View the step-by-step solution to: "Bus.520 organizational behavior. Assignment.4 Sir Richard

This question was answered on Aug 22, 2012. View the Answer
"Bus.520 organizational behavior. Assignment.4
Sir Richard Branson, Chairman, Virgin Group, Ltd. case study located in Chapter 11.

Question: Thoroughly determined how Branson would develop and lead a global team working on a major project (e.g., space tourism).

1 page 200- 250 words with 1 Reference APA format.""
520 Textbook; Organizational Behavior 13E Hellriegel and Slocum.pdf


13th Edition

Don Hellriegel
Texas A & M University

John W. Slocum, Jr.
Southern Methodist University

Organizational Behavior,
Thirteenth Edition
Don Hellriegel & John W. Slocum, Jr.
VP Editorial, Director: Jack W. Calhoun
Editor-in-Chief: Melissa Acuña
Executive Editor: Scott Person



South-Western, Cengage Learning

ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon
may be reproduced or used in any form or by any means—graphic, electronic,
or mechanical, including photocopying, recording, taping, Web distribution,
information storage and retrieval systems, or in any other manner—except as
may be permitted by the license terms herein.

Developmental Editor: Erin Guendelsberger

For product information and technology assistance, contact us at
Cengage Learning Customer & Sales Support, -

Senior Editorial Assistant: Ruth Belanger

For permission to use material from this text or product,
submit all requests online at
Further permissions questions can be emailed to

Marketing Manager: Clinton Kernen
Senior Marketing Communications Manager:
Jim Overly
Marketing Coordinator: Julia Tucker
Director, Content and Media Production:
Barbara Fuller-Jacobsen
Content Project Manager: Emily Nesheim
Media Editor: Rob Ellington
Senior Frontlist Buyer: Kevin Kluck
Production Service: Elm Street Publishing
Copyeditor: Lorretta Palagi
Compositor: Integra Software Services Pvt. Ltd.
Senior Art Director: Tippy McIntosh
Cover and Internal Design: Kim Torbeck,
Imbue Design
Cover Image: © Getty Images, Photodisc
Senior Rights Acquisitions
Account Manager, Text: Katie Huha
Text Permissions Researcher: Karyn Morrison
Rights Acquisitions Account Manager,
Images: John Hill
Senior Image Researcher: Kelly Franz,

Printed in the United States of America

ExamView® is a registered trademark of eInstruction Corp. Windows is a
registered trademark of the Microsoft Corporation used herein under license.
Macintosh and Power Macintosh are registered trademarks of Apple
Computer, Inc. used herein under license.

Cengage Learning. All Rights Reserved.

Cengage Learning WebTutor™ is a trademark of Cengage Learning.
Library of Congress Control Number:
ISBN- : -




South-Western Cengage Learning
Natorp Boulevard
Mason, OH
Cengage Learning products are represented in Canada by Nelson Education, Ltd.
For your course and learning solutions, visit
Purchase any of our products at your local college store or at our preferred
online store

To Lois (DH)
To Gail (JWS)

Brief Contents


Part 1: Introduction and Ethical Foundations 1
Chapter 1
Chapter 2

Learning about Organizational Behavior 2
Individual and Organizational Ethics 32

Part 2: The Individual in Organizations 67


Understanding Individual Differences 68
Perceptions and Attributions 102
Learning Concepts to Improve Performance 130
Motivating Employees 156
Motivation: Goal Setting and Reward Programs 190
Workplace Stress and Aggression 218

Part 3: Leadership and Team Behaviors 251


Interpersonal Communication in Organizations 252
Leadership Effectiveness: Foundations 288
Leadership Effectiveness: New Perspectives 318
Developing and Leading Teams 346
Managing Conflict and Negotiating Effectively 382

Part 4: The Organization 411


Managerial Decision Making 412
Organization Design 444
Cultivating Organizational Culture 476
Managing Organizational Change 508

Part 5: Integrating Cases 541


A Day in the Life of Yolanda Valdez 542
Alan Mulally, CEO, Ford Motor Company 543
Conflict Resolution at General Hospital 545
Bob Knowlton 547
BMW’s Dream Factory and Culture 550
ROWE Program at Best Buy 553
Whole Foods Market 555
The Road to Hell 559
How Personal Can Ethics Get? 562

Appendix: BizFlix A-1
References R-1
Subject and Organizational Index I-1
Author Index I-19

Preface xix

Part 1: Introduction and Ethical Foundations 1
Chapter 1

Learning about Organizational Behavior 2

Learning from Experience: Indra Nooyi, Chairmain and CEO, PepsiCo 3
Leadership versus Management 4
Learning Framework 5
The Individual in Organizations 6
Leaders and Teams in Organizations 7
The Organization Itself 8
Competencies for Individual, Team, and Organizational Effectiveness 8
Ethics Competency 10
Key Attributes 10
Ethical Dilemmas 10
Ethics Competency: Robert A. Eckert, Chairman and CEO, Mattel, Inc. 11
Self Competency 12
Key Attributes 12
Self Competency: Indra Nooyi’s Development Journey 12
Career Development 13
Diversity Competency 14
Key Attributes 14
Categories of Diversity 15
Diversity Competency: Aetna’s Diverse Discoveries Program 17
Across Cultures Competency 17
Key Attributes 18
Avoiding Stereotypes 18
Across Cultures Comeptency: Carlos Ghosn, CEO, Nissan-Renault 18
Communication Competency 19
Key Attributes 19
Communication Competency: Maureen Chiquet, Global CEO, Chanel S.A. 20
Teams Competency 21
Key Attributes 21
Teams and Individualism 22
Teams Competency: Grand Reid, President, Mars Drinks 22
Change Competency 23
Key Attributes 23
Change Competency: Indra Nooyi Leads Change at PepsiCo 24
Blur: Constant Change 24
Chapter Summary 25
Key Terms and Concepts 26
Discussion Questions 26
Experiential Exercise and Case 27
Experiential Exercise: Self Competency—Key Competencies Self-Assessment Test 27
Case: Diversity Competency—Accenture's Work–Life Balance Programs 29



Chapter 2

Individual and Organizational Ethics 32

Part 2:

The Individual in Organizations 67

Chapter 3

Understanding Individual Differences 68

Learning from Experience: Anne Mulcahy, Chairman and Former CEO of Xerox,
Commits to Business Ethics 33
Individual Differences and Ethics 34
Stages of Moral Development 34
Moral Intelligence 36
Ethics Competency: Anne Mulcahy’s Ethical Leadership 36
Decision Making and Ethics 37
Ethical Intensity 38
Ethics-Based Principles 39
Concern for Affected Individuals 43
Benefits and Costs 44
Determination of Rights 46
Procedural and Interactional Justice 46
Change Competency: James McNerney, CEO of Boeing 47
Diversity and Ethics 49
Diversity and Ethical Cultures 49
Increasing Diversity as Opportunity 49
Generation Diversity and Ethics 50
Sexual Harassment 52
Diversity Competency: Verizon’s Workplace Diversity 54
Stakeholder Responsibility and Ethics 55
Stakeholder Pressures 56
Ethics Competency: Johnson & Johnson’s Stakeholder Ethics and Principles 57
Sustainable Development 58
Assessing Responsibility to Stakeholders 60
Chapter Summary 62
Key Terms and Concepts 63
Discussion Questions 63
Experiential Exercise and Case 64
Experiential Exercise: Ethics Competency—What Is Your Decision? 64
Case: Diversity Competency—Consensual Relationship Agreements 65

Learning from Experience: Steve Jobs at Apple 69
Bases of Personality 70
Heredity 71
Environment 72
Self Competency: David Neeleman of JetBlue 76
Personality and Behavior 77
Big Five Personality Factors 77
Self-Esteem 81
Locus of Control 82
Emotional Intelligence 83
Teams Competency: Why Personality Is Important at Starbucks 84
Work-Related Attitudes 85
Components of Attitudes 86
Attitudes Affecting Job Performance 86
Across Cultures Competency: Mercedes-Benz 90
Diversity Competency: Deloitte & Touche 92
Emotions at Work 93
A Model of Emotions 93
Cross-Cultural Differences 95


Chapter Summary 96
Key Terms and Concepts 97
Discussion Questions 97
Experiential Exercises and Case 97
Experiential Exercise: Self Competency—What Are Your Cultural Values? 97
Experiential Exercise: Self Competency—What's Your Emotional IQ? 99
Case: Self Competency—Larry Ellison at Oracle Computer 100

Chapter 4

Perceptions and Attributions 102

Chapter 5

Learning Concepts to Improve Performance 130

Learning from Experience: Jim Sinegal, Cofounder and CEO of Costco 103
Perceptual Process 104
Across Cultures Competency: McDonald’s Use of Feng Shui 106
Perceptual Selection 107
External Factors 107
Communication Competency: Hand Gestures 109
Internal Factors 109
Person Perception 111
The Perceived 111
The Perceiver 112
The Situation in Foreign Assignments 112
Self Competency: Doing Business in Arab Countries 114
Perceptual Errors 114
Perceptual Accuracy 114
Perceptual Defense 115
Stereotyping 115
Halo Effect 116
Projection 117
Impression Management 117
Attribution Process 119
Making Attributions 120
Internal versus External Causes of Behavior 120
Ethics Competency: The Gap 123
Attributions of Success and Failure 124
Chapter Summary 126
Key Terms and Concepts 126
Discussion Questions 126
Experiential Exercise and Case 127
Experiential Exercise: Self Competency—The Perception Process 127
Case: Self Competency—Joan Murphy 128
Learning from Experience: Working at United Parcel Service 131
Learning Through Rewards and Punishments 133
Classical Conditioning 133
Operant Conditioning 134
Contingencies of Reinforcement 135
Positive Reinforcement 136
Self Competency: Coming to Work Today? 138
Organizational Rewards 139
Negative Reinforcement 139
Extinction 140
Punishment 141
Ethics Competency: Time Off for Bad Behavior 143
Insights for Leaders 144
Schedules of Reinforcement 145
Continuous and Intermittent Reinforcement 145
Fixed Interval Schedule 146




Across Cultures Competency: Flowers: A Symbol of Love? 146
Variable Interval Schedule 147
Fixed Ratio Schedule 147
Variable Ratio Schedule 148
Social Learning Theory 149
Symbolizing 149
Forethought 149
Vicarious Learning 150
Self-Control 150
Teams Competency: Steelcase Inc. 151
Self-Efficacy 151
Insights for Leaders 152
Chapter Summary 153
Key Terms and Concepts 154
Discussion Questions 154
Experiential Exercise and Case 154
Experiential Exercise: Self Competency—What Is Your Self-Efficacy?
Case: Self Competency—Joe Salatino, President of Great Northern
American 155

Chapter 6

Motivating Employees 156

Learning from Experience: Working at Starbucks 157
Motivational Processes 158
Core Phases 159
Insights for Leaders 160
Satisfying Human Needs 161
Needs Hierarchy Model 161
Learned Needs Model 163
Self Competency: John Schnatter of Papa John’s Pizza 167
Insights for Leaders 168
Designing Jobs 169
Motivator–Hygiene Model 169
Motivator Factors 169
Hygiene Factors 169
Job Characteristics Model 170
Insights for Leaders 173
Teams Competency: SEI Investments 174
Cultural Influences 174
Influencing Performance Expectations 175
Expectancy Model 175
Insights for Leaders 179
Communication Competency: Intuit 180
Ensuring Equity 180
Equity Model: Balancing Inputs and Outcomes 180
Ethics Competency: How Tempted Are You? 182
Procedural Justice: Making Decisions Fairly 183
Insights for Leaders 185
Chapter Summary 185
Key Terms and Concepts 186
Discussion Questions 187
Experiential Exercise and Case 187
Experiential Exercise: Self Competency—What Do You Want from
Your Job? 187
Case: Communication Competency—SAS Institute 188



Chapter 7

Motivation: Goal Setting and Reward Programs 190

Chapter 8

Workplace Stress and Aggression 218

Learning from Experience: Enterprise Rent-A-Car 191
Model of Goal Setting and Performance 192
Importance of Goal Setting 192
Challenge 194
Teams Competency: Jeff Gordon’s Rainbow Warriors 196
Moderators 197
Mediators 199
Performance 200
Across Cultures Competency: Hewlett-Packard 200
Rewards 201
Satisfaction 201
Consequences 202
Effects of Goal Setting 202
Conditions for Effective Goal Setting 202
Impact on Performance 203
Diversity Competency: Lockheed Martin MS2 Team 203
Limitations to Goal Setting 204
Insights for Leaders 205
Rewards Programs for Improving Performance 205
Informal Programs 207
Profit-Sharing Programs 207
Change Competency: Nucor’s Profit-Sharing Program 208
Skill-Based Pay Programs 209
Flexible Benefit Programs 209
Insights for Leaders 210
Reward Practices in Different Cultures 212
Chapter Summary 213
Key Terms and Concepts 214
Discussion Questions 214
Experiential Exercise and Case 214
Experiential Exercise: Self Competency—Goal Setting 214
Case: Diversity Competency—Allstate Insurance Company 215

Learning from Experience: Stress and Coping with a Layoff 219
Concept of Stress 221
Fight-or-Flight Response 221
Influences on the Stress Experience 222
Primary Stressors 223
Work-Related Stressors 223
Communication Competency: Workplace Incivility: How Not to Communicate 225
Life Stressors 226
Severe Stress 228
Impacts on Health 228
Impacts on Performance 229
Impacts on Job Burnout 230
Individual Differences and Stress 231
The Type A Personality 232
The Hardy Personality 233
Self Competency: Chesley B. Sullenberger III, Captain of
US Airways Flight 1549 234
Stress Management 235
Insights for Individuals 236
Insights for Leaders 236




Change Competency: Ortho-Clinical Diagnostics’ Wellness Program 238
Workplace Aggression 239
Self-Serving Biases 239
Workplace Bullying 240
Sexual Harassment 243
Workplace Violence 244
Diversity Competency: Darwin Realty 246
Aggression toward the Organization 247
Chapter Summary 247
Key Terms and Concepts 248
Discussion Questions 249
Experiential Exercise and Case 249
Experiential Exercise: Self Competency—Work-Related Stress Inventory 249
Case: Ethics Competency—Coleen Colombo and Colleagues Resist Mortgage Fraud 250

Part 3: Leadership and Team Behaviors 251
Chapter 9

Interpersonal Communication in Organizations 252

Learning from Experience: Julia Stewart, Chairman and CEO of DineEquity 253
Elements of Interpersonal Communication 254
Sender and Receiver 254
Transmitters and Receptors 255
Messages and Channels 255
Media Richness 256
Meaning and Feedback 257
Interpersonal Barriers 258
Ethical Interpersonal Communications 260
Communication Openness 261
Constructive Feedback 262
Appropriate Self-Disclosure 264
Active Listening 264
Change Competency: Susan Powers, Chief Information Officer, Travelport GDS 266
Nonverbal Communication 267
Types of Nonverbal Cues 267
Communication Competency: Poor Nonverbal Signals Prior to Layoffs 269
Status Differences 270
Intercultural Communication 270
Cultural Barriers 270
Across Cultures Competency: Tahir Ayub, Partner, PwC 273
Nonverbal Differences 273
Interpersonal Communication Networks 276
Individual Network 276
Informal Group Network 278
Formal Employee Network 278
Change Competency: Michael Ward’s Reflections on CSX’s One Plan
Redesign 279
Impacts of E-Mail 280
Impacts of Text and Instant Messaging 281
Chapter Summary 282
Key Terms and Concepts 283
Discussion Questions 284
Experiential Exercise and Case 284
Experiential Exercise: Communication Competency—Communication Inventory 284
Case: Communication Competency—Xographics 286


Chapter 10

Leadership Effectiveness: Foundations 288

Chapter 11

Leadership Effectiveness: New Perspectives 318

Learning from Experience: Douglas Conant’s Leadership at Campbell Soup Co. 289
Power and Political Behavior 290
Leaders’ Use of Power 290
Political Behavior in Organizations 293
Insights for Leaders 295
Change Competency: Carol Bartz’s Use of Power to Change Yahoo! 296
Legacy Leadership Models 297
Traits Model of Leadership 297
Theory X and Theory Y Model 298
Behavioral Model of Leadership 300
Self Competency: Colin Powell’s “Lessons in Leadership” 303
Situational Leadership® Model 304
Leadership Styles 304
Situational Contingency 305
Choosing a Leadership Style 306
Communication Competency: Paul Millman, CEO, Chroma Technology 306
Insights for Leaders 307
Vroom–Jago Leadership Model 308
Leadership Styles 308
Situational Variables 308
Solution Matrix 309
Ethics Competency: The Bank CEO 310
Insights for Leaders 311
Chapter Summary 312
Key Terms and Concepts 313
Discussion Questions 313
Experiential Exercise and Case 313
Experiential Exercise: Self Competency—Personal Power Inventory 313
Case: Diversity Competency—Women on Corporate Boards 315

Learning from Experience: John W. Thompson, Chairman of Symantec 319
Transactional Leadership 320
Core Components 321
Insights for Leaders 321
Change Competency: Mark Hurd, CEO, Hewlett-Packard 322
Leader–Member Exchange 323
Core Components 323
Insights for Leaders 325
Authentic Leadership 326
Core Components 326
Insights for Leaders 328
Self Competency: Lessons for Leading in a Crisis 328
Transformational Leadership 329
Core Components 330
Insights for Leaders 332
Ethics Competency: Ruben Vardanian, CEO of Russia’s Troika Dialog 333
Global Leadership and Organizational Behavior Effectiveness 335
Core Components 336
Insights for Leaders 339
Across Cultures Competency: Culture and Leadership in Mexico 339
Chapter Summary 340
Key Terms and Concepts 341
Discussion Questions 341




Experiential Exercise and Case 342
Experiential Exercise: Self Competency—GLOBE Leader Behaviors Instrument 342
Case: Change Competency—Sir Richard Branson, Chairman, Virgin Group, Ltd. 344

Chapter 12

Developing and Leading Teams 346

Chapter 13

Managing Conflict and Negotiating Effectively 382

Learning from Experience: Boeing’s Development of Teams and Their Leaders 347
Introduction to Groups and Teams 348
Classifications of Groups 348
Informal Group 348
Team 349
Effective Teams 350
Team Empowerment 350
Teams Competency: Empowered Teams at W. L. Gore & Associates 351
When to Use Teams 352
Stages of Team Development 353
Forming Stage 354
Storming Stage 354
Norming Stage 354
Performing Stage 355
Adjourning Stage 355
Types of Work-Related Teams 355
Functional Team 356
Problem-Solving Team 356
Cross-Functional Team 356
Self-Managed Team 357
Virtual Team 358
Global Team 360
Across Cultures Competency: Alcoa’s Global Virtual Teams 361
Core Influences on Team Effectiveness 362
Context 362
Leadership 364
Ethics Competency: Sanjiv Das’s Leadership at CitiMortgage 364
Goals 365
Team Size 366
Member Roles 367
Member Diversity 369
Diversity Competency: Angela Braly, CEO and President, WellPoint, Inc. 370
Norms 371
Cohesiveness 372
Potential Team Dysfunctions 373
Groupthink 374
Free Riding 375
Bad Apples Effect 376
Absence of Trust 376
Avoidance of Accountability for Results 376
Chapter Summary 377
Key Terms and Concepts 378
Discussion Questions 378
Experiential Exercise and Case 379
Experiential Exercise: Teams Competency—Team Assessment Inventory 379
Case: Teams Competency—Absence of Teamwork 380
Learning from Experience: Cathy McBroom versus Federal Judge Samuel Kent 383
Conflict Levels 385
Intrapersonal Conflict 386
Interpersonal Conflict 386


Intragroup Conflict 387
Intergroup Conflict 388
Teams Competency: IBM’s Cross-Team Workouts 389
Interpersonal Conflict-Handling Styles 390
Collaborating Style 391
Compromising Style 392
Forcing Style 392
Accommodating Style 393
Avoiding Style 394
Insights for Leaders 394
Self Competency: Reflections on Conflict-Avoiding Managers 394
Negotiation in Conflict Management 395
Stages of Negotiation 395
Distributive Negotiations Strategy 396
Integrative Negotiations Strategy 397
Common Influences on Negotiation Strategies 398
Change Competency: GM and UAW Negotiate for Mutual Survival 400
Across Culture Negotiations 402
Differences in Negotiators 402
Cross-Cultural Emotional Intelligence 403
Insights for Leaders 404
Across Cultures Competency: Business Negotiations in Germany and Italy 405
Chapter Summary 406
Key Terms and Concepts 406
Discussion Questions 407
Experiential Exercise and Case 407
Experiential Exercise: Self Competency—Conflict-Handling Styles 407
Case: Communication Competency—Conflict Style Case Incidents 409

Part 4: The Organization 411
Chapter 14

Managerial Decision Making 412

Learning from Experience: David Hoover, CEO of Ball Corporation 413
Decision-Making Conditions 415
Certainty 415
Risk 416
Uncertainty 417
Change Competency: Shoes For Crews Reduces Risk and Uncertainty 418
Bounded Rationality 419
Satisficing 419
Limited Search 420
Inadequate Information and Control 421
Insights for Leaders 422
Knowledge Management 423
Change Competency: St. Clair Hospital Adopts RFID and Related Technologies 424
Evidence-Based Management 425
Diagnostic Questions 425
Role of Wisdom 426
Insights for Leaders 426
Diversity Competency: Chubb’s Business Case for Diversity 427
Political Decision Making 428
Divergence in Problem Definition 429
Divergence in Goals 429
Divergence in Solutions 430
Insights for Leaders 430




Creative Decision Making 431
Creative Stages 432
De Bono’s Lateral Thinking 433
Osborn’s Creativity Process 434
Teams Competency: IDEO Brainstorms 436
Electronic Brainstorming 437
Insights for Leaders 438
Chapter Summary 438
Key Terms and Concepts 439
Discussion Questions 439
Experiential Exercise and Case 440
Experiential Exercise: Self Competency—Personal Creativity Inventory 440
Case: Self Competency—A Manager's Dilemma: Who Gets the Project? 441

Chapter 15

Organization Design 444

Chapter 16

Cultivating Organizational Culture 476

Learning from Experience: Lowe’s Companies, Inc. 445
Key Factors in Organization Design 446
Environmental Factors 447
Strategic Factors 449
Change Competency: KFC in China 452
Fundamentals of Organizing 453
Differentiation 453
Integration 454
Vertical Organizational Design 456
Hierarchy 456
Span of Control 457
Authority, Responsibility, and Accountability 457
Ethics Competency: Enron 458
Delegation 459
Centralization and Decentralization 460
Across Cultures Competency: Eureka 462
Horizontal Organizational Design 463
Functional Design 463
Product Design 464
Geographical Design 466
Network Design 467
Communication Competency: DreamWorks Animation SKG 469
Chapter Summary 471
Key Terms and Concepts 471
Discussion Questions 472
Experiential Exercise and Case 472
Experiential Exercise: Communication Competency—Analyzing Your
Organization's Design 472
Case: Change Competency—FedEx Office and Print Services, Inc. 474

Learning from Experience: Zappos 477
Dynamics of Organizational Culture 478
Forming a Culture 481
Across Cultures Competency: Ricardo Semler, CEO of Brazil’s Semco
Manufacturing 483
Sustaining a Culture: Insights for Leaders 484
Changing a Culture 487
Change Competency: Harley-Davidson’s Culture 488



Types of Organizational Culture 489
Bureaucratic Culture 490
Clan Culture 491
Entrepreneurial Culture 492
Communications Competency: Texas Nameplate Company 492
Market Culture 493
Culture–Performance Relationships 493
Insights for Leaders 494
Ethical Behavior and Organizational Culture 494
Impact of Culture 494
Whistle-Blowing 495
Ethics Competency: What Would You Do? 496
Insights for Leaders 496
Fostering Cultural Diversity 497
Challenges 497
Insights for Leaders 498
Socialization of New Employees 499
Organizational Socialization Process 499
Insights for Leaders 502
Chapter Summary 503
Key Terms and Concepts 503
Discussion Questions 504
Experiential Exercise and Case 504
Experiential Exercise: Self Competency—Assessing the Culture of Your Organization 504
Case: Self Competency—Wegmans 506

Chapter 17

Managing Organizational Change 508

Learning from Experience: José Sergio Gabrielli de Azevedo of Petrobras 509
Pressures for Change 510
Why Change? 510
Globalization 511
Technology 512
Social Networks 513
Generational Differences 514
Diversity Competency: Managing across Generations 515
Planned Organizational Change 515
Economic Approach 516
Organizational Development Approach 516
Effective Change Programs 517
Insights for Leaders 518
Resistance to Change 519
Individual Resistance 519
Self Competency: Are You Ready to Change? 522
Reducing Resistance through Engagement 523
Reducing Organizational Resistance 523
Force Field Analysis 525
Change Competency: Target 527
Organizational Diagnosis 528
Information Needed 528
Capacity for Change 528
Change Methods 530
Interpersonal Methods 530
Team Methods 533
Organizational Methods 535
Communication Competency: United Technologies’ Diversity Programs 536



Chapter Summary 537
Key Terms and Concepts 538
Discussion Questions 538
Experiential Exercise and Case 538
Experiential Exercise: Self Competency—Assessing an Organization's
Readiness for Change 538
Case: Communication Competency—Carolyn Bivens: Change Agent at the Ladies
Professional Golf Association 539

Part 5: Integrating Cases 541



A Day in the Life of Yolanda Valdez 542
Alan Mulally, CEO, Ford Motor Company 543
Conflict Resolution at General Hospital 545
Bob Knowlton 547
BMW’s Dream Factory and Culture 550
ROWE Program at Best Buy 553
Whole Foods Market 555
The Road to Hell 559
How Personal Can Ethics Get? 562
BizFlix A-1
Chapter 1: In Good Company A-1
Chapter 2: The Emperor's Club A-1
Chapter 3: Because I Said So A-1
Chapter 4: The Breakfast Club A-1
Chapter 5: Take the Lead A-2
Chapter 6: Friday Night Lights (I) A-2
Chapter 7:...

This is the end of the preview. Download to see the full text
Sign up to view the entire interaction

Top Answer

Dear Student Please find... View the full answer

Business - 8338895.doc

The transactional leader uses management by exception, according to which, working on the
particular principle that if something is operating to defined performance then it does not require

Why Join Course Hero?

Course Hero has all the homework and study help you need to succeed! We’ve got course-specific notes, study guides, and practice tests along with expert tutors and customizable flashcards—available anywhere, anytime.


Educational Resources
  • -

    Study Documents

    Find the best study resources around, tagged to your specific courses. Share your own to gain free Course Hero access or to earn money with our Marketplace.

    Browse Documents
  • 890,990,898

    Question & Answers

    Get one-on-one homework help from our expert tutors—available online 24/7. Ask your own questions or browse existing Q&A threads. Satisfaction guaranteed!

    Ask a Question
  • 890,990,898


    Browse existing sets or create your own using our digital flashcard system. A simple yet effective studying tool to help you earn the grade that you want!

    Browse Flashcards