The Human Side of Organizations

Tenth Edition

Dr. Michael DrafkeProfessor and Coordinator of Business/Marketing/Management

College of DuPage

Pearson Education International

CONTENTS

PART 1: THE BASICS OF HUMANRELATIONS

1 Work and Its Place in Life 3

Organizations and Human Behavior 4What Is Organizational Behavior? 4What OB Is Not 4What Is an Organization? 5

A Small Dose of OB History 6

FYI Focus Box 6

Industrialization—Farmers Leave the Soil 6Along Came Taylor, Gantt, and the Gilbreths 6How about the Human Side ofOrganizations? 7The Rise of Unions 8The Decline of Union Membership 8OB—Here to Stay? 8

Spot Check 9

REALITY CHECK: Does the Physical WorkEnvironment Really Matter? 9A Basic Question 9

What Is Work? 10

Why People Work 11Employer Theories of Work 12

The Working Environment 13The Physical Work Environment 14The Mental Work Environment 17The Work 17The Managerial Style 19

Spot Check 20

Coworker Influences 20You and the Mental Work Environment 22

Individual and Organizational Needs 23Personal Needs Affect the Organization 23

Organizations Need Order andPredictability 24Organizational Needs and Values Resultin Organizational Culture 24Where Do We Go from Here? 24

Summary 26

Checking for Understanding 26

Self-Assessment 27

Skill Build 1 27

Applications 29

Net-Work 29

Personal Points 31

EXPERIENTIAL EXERCISE: Your

Phyisical Environment 32

Perception and ProblemSolving 35

Introduction 36

The Importance of Seeing What'sReally There 36There's a Lot More to Perception Than Meetsthe Eye 36Preset Judgments 37Judgments Should Leave Room for Error 37

Fact versus Inference 38A Consensus Definition 38An "Actual" Fact 38Probabilities and Certainties 39Reasonable Doubt 40

The Determinants of Perception 41Hereditary Factors 41Environmental Background andExperience 41Peer Pressure 42

IX

FYI Focus Box 42

Projection 43Snap Judgments 43Halo and Rusty Halo Effects 43Mental State 44

A Few Fallacies 44The Fallacy of Composition 45The Fallacy of Division 45Post Hoc, Ergo Propter Hoc (The Fallacyof False Cause) 45A Questions of Ethics: BeingBrutally Honest 45The Fallacy of Wishing It Were So 46

Spot Check 47

Two-Valued Reasoning 47Problem Solving 47Preliminaries to Problem Solving 47Problem-Solving Preparation 49Problem-Solving Knowledge 50Solution Search 51Barriers to Problem Solving 54

A Nine-Step Decision-Making System:A Logical Approach 57

Spot Check 57

Step 1: Problem Recognition 58Step 2: Problem Definition 58Step 3: Setting Objectives 59Step 4: Group Identification 59Step 5: Generation of Options 59Step 6: Evaluation of Options 59Step 7: Option Selection 60Step 8: Option Implementation 60Step 9: Decision Evaluation 60

Decision Making by Intuition 61

Pitfalls to Effective Decision Making 61Making Unnecessary Decisions 61Putting Out the Same Fire 61Not Considering the Cost 62A Rapidly Changing Environment 62

Creativity and the Individual 62

REALITY CHECK: Your Physical

Work Environment and Creativity 63What Is Creativity? 63What Can Help You Become More Creative? 63

Summary 64

Checking for Understanding 64

Self-Assessment 65

Skill Build 2 66

Applications 67

Net-Work 67

Personal Points 69

EXPERIENTIAL EXERCISE 70

EXPERIENTIAL EXERCISE: We See, But Do

We Perceive? 71

Primary Communications 73

Introduction 74

The Nature of Communication 74Basic Communication Model 75

Responsibility for EffectiveCommunication 78

REALITY CHECK: When Not toUse E-Mail 78

What Are Words Really Like? 79Are Words Things, or Are They MerelyWords? 79Words as Inexact Symbols 79The Development of New Meanings 80Word Interpretation Is Affected byDoublespeak 80

REALITY CHECK: Can Shyness BeChanged? 80The Development of New Words 81Tone Affects Meaning 81

Nonverbal Communication 82The Body Communicates 82Functions of Nonverbal Communication 82Types of Nonverbal Symbols 84

FYI Focus Box 85

Spot Check 95

Other Communication Symbols 96Inactivity Silently Says a Lot 96Even Your Voice Has Feelings 96The Use of Time 97

A GLOBAL GLANCE: NVC Aroundthe World 97

Types of Communication 97Formal and Informal Communication 98Communications Come from ManyDirections 99

Male-Female CommunicationDifferences 100Men 101Women 102

Spot Check 103

Men and Women 103

Summary 104

Checking for Understanding 105

Self-Assessment 105

Skill Build 3 106

Applications 108

Net-Work 108

Personal Points 109

EXPERIENTIAL EXERCISE: Variations

in Communication 110

4 Improving Communicationsand Managing Conflict 113

Barriers to Effective Communication 114Lying 114Perceptions 116Emotions 116Overeagerness to Respond 116Snap Judgments 116Closed Words 117Attacking the Individual 117Judging 117Rank 118A Question of Ethics 118Credibility Gaps 119Gatekeepers 119Noise 119Wasting the Thought—Speech RateDifferential 120Poor Listening 120The Verbal Cocoon 120

Spot Check 121

The Importance of Listening 121Effective Listening 121

Developing Listening Skills 121Listening Responses 122Phrasing Questions 122

How to Break Down CommunicationBarriers 123Encourage Upward Communication 124

REALITY CHECK: What Managers Should< Communicate 124

Have an Open-Door Policy 125Use Face-to-Face Communication 125Avoid Credibility Gaps 125Write for Understanding 126Watch Your Timing 126Be Sensitive to Others' Feelings and Needs 127

Spot Check 128

Conflict Management 128Positive and Negative Conflict 128

FYI Focus Box 129

General Conflict-ResolutionGuidelines 129

A GLOBAL GLANCE: ChineseBusiness Conflict 130Conflict Perspectives 130Situational Elements 131

Summary 133

Checking for Understanding 134

Self-Assessment 134

Skill Build 4 135

Applications 136

Net-Work 136

Personal Points 137

EXPERIENTIAL EXERCISE 138

5 Ethics and Etiquette 141

The Right Treatment of Others 142

Business Ethics: An Oxymoron? 142

Ethical Pressures 143The Effects of Technology 144

A QUESTION OF ETHICS: Ethics and DowCorning 144The Effects of Acquisitions and RestructuringActivities 145Lack of Sufficient Concern for theEnvironment 145An Ethics Gap 146Managing Ethics 148

REALITY CHECK: An Example of EthicalConduct 148Ethics and the Individual 150

Two Philosophies: Profit Quest versus SocialResponsibility 152The Profit-Quest Approach 152The Social-Responsibility Approach 153

Areas of Social Responsibility 153Responsibility to Employees 153

Spot Check 153

Responsibility to Consumers 154Responsibility to the Environment 154Responsibility to Provide Information 155Responsibility to Assist Special EmploymentGroups 155Responsibility to Help Small Businesses 156

Guide to Social Action 156Community Relationships 156

Etiquette 158

Spot Check 158

REALITY CHECK: Net-Etiquette 162

Attire and Grooming 163

REALITY CHECK: The Clothes Must Fit,in More Ways Than One 1 65Coming and Going 166Dining 167

A GLOBAL GLANCE: There Is MuchMore to Knowing the Languagethan Learning the Words 168Cordiality 169

FYI Focus Box 169

When Others Break the Rules 170 •

Summary 171

Checking for Understanding 172

Self-Assessment 172

Skill Build 5 173

Applications 174

Net-Work 176

Personal Points 176

EXPERIENTIAL EXERCISE: Ethics 177

PART 2: THE ORGANIZATIONALFRAMEWORK

6 Jobs, from Design toAppraisal 179

What Is a Job? 180

A QUESTION OF ETHICS: People:Assets or Liabilities 181The Japanese Way 182

Current Job Trends 182

REALITY CHECK: Jobs—Going or

Coming? 183

Career Management 184Technical and Business Skills 185Interpersonal Skills 185Learning, Communicating, andProblem-Solving Skills 185Self-Management Skills 186

Finding a Job 186

Spot Check 187

Job Design 188Job Analysis 188Job Characteristics Model 188Difficulty Level 189A Three-Factor Model 189The CPOS Model 189

Work Effectiveness 190

Spot Check 190

Specialization 191

Job Descriptions and Job Specifications 192

Spot Check 193

X l l

Trying to Obtain a Job—The Interview 194Styles of Interviewing 194Types of Interviewers 196Guidelines for Conducting Interviews 197Guidelines for Being Interviewed 198

Performance Appraisals 198

Spot Check 198

Know How You Will Be Evaluated 199Pre-Evaluation Procedures 200Appraisal Threats 202Appraisal Responses 205

Losing a Job 207

FYI Focus Box 208

A GLOBAL GLANCE: Getting Fired in theGreat White North 209

Summary 210

Checking for Understanding 210

Self-Assessment 210

Skill Build 6 211

Applications 213

Net-Work 214

Personal Points 214

EXPERIENTIAL EXERCISE: Designing a Job 214

7 Formal Organizations: HowPeople Organize 217

Introduction 218

Formal Organizations: Relevant ManagementPrinciples 218Hierarchical Structure Principle 218Unity of Command Principle 218Line and Staff Principle 219Division of Labor Principle 219Span of Control Principle 219Positional Power Principle 222Rules Principle 222The Organization Chart 222

Spot Check 223

Organizational Styles 223Functional Organizations 223

8

Geographic Organizations 224Customer Organizations 225Product Organizations 225Matrix Organizations 226Horizontal Organizations 227Learning Organizations 228A Question of Ethics: Non-Work-RelatedLearning 229

Developing OrganizationalStructures 230Liberation Management 231Egalitarian Designs 231Conceptual Designs 232Redesigns 232

Downsizing and Revision 233

FYI Focus Box 234

Spot Check 234

Summary 235

Checking for Understanding 235

Self-Assessment 235

Skill Build 7 236

Applications 237

Net-Work 239

Personal Points 240

EXPERIENTIAL EXERCISE: Organizing HumanResources 240

Understanding Management 243

Coping with Management 244

The Role of Management 244Management Functions and Resources 245

A QUESTION OF ETHICS: Relationshipswith Managers 247The Internal and External Environments 248

Decision Making 249Rational Decisions 249Political Decisions 249Temporal Decisions 250Emotional Decisions 251Economic Decisions 252

FYI Focus Box 252

Spot Check 254

Management Principles 255

From Classical to BehavioralManagement 256Classical Management 256

REALITY CHECK: Another Time Whena Manager May Use the ClassicalStyle 257Behavioral Management 259The Management Continuum 261

Spot Check 262

The Worker's Role 262Doing the Best Job 262Total Quality Management (TQM) 263Coping with Management 264

REALITY CHECK: It Could Be

Worse—You Could Be Workingfor One of These People 269

Spot Check 272

REALITY CHECK: No Talking in theGraveyard 273

Summary 274

Checking for Understanding 274

Self-Assessment 275

Skill Build 8 275

Applications 277

Net-Work 278

Personal Points 279

EXPERIENTIAL EXERCISE: The Middle Manager's

Quandary 279

Small Groups and the InformalOrganization 283

Groups 284What Is a Group? 284Group Formation 284Group Synergy 285

The Nature of Formal and InformalGroups 286Formal Groups and Roles 286Informal Groups 286Why Do Informal Groups Emerge? 287

REALITY CHECK: Informal Talk 287

Spot Check 289

Group Behavior 289Group-Member Characteristics 289Group Cohesion 290Work Arrangement Influence on InformalGroups 292A Balance between Task and MaintenanceActivities 292Cultural Diversity in Groups 292Informal Groups and the Grapevine 293The Nature of the Grapevine 293

Spot Check 293

Chains Required for GrapevineCommunication 294Management and the Grapevine 296

Meetings 296Planned and UnplannedAgendas 296Forming a Committee 297Deficiencies in Group DecisionMaking 297Avoiding Meeting Pitfalls 298

Teamwork 301Models of TeamDevelopment 301

FYI Focus Box 303

Spot Check 303

A QUESTION OF ETHICS: Constructionor Obstruction 303

Summary 304

Checking for Understanding 304

Self-Assessment 304

Skill Build 9 305

Personal Points 306

XIV

Applications 307

Net-Work 308

EXPERIENTIAL EXERCISE: ExamingFormal Work Arrangements 308

10 Individuals andSelf-Management

Introduction 312

311

The Question of Conformity 312Problems of Individualism 312Dealing with Individuals 313Is Conformity a Sellout? 315Types of Conformity 315Can I Do What I Want with CompanyResources? 316

Spot Check 316

What I Do on My Own Time Is WhoseBusiness? 317What's Wrong with Workplace Affairs? 317Can't I Wear What I Like? 318But There Are Individual Differences 319A Smoke-Free Environment 319

The Right to Privacy 320What Do Employers Want to Know? 320Testing Employees 320

A QUESTION OF ETHICS: The Boss IsWatching! 320Lie-Detector Tests 321Collection of Information 322Surveillance of Employees 322Access to Personnel Records 323

The Challenge of DiscipliningEmployees 323The Nature of Discipline 323Progressive Discipline 323Can You Document It? 323Do it in Private 324Just like a Red-Hot Stove! 324Situational Discipline Should BeApplied 324Enforcing Rules 324Firing People 325

Challenges with One's Self 326

REALITY CHECK: Recoveringfrom a Mistake 326Wants beyond Capabilities 327The Peter Principle 327Fear of Admitting Errors 327

Politics 328The Nature of Organizational Politics 328Influence Strategies 329Influencing Others 330Selling Your Ideas 330Self Management 331

REALITY CHECK: Concern for Individuals 332

Spot Check 332

The Components of Self-Management 333Implementing Self-Management 335

Time Management 336Working Smarter: Creating a Time-ManagementSystem 337Your Peak Time 337Twelve Practical Time-ManagementTechniques 338

FYI Focus Box 341

Lists 341Paper Handling 341Bigjobs 342

Spot Check 342

Summary 343

Checking for Understanding 343

Self-Assessment 344

Skill Build 10 344

Applications 346

Net-Work 348

Personal Points 348

EXPERIENTIAL EXERCISE: Declining Ethics? 349

PART 3: Inducing OrganizationalActivity

11 Motivation and Morale 351Why Learn about Motivation? 352

The Importance of Needs and Motivation 352

Needs and Motivation 352If You Are a Manager 352If You Are a Worker 353A Motivation Model 353Can You Learn to Need Needs? 354The Need for Approval 354The Need for Achievement 354The Need for Competence 354The Need for Power 355

The Hierarchy of Needs 355The Basic Hierarchy 355Maslow's Other Needs 357

REALITY CHECK: Maslow Revised 358

Spot Check 359

Herzberg's Motivation-MaintenanceModel 359Hygiene (Maintenance) Factors 360Motivational Factors (Satisfiers) 360Some Final Words on Herzberg 361The Process of Motivation 362Behavior Modification throughReinforcement Techniques 363Positive Reinforcement 363

Escape and Avoidance 363

The State of Extinction 364How Effective Is Punishment? 364Expectancy Theory 365The Relationship between Equity andMotivation 365

Spot Check 367

Hunter's Intrinsic/Extrinsic Theory 367Level of Concern 367Success 367Feedback 368Interest 368

Feeling Tone 368

Spot Check 369

FYI Focus Box 369

Time, Importance, and Motivation 369The Special Role of Money as a Motivator370Money Is Traditional 370Money Is Tangible 370

12

Money Is Objective 370Alternatives to Money Are Often Subjective 371Money Is Symbolic 371

What the Individual Can Do aboutMotivation 371

Morale in Organizations 372Morale Defined 373Morale and Productivity 373What Are the Factors That AffectMorale? 373The Organization 373

REALITY CHECK: Impacting Morale 374

Employees' Activities 374The Nature of Work 374Peers 375Leadership 375Role Expectation 375Concept of Self 375Personal Needs 375

Spot Check 376

Warning Signs of Low Morale 376Evaluating Morale 376

Summary 378

Checking for Understanding 378

Self-Assessment 379

Skill Build 11 379

Applications 381

Net-Work 382

Personal Points 382

EXPERIENTIAL EXERCISE: What Do

You Need? 383

Job Satisfaction and the Qualityof Work Life 385

Introduction 386

Greater Concerns over the Qualityof Work Life 386

Needs and Motivation 387Shifting Trends in Jobs 387Trend toward a 24/7 Workforce 387

Trend toward Outsourcing Work 388What Influences the Quality of Work Life? 388

Improving the Quality of Work Life 390Job Enrichment 390Job Enlargement 391Vertical and Horizontal Loading 391Manipulating Core Job Dimensions 392Job Rotation 393Cross- Training 394Feedback and Reinforcement 394

Spot Check 394

Well Pay and Floating Holidays 395Empowerment 395Child and Elder Care 396Changes to the Work Environmentand the Social Environment 396Ergonomic Changes 397Wellness Programs 397Aesthetics and Personalization 397Does OWL Have Its Limitations? 398

Innovative Ways to Work 399Production-Based Compensation Plans 399Flextime 400Flexplace 402Flexible Benefits 403Compressed Workweek 403Contingent Employment 404Job Sharing 405

REALITY CHECK: Flexible Work

Arrangements 405

Job Satisfaction 406Internal Job Satisfaction Factors 406Spot Check 406External Job Satisfaction Factors 409

REALITY CHECK: The Importance of Social

Contacts at Work 412

FYI Focus Box 413

A QUESTION OF ETHICS: Seniorityand Higher Pay 414Individual Job Satisfaction Factors 415

Spot Check 416

REALITY CHECK: Dissatisfaction 417

Spot Check 419

Summary 419

Checking for Understanding 420

Self-Assessment 420

Skill Build 12 421

Applications 423

Net-Work 425

Personal Points 425

EXPERIENTIAL EXERCISE 426

13 The Dynamics of Change 429

Introduction 430

The Effects of Change 430The Need for Anticipation 430

Why People Resist Change 431Personal Attitudes and PersonalImpact 431Financial Reasons 432Alterations in the Informal Organization 432Inertia 432Lack of Recognition of Need 433Fear of the Unknown 433Lack of Trust 433Revenge 434

A GLOBAL GLANCE: The ChangeHeard round the world 434Surprise 434Poor Timing 434Poor Approach 435Misunderstanding 435Absent Benefits 435Insufficient Need 435

Spot Check 436

Phariseeism 436

How Resistance to Change Is Shown 436Absenteeism 437Decreased Productivity 437Regression 437Resignation 437Tranfer 438Sabotage 438

Change Management 438The Allure and Peril of Change 438

Change as a Three-Step Process 440Larger Scale Change—A Six-StepProcess 440

Spot Check 440

The Change Must Be Useful 442Management Should Be Empathetic 442

A QUESTION OF ETHICS: Not ExactlyWhat One Would Call Country-ClubManagement 442The Change Must Be Understood by ThoseAffected 443Employees Should ParticipateWhen Possible 443Benefits Should Be Stressed 443Provide Economic GuaranteesWhen Possible 444

FYI Focus Box 444

The Problem of Timing 444Avoid Too Much Too Soon 444

Spot Check 445

Methods of Accomplishing Change 445Directives 445Participation 446Trial Periods 446The New-Person Method 446Training 446Organizational Development 447The Use ofMBO to Effect Change 447Manipulation 448

Coping with Change 449

Spot Check 451

Summary 451

Checking for Understanding 452

Self-Assessment 452

Skill Build 13 453

Applications 454

Net-Work 456

Personal Points 456

EXPERIENTIAL EXERCISE: Is This Change ReallyNecessary? 457

PART 4: Strategies for ImprovingOrganizational Behaviorand Performance

14 Leadership 459Introduction 460

The Functions and Characteristicsof Leadership 460Leadership Defined 460The Difference between Leadership andManagement 460

Formal Leadership 461Power 462How Important Are Leaders?What Makes People Leaders?Charismatic Leaders 464

463463

Spot Check 464

REALITY CHECK: Trust in NonhierarchicalOrganizations 465Transformational Leaders 465Contingency and Situational Leaders 465Traditional Leadership 467X and Y Labels 468Derived-X Theory 468

REALITY CHECK: Leadership Paradoxes 468

Spot Check 471

Styles of Leadership 471

A Major Problem 471Autocratic Style 471Participative Style: Involving Employees 472Free-Rein Style 475Which Is the Best Style of Leadership? 475Should Leaders Get Close to TheirAssociates? 476

REALITY CHECK: Developing Leaders 477Some Final Conclusions on the Best Styleof Leadership 477

Leadership as a Skill 477Technical Skills 478Human Resource Management Skills 478Conceptual Skills 478Trust-Building Skills 479

Development of Leadership Skills 480Trial and Error 480

Formal Education 480On-the-Job Experience 480

FYI Focus Box 481

Spot Check 482

Supplemental Reading 482

The Need for a Supportive OrganizationalCulture 482

Summary 482

Checking for Understanding 483

Self-Assessment 484

Skill Build 14 484

Applications 486

Net-Work 487

Personal Points 487

EXPERIENTIAL EXERCISE: What Do

You Assume? 487

15 Stress 491

Introduction 492

The Nature of Stress 492Our Basic Responses 492

Spot Check 493

Causes of Stress 494Quantitative Demands 494Qualitative Demands 495Work-Pace Control 495Participation 495Work Shift 495Work Roles 495Accumulation of Factors 496Reactions to Work-RelatedDistress 496

REALITY CHECK: Small Releases forSmall Stressors 496

Spot Check 498

The Three Stages of Stress 498

Frustration: Another Responseto Stress 498

With a Little Help fromYour Mind 499Reactions to Frustration 499Rationalization 499Compensation 500Negativism 500Resignation 500Repression 501Pseudostupidity 501Obsessive Thinking 502Displacement 502Conversion 502

Spot Check 503

Burnout: The Disease of HighAchievers 503Who Are Candidates for Burnout? 503What Are the Symptoms of Burnout? 503What Is the Cure for Burnout? 504

Causing Associates to BecomeDistressed 504

The Wrong Way to Manage Distress:Substance Abuse 505What Constitutes a Drinking Problem? 505Drug Abuse 505Recognizing Alcohol and Drug Abuse in theWorkplace 505Drugs and the Workplace 506Organizational Approaches to Alcohol andDrug Abuse 506The Nature of Company Programs 506The Stigma of Alcoholism and DrugPrograms 507

Stress Management 507Stress-Management Recommendations 507Managing Stress with Faith 508Establish Ethical Values 509Idealism 509

Managing Career-Related Stress 509Develop Readily Attainable Goals 509

REALITY CHECK: Your Reaction to

Stress Matters 510Select a Satisfying Occupation 510Have Faith in Yourself and SeekOpportunities 511Employ Contrast 511Workaholics 511

Take Stock of Yourself 512Break the Law of Parkinson 513Break Kossen's Law 513

FYI Focus Box 514

Spot Check 514

Summary 515

Checking for Understanding 515

Self-Assessment 516

Skill Build 15 516

-Applications 517

Net-Work 518

Personal Points 519

EXPERIENTIAL EXERCISE: Are YOU a Candidate

for Burnout? 519

16 Challenges andOpportunities 524Challenges and Opportunities 524

Understanding Global OrganizationalBehavior 524Organizational Cultures in a GlobalEnvironment 524Differences in Customs 525Differences in Language andCommunication Styles 525Differences in Attitudes toward Time 526Differences in the Workforce 526Differences in Labor Laws 526

REALITY CHECK: Are Things ReallyThat Different Abroad? 527Differences in Ethical Standards 528Differences in Political Climate 528

Easing the Transition forInnocents Abroad 528Selecting the Right People for theRight Place 528Allowing Orientation Visits 529Providing Training Opportunities 529Using Foreign Nationals 529

Repatriation: Returning Home 530Company Guidance and Counseling 530

Multiculturalism and Diversity 530

Spot Check 530

The Nature of Prejudice andDiscrimination 531What Is the Difference between Prejudiceand Discrimination? 531

REALITY CHECK: IS DiversityRequired? 531Prejudice: An Acquired Habit 532

REALITY CHECK: Best Companies forMinorities—and Performance 532Prejudice in Favor of a Group 533Preventive Prejudice 533The "OppressedMajority" 533It's the Law 533Religious Beliefi 534

Legal Discrimination in ExceptionalCases 534Bona Fide Occupational Qualification (BFOQ)Exception 534

FYI Focus Box 535

The Testing Requirement Exception 535Seniority System Exception 535

Reverse Discrimination: An OrganizationalDilemma 535Offietting Past Inequities through ProportionalEmployment 536

The Challenges Facing Womenin the Workplace 536The Effects of Culturalization on Values towardWomen 536Fast Track versus Mommy Track 536

REALITY CHECK: Mother-to-Be 537

Spot Check 537

Challenges Facing Everyonein the Workplace 538Sexual Harassment 538Workplace Violence 538The Worker Shortage 539

Older Workers 539The Problem of Job Loss for theAging 539Increased Costs of EmployeeBenefits 540Fewer Working Years 540Physically Too Weak 541Higher Rates of Absenteeism 541

Assisting the Older WorkerOlder Rather than Old 541

541

Spot Check 542

Legislation for the Older Worker 542

The Challenges Facing Peoplewith Disabilities 542It's the Law 543Who Are Individuals with Disabilities? 544Common Attitudes toward the Physicallyand Intellectually Challenged 544Increased Insurance Costs 545Offensive to the Public 545

Spot Check 546

A Social Responsibility 546

Summary 546

Checking for Understanding 547

Self-Assessment 547

Skill Build 16 548

Applications 552

Net-Work 554

Personal Points 554

EXPERIENTIAL EXERCISE: A Cultural

Quiz 554

Notes 557

Index 575