior Part Four ?The Organization System Chapter 14 Foundations of Organization Structure Chapter 15 Technology, Work Design, and Stress Chapter 16 Human Resource Policies and Practices Chapter 17 Organizational Culture Part Five?Organizational Dynamics Chapter 18 Organizational Change and Development Appendix A The Historical Evolution of Organizational Behavior Appendix B Research in Organizational Behavior Appendix C Scoring Keys for "Learning About Yourself" Exercises Glossary G-l PART ONE ?INTRODUCTION Chapter 1 What Is Organizational Behavior? What Managers Do Management Functions 5 ?Management Roles 7 ?Management Skills 8 ?Effective vs. Successful Managerial Activities 8 ?A Review of the Manager's Job 9 Enter Organizational Behavior Replacing Intuition with Systematic Study Generalizations About Behavior 10 ?Consistency vs. Individual Differences 11 Challenges and Opportunities for OB 13 Improving Quality and Productivity 13 ?Improving People Skills 14 ? Managing Work Force Diversity 14 OB in the News: Work-Force Study Finds Divisions of Race and Gender Are Deep 16 Responding to Globalization 16 ?Empowering People 17 ? Stimulating Innovation and Change 17 ?Coping with "Temporariness" 18 ?Declining Employee Loyalty 18 OB in the News: The Flexible Work Force 19 Improving Ethical Behavior 20 Contributing Disciplines to the OB Field 21 Psychology 21 ?Sociology 22 ?Social Psychology 23 ? Anthropology 23 ?Political Science 24 There Are Few Absolutes in OB 24 Coming Attractions: Developing an OB Model An Overview 25 ?The Dependent Variables 25 ?The Independent Variables 28 ?Toward a Contingency OB Model 30 Summary and Implications for Managers For Review For Discussion Point: The Case for a Structural Explanation of Organizational Behavior Coimterpoint: The Case for a PsyGhological Explanation of Organizational Behavior Leaming About Yowself Exercise: How Does Your Ethical Behavior Rate? Working with Others Exercise: Work Force Diversity Exercise Ethical Dilemma Exercise: Can a Business Firm Be Too Ethical? Case Incident: Rosenbluth International Travel, Inc. Video Case: The Workplace of the 1990s Suggestions for Further Reading Notes Chapter 2 Responding to Global and Cultural Diversity Pervasiveness of Diversity International Diversity 44 ?Intranational Diversity Welcome to the Global Village Multinational Corporations 46 ?Regional Cooperative Arrangements Facing the Intemational Challenge American Biases OB in the News: Under Japanese Bosses, Americans Find Work Both Better and Worse The Foreign Born in America The Relevant Question: Are National Cultures Becoming More Homogeneous? Assessing Differences Between Countries The Kluckhohn-Strodtbeck Framework 52 ?The Hofstede Framework The Reality of Culture Shock OB in the News: Aren't Canadians Just Like Their Neighbors to the South? Inside the Organization: The Challenge of Work Force Diversity The Changing Workplace 61 ?Origins of the Diversity Movement ?From "Everyone's the Same" to "Acknowledging Differences" to "Valuing Differences" OB in the News: Hewlett-Packard Discovers Diversity Is Good for Business Managing Diversity in Organizations Flexible Work Arrangements 64 ?Child- and Elder-Care Benefits 65 ? Diversity Training Summary and Implications for Managers For Review for Discussion Pomt: Cross-Cultural Training Doesn't Work Counterpoint: Cross-Cultural Training Is Effective Leaming About Yourself Exercise: What's Your International IQ? Working with Others Exercise: Learning About Differences Through Analyzing Prejudice Ethical Dilemma Exercise: The Diversity Movement: What About Its Adverse Impact on White Males? Case Incident: Xerox of Mexicu Video Case: Are Women Really Treated Different from Men? Suggestions for Further Reading Notes Progessive Case: Part One, Introduction, Rob Panco: The Evolution of a Manager PART TWO ?THE INDIVIDUAL Chapter 3 Foundations of Individual Behavior Biographical Characteristics Age 83 ?Gender 84 ?Marital Status 85 ?Number of Dependents 85 ? Tenure Ability Intellectual Abilities 86 ?Physical Abilities 87 ?The Ability-Job Fit Personality What Is Personality? From Concepts to Skills: Self-Awareness: Do You Know Yourself? Personality Determinants 90 ?Personality Traits 92 ? Major Personality Attributes Influencing OB 94 ?Increase Your Self-Awareness: Assess Your Locus of Control 95 ?Increase Your Self-Awareness: How Machiavellian Are You? 96 ?Increase Your Self-Awareness: How's Your Self-Esteem? 97 ?Increase Your Self-Awareness: Are You a High Self-Monitor? 99 ?Increase Your Self-Awareness: Are You a Risk Taker? 100 ?Increase Your Self-Awareness: Are You a Type A? 102 ?Personality and National Culture 103 ?Matching Personalities andJobs Learning 105 A Definition of Learning 105 ?Theories of Learning OB in the News: Apprenticeship Programs at Siemens Shaping: A Managerial Tool 110 ?Some Specific Organizational Applications Summary and Implications for Managers For Review For Discussion Point: The Value of Traits in Explaining Attitudes and Behavior Counterpoint: The Limited Power of Traits in Organizations Leaming About Yourself Exercise: How Important is Success to You? Working with Others Exercise: Positive and Negative Reinforcement Ethical Dilemma Exercise: Reinforcement and Unethical Behavior Case Incident: Predicting Performance Video Case: Why Do Some People Have a "Winning" Personality? Suggestions for Further Reading Notes Chapter 4 Perception and Individual Decision Making What Is Perception and Why Is It Important? Factors Influencing Perception The Perceiver 132 ?The Target 134 ?The Situation Person Perception: Making Judgments About Others Attribution Theory 135 ?Frequently Used Shortcuts inJudging Others OB in the news: Managers Explain What Has Helped and Hindered Their Advancement Specific Applications in Organizations The Link Between Perception and Individual Decision Making The Optimizing Decision-Making Model Steps in the Optimizing Model 144 ?Assumptions of the Optimizing Model 147 ?Predictions from the Optimizing Model From Concepts to Skills: Creative Problem Solving Alternative Decision-Making Models The Satisficing Model 150 ?The Implicit Favorite Model 152 ? The Intuitive Model OB in the News: Too Many Facts Spoil the Decision Current Issues in Decision Making Improving Ethical Decision Making 156 ?Decision Making in Different Cultures 158 ?Escalation of Commitment or "Throwing Good Money After Bad" Summary and Implications for Managers For Review For Discussion Point: When Hiring Employees: Emphasize the Positive Counterpoint: When Hiring Employees: Balance the Positive with the Negative Leaming About Yowself Exercise: Decision-Making Style Questionnaire Working with Others Exercise: Evaluating Your Interpersonal Perception Ethical Dilemma Exercise: Five Ethical Decisions: What Would You Do? Case Incident: "1 Don't Make Decisions" Video Case: What Do Those Wall Street People Do? Suggestions for Further Reading Notes Chapter 5 Values, Attitudes, and Job Satisfaction Values 174 Importance of Values 174 ?Sources of Our Value Systems 175 ? Types of Values 176 ?Values, Loyalty, and Ethical Behavior 179 Attitudes Sources of Attitudes 180 ?Types of Attitudes 181 ?Attitudes and Consistency OB in the News: How Do Tobacco Executives Live with Themselves? Cognitive Dissonance Theory 184 ?Measuring the A-B Relationship 186 ?An Application: Attitude Surveys From Concepts to Skills: Changing Attitudes Attitudes and Work Force Diversity Job Satisfaction MeasuringJob Satisfaction 190 ?The Status ofJob Satisfaction in the Workplace Today 191 ?What Determines Job Satisfaction? 192 ? The Effect ofJob Satisfaction on Employee Performance 193 ? How Employees Can Express Dissatisfaction Summary and Implications for Managers For Review For Discussion Point: The Importance of High Job Satisfaction Counterpoint: Job Satisfaction Has Been Overemphasized Leaming About Yourself Exercise: What Do You Value? Working with Others Exercise: Assessing Work Attitudes Ethkal Dilemma Exercise: Dissatisfaction and Whistle-blowing Case Incident: Binney & Smith Video Case: Between Two Worlds Suggestions for Further Reading Notes Chapter 6 Basic Motivation Concepts What Is Motivation? Early Theories of Motivation Hierarchy of Needs Theory 213 ?Theory X and Theory Y 214 ? Motivation-Hygiene Theory OB in the News: Thanks for the Recognition, but Where's the Money? Contemporary Theories of Motivation ERG Theory 218 ?McClelland's Theory of Needs 219 ?Cognitive Evaluation Theory 222 ?Goal-Setting Theory 224 ?Reinforcement Theory 225 ?Equity Theory 226 ?Expectancy Theory 230 OB in the News: How Do You Motivate American Workers to Improve Quality? Don't Forget Ability and Opportunity Integrating Contemporary Theories of Motivation Caveat Emptor: Motivation Theories Are Culture Bound Summary and Implications for Managers Summary For Review For Discussion Point: Money Motivates! Counterpoint: Money Doesn't Motivate Most Employees Today! Learning About Yourself Exercise: What Motivates You? Working with Others Exercise: What Do People Want from Their Jobs? Ethical Dilemma Exercise: Is "Motivation" Merely "Manipulation" in Fine Dress Clothes? Case Incident: Responding to a Labor Shortage: Nissan vs. USA Truck Video Case: Perks That Come with Being a State Governor Suggestions for Further Reading Notes Chapter 7 Motivation: From Concepts to Applications Management by Objectives What is MBO? 252 ?Linking MBO and Goal-Setting Theory 257 ? MBO in Practice 254 OB in the News: Many Managers Still Complain About a Lack of Clear Job Goals Behavior Modification What is OB Mod? 256 ?Linking OB Mod and Reinforcement Theory OB Mod in Practice Employee Involvement Programs What is Employee Involvement? 259 ?Examples of Employee Involvement Programs UB in the News: "I'm not only a reservation agent, I'm an owner!" Linking Employee Involvement Programs and Motivation Theories 263 ?Employee Involvement Programs in Practice Variable-Pay Programs What Are Variable-Pay Programs? 265 ?Linking Variable-Pay Programs and Expectancy Theory 267 ?Variable-Pay Programs in Practice OB in the News: Gainsharing Works at Whirlpool Skill-Based Pay Plans What Are Skill-Based Pay Plans? 269 ?Linking Skill-Based Pay Plans to Motivation Theories 270 ?Skill-Based Pay in Practice Flexible Benefits What Are riexidle Benefits? 272 ?Lihking Flexible Benefits and Expectancy Theory 272 ?Flexible Benefits in Practice Comparable Worth What Is Comparable Worth? 273 ?Comparable Worth and Equity Theory 274 ?Comparable Worth in Practice Special Issues in Motivation Motivating Professionals 275 ?Motivating Temporary Workers 276 ? Motivating the Diversified Work Force Summary and Implications for Managers For Review For Discussion Point: The Case for Pay Secrecy Counterpoint: Let's Make Pay Information Open to All! Learning About Yourself Exercise: How Equity Sensitive Are You? Working with Others Exercise: Goal-Setting Task Ethical Dilemma Exercise: Are American CEOs Paid Too Much? Case Incident: "What Am 1 Going to Do About Stella McCarthy?" Video-Case: Executive Compensation as a Motivator Suggestions for Further Reading Notes Progessive Case: Part Two, The Individual, Rob Panco: Managing Individuals PART THREE ?THE GROUP Chapter 8 Foundations of Group Behavior Defining and Classifying Groups Stages of Group Development The Five-Stage Model 295 ?The Punctuated-Equilibrium Model Sodometry: Analyzing Group Interaction Toward Explaining Work Group Behavior External Conditions Imposed on the Group Organization Strategy 301 ?Authority Structures 301 ?Formal Regulations 302 ?Organizational Resources 302 ?Personnel Selection Process 302 ?Performance Evaluation and Reward System 302 ? Organizational Culture 302 ?Physical Work Setting Group Member Resources Abilities 303 ?Personality Characteristics Group Structure Formal Leadership 304 ?Roles 304 ?Nonns 308 ?Status 310 ? Size 313 ?Composition 315 OB in the News: Work Force Diversity and Cliques Group Processes Group Tasks Group Decision Making Groups vs. the Individual 319 ?Groupthink and Groupshift 321 ? Group Decision-Making Techniques From Concepts to Skills: Conducting a Group Meeting Should Management Seek Cohesive Work Groups? Determinants of Cohesiveness 328 ?Effects of Cohesiveness on Group Productivity Summary and Implications for Managers For Review For Discussion Point: Designing Jobs Around Groups Counterpoint: Jobs Should Be Designed Arouna individuals Leaming About Yourself Exercise: Are You Attracted to the Group? Working with Others Exercise: The Paper Tower Exercise 336 Ethical Dilemma Exercise: Should.You Agree with Your Boss When You Don't? Case Incident: Games People Play in the Shipping Department Video Case: The Prima Donna Suggestions for Further Reading Notes Chapter 9 Understanding Work Teams Why Have Teams Become So Popular? OB in the News: Building Teamwork in the Clinton Administration Teams vs. Groups: What's the Ditterence? Types of Teams Problem-Solving Teams 348 ?Self-Managed Work Teams 349 ? Cross-Functional Teams OB in the News: Just Because You're Big, You Don't Have to Be Slow Linking Teams and Group Concepts: Toward Creating High-Performance Teams Size ot work Teams 352 ?Abilities of Members 352 ?Allocating Roles and Promoting Diversity 353 ?Having a Commitment to a Common Purpose 354 ?Establishing Specific Goals 355 ?Leadership and Structure 356 ?Social Loafing and Accountability 356 ?Appropriate Performance Evaluation and Reward Systems 356 ?Developing High Mutual Trust Turning Individuals into Team Players The Challenge 358 ?Shaping Team Players Contemporary Issues in Managing Teams Teams and Labor Law 360 ?Teams and Total Quality Management OB in the News: A Look at One of America's Best Performing Manufacturing Plants Teams and Work Force Diversity 363 ?Reinvigorating Mature Teams 364 Summary and Jmplications for Managers ForReview For Discussion Point: The Value of Teams Counterpoint: The Tyranny of a Team Ideology LeamingAbout Yowself Exercise: Do Others See Me as Trustworthy? Working with Others Exercise: Team Experience Exercise Ethical Dilemma Exercise: Do 1 Have To Be a Team Player? Case Incident: XEL Communications Video Case: Assembly Line Team at Square D Suggestions for Further Reading Notes Chapter 10 Communication Functions of Communication The Communication Process A Communication Model 378 ?Sources of Distortion 380 ? Communication Apprehension Communication Pundamentals Direction of Communication 380 ?Formal vs. Informal Networks ?Nonverbal Communications 384 ?Choice of Communication Channel 386 ?Barriers to Effective Communication From Concepts to Skills: Effective Listening In Practice: Effective Employee Communications in Leading Companies Undergoing Dramatic Changes The CEO Must Be Committed to the Importance of Communication 390 ?Managers Match Actions and Words 391 ? Commitment to Two-Way Communication 391 ?Emphasis on Face- to-Face Communication 391 ?Shared Responsibility for Employee Communications 392 ?Dealing with Bad News 392 ?The Message Is Shaped for Its Intended Audience 392 ?Treat Communication as an Ongoing Process OB in the News: Open-Book Management Current Issues in Communication Communication Barriers Between Women and Men 394 ?"Politically Correct" Communication 395 ?Cross-Cultural Communication 396 ? Electronic Communications Summary and Implications for Managers For Review For Discussion Point: The Case ror MUtual Understanding: The Johari Window Counterpoint: The Case for Ambiguous Communication Leaming About Yourself Exercise: Listening Self-Inventory Working with Others Exercise: An Absence of Nonverbal Communication Ethical Dilemma Exercise: Is It Wrong to Tell a Lie? Case Incident: Affinity Groups on Apple's Electronic Message System Video Case: Politically Correct Speech Suggestions for Further Reading Notes Chapter 11 Leadership 410 What Is Leadership? Transition in Leadership Theories Trait Theories Behavioral Theories Ohio State Studies 415 ?University of Michigan Studies 417 ? The Managerial Grid 417 ?Scandinavian Studies 417 ?Summary of Behavioral Theories Contingency Theories OB in the News: Jack Croushore: From Tough Guy to Cream Puff Fiedler Model 421 ?Hersey and Blanchard's Situational Theory 424 ? Leader-Member Exchange Theory 426 ?Path-Goal Theory 426 ? Leader-Participation Model 429 ?Sometimes Leadership Is Irrelevant! Looking for Common Ground: What Does It All Mean? The Most Recent Approaches To Leadership Attribution Theory of Leadership 435 ?Charismatic Leadership Theory 436 ?Transactional vs. Transformational Leadership OB in the News: Southwest Airlines' Charismatic Leader Contemporary Issues in Leadership Gender: Do Males and Females Lead Differently? From Concepts to Skills: Coaching Leading Through Empowerment 443 ?What About Followership? 443 ?National Culture as an Added Contingency Variable 444 ?Is There a Biological Basis for Leadership? Summary and Implications for Managers For Review For Discussion Point: Leaders Make a Real Difference! Counterpoint: Leaders Don't Make a Difference! Leaming About Yourself Exercise: What's Your LPC Score? Working with Others Exercise: Practicing to Be Charismatic Ethical Dilemma Exercise: Using Drugs to Improve Sociability and Leadership Performance Case Incident: The Case Against "Vision" Video Case: Richard Branson of the Virgin Group Suggestions for Further Reading �otes 455 Chapter 12 Power and Politics A Definition of Power Contrasting Leadership and Power Bases of Power Coercive Power 464 ?Reward Power 465 ?Legitimate fower 465 ? Expert Power 466 ?Referent Power Dependency: The Key to Power The General Dependency Postulate 467 ?What Creates Dependency? OB in the Nevvs: the Power of Subordinates Identifying Where the Power Is Power Tactics Power in Groups: Coalitions Sexual Harassment: Unequal Power in the Workplace OB in the News: Many Companies Are Trying Hard to Stamp Out Sexual Harassment Politics: Power in Action Definition 477 ?The Reality of.Politics 479 ?Factors Contributing to Political Behavior 479 ?Impression Management From Concepts to Skills: Politicking Defensive Behaviors 487 ?The Ethics of Behaving Politically Summary and Implications for Managers For Review For Discussion Point: It's a Political Jungle Out There! Counterpoint: Corporate Politics: What You See Is What You Get! LeammgAbout Yourself Exercise: How Political Are You? Working with Others Exercise: Understanding Power Dynamics Ethical Dilemma Exercise: Ethics in the Use of Power Case Incident: Damned If You Do; Damned If You Don't Video Case: Sexual Harassment in the FBI Suggestions for Further Reading Notes Chapter 13 Conflict, Negotiation, and Intergroup Behavior A Definition of Conflict Transitions in Conflict Thought The Traditional View 505 ?The Human Relations View 506 ? The Interactionist View Functional vs. Dysfunctional Conflict The Conflict Process Stage 1: Potential Opposition or Incompatibility 507 ? Stage 11: Cognition and Personalization 510 ?Stage III: Intentions ?Stage IV: Behavior 512 ?Stage V: Outcomes OB in the News: Spectrum Associates Purposely Builds Conflict into Its Structure Negotiation Bargaining Strategies 518 ?The Negotiation Process520 ?Issues in Negotiation From Concepts to Skills: Negotiating OB in the News: Ombudsmen Proliferate in the Workplace Intergroup Relations Factors Affecting Intergroup Relations 527 ?Methods for Managing Intergroup Relations 530 ?Summary Summary and Implications for Managers For Review ForDiscussion Point: Conflict is Good for an Organization Counterpoint: All Conflicts Are Dysfunctional! Leaming About Yowself Exercise: What Is Your Pnmary Conflict-Handling Intention? Working with Others Exercise: A Negotiation Role Play Ethical Dilemma Exercise: Is Stimulating Conflict Unethical? Case Incident: Tip Says "No Way" VideoCase: Conflict in the New York City Schools Suggestions for Further Reading Notes Progressive Case: Part Three, The Group, Rob Panco: Managing Groups and Teams PART FOUR ?THE ORGANIZATION SYSTEN Chapter 14 Foundations of Organization Structure What Is Organizational Structure? Work Specialization 551 ?Departmentalization OB in the News: Organizing Around Work Processes Chain of Command 555 ?Span of Control 556 ?Centralization and Decentralization From Concepts to Skills: Delegating Authority Formalization Common Organizational Designs The Simple Structure 559 ?The Bureaucracy 560 ?The Matrix Stmcture New Design Options The Team Structure 564 ?The Virtual Organization 564 ? The Boundaryless Organization 565 ?The Feminine Organization Why Do Stmctures Differ? Strategy 569 ?Organization Size 570 ?Technology 571 ? Environment 571 ?Summary Organizational Designs and Employee Behavior Summary and Implications for Managers For Review For Discussion Point: Small Is Beautiful Counterpoint: "Small Is Beautiful" Is a Myth! Leaming About Yowself Exercise: Bureaucratic Orientation Test Working with Others Exercise: Authority Figures Ethical Dilemma Exercise: Employee Monitoring: How Far Is Too Far? Case Incident: Organizing the Clinton Administration Video Case: Big Brother Is Watching You! Suggestions for Further Reading Notes 586 Chapter 15 Technology, Work Design, and Stress Technology in the Workplace Quality and Continuous Improvement Processes 591 ?Reengineering Work Processes 592 ?Flexible Manufacturing Systems 595 ?Worker Obsolescence Work Design Task Characteristics Theories OB in the News: IncreasingJob Autonomy Work Redesign 602 ?Alternative Work Schedule Options 605 ? Family-Friendly Organizations 609 ?Changing the Way We Look at Jobs: A Provocative Perspective Work Stress What is Stress? OB in the News: The Stress of Being a Manager in the 1990s Understanding Stress and Its Consequences 613 ?Potential Sources of Stress 613 ?Individual Differences 616 ?Consequences of Stress 617 ? Managing Stress Summary and Implications for Managers ForReview For Discussion Point: Employee Stress Isn't a Management Problem! Counterpoint: Stress Creates Real Costs to Organizations Leaming About Yowself Exercise: What's Your Stress Personality? Working with Others Exercise: Analyzing and Redesigning Jobs Ethkal Dilemma Exercise: What's the Right Balance Between Work and Family? Case Incident: Reengineering the College Experience Video Case: Stress and Long Work Hours in Japan Suggestions For Further Reading Notes Chapter 16 Human Resource Policies artd Practices Selection Practices 636 Job Analysis 636 ?Selection Devices From Concepts to Skills: Selection Interviewing Training and Development Programs Skill Categories OB in the News: Diversity Training Grows at Small Firms Training Methods 643 ?Career Development Performance Evaluation Purposes of Performance Evaluation 649 ?Performance Evaluation and Motivation 650 ?What Do We Evaluate? 650 ?Who Should Do the Evaluating? 651 OB in the News: At Hampton Pension Services, Everybody Evaluates Everybody! 653 Methods of Performance Evaluation 653 ?Potential Problems 655 ? Overcoming the Problems 657 ?Providing Performance Feedback ?What About Team Performance Evaluations? Reward Systems The Union-Management Interface International Human Resource Practices: Selected Issues Selection 664 ?Performance Evaluation Swnmary and Implications for Managers ForReview For Discussion Point: Capitalism, Control, and the Deskilling of Labor Counterpoint: The Myth of Deskilling in Capitalistic Societies Leaming about Yourself Exercise: Career Assessment Test Working with Others Exercise: Evaluating Performance and Providing Feedback Ethical Dilemma Exercise: Ethics Training: Smoke or Substance? Case Incident: CRST's Struggle to Hire and Retain Tmck Drivers Video Case: Will-Burt Is Educating Its Workers Suggestions For Further Reading Notes Chapter 17 Organizational Culture Institutionalization: A Forerunner of Culture What Is Organizational Culture? A Definition 681 ?Cultural Typologies OB in the News: Creating a Risk-Taking Culture Culture Is a Descriptive Term 684 ?Do Organizations Have Uniform Cultures? 684 ?Strong vs. Weak Cultures 685 ?Culture vs. Formalization 686 ?Organizational Culture vs. National Culture 686 What Do Cultures Do? Culture's Functions 687 ?Culture as a Liability Creating and Sustaining Culture How a Culture Begins OB in the News: ChungJu Yung and the Company He Created- Hyundai Keeping a Culture Alive 690 ?Summary: How Cultures Form How Employees Learn Culture Stories 696 ?Rituals 696 ?Material Symbols 697 ?Language Organizational Culture in Action The Walt Disney Co. 699 ?MCI Communications 700 ? Time Warner Summary and Implications for Managers For Review For Discussion Point: The Case Against Culture Counterpoint: How to Change an Organization's Culture L earning about Yourself Exercise: What Kind of Organizational Culture Fits You Best Working with Others Exercise: Rate Your Classroom Culture Ethical Dilemma

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