(eBook PDF) Fundamentals of

Organizational Behavior 5th Edition

Go to download the full and correct content document:
https://ebooksecure.com/product/ebook-pdf-fundamentals-of-organizational-behavior-
5th-edition/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

(eBook PDF) Fundamentals of Organizational Behavior 6th

Edition by Andrew J. DuBrin

http://ebooksecure.com/product/ebook-pdf-fundamentals-of-
organizational-behavior-6th-edition-by-andrew-j-dubrin/

(eBook PDF) Essentials of Organizational Behavior 14th

Edition

http://ebooksecure.com/product/ebook-pdf-essentials-of-
organizational-behavior-14th-edition/

(eBook PDF) Essentials of Organizational Behavior, 15th

edition

http://ebooksecure.com/product/ebook-pdf-essentials-of-
organizational-behavior-15th-edition/

(eBook PDF) Organizational Behavior: Key Concepts,

Skills & Best Practices 5th

http://ebooksecure.com/product/ebook-pdf-organizational-behavior-
key-concepts-skills-best-practices-5th/
(eBook PDF) Organizational Behavior 7th Edition

http://ebooksecure.com/product/ebook-pdf-organizational-
behavior-7th-edition/

(eBook PDF) Organizational Behavior 8th Edition

http://ebooksecure.com/product/ebook-pdf-organizational-
behavior-8th-edition/

Organizational Behavior, 13th Edition (eBook PDF)

http://ebooksecure.com/product/organizational-behavior-13th-
edition-ebook-pdf/

Organizational Behavior 17th Edition (eBook PDF)

http://ebooksecure.com/product/organizational-behavior-17th-
edition-ebook-pdf/

Organizational Behavior 18th Edition (eBook PDF)

http://ebooksecure.com/product/organizational-behavior-18th-
edition-ebook-pdf/
 Fifth Edition

Fundamentals of
­Organizational Behavior

Andrew J. DuBrin
Professor of Management, Emeritus
College of Business
Rochester Institute of Technology

Academic Media Solutions

Affordable - Quality Textbooks, Study Aids, & Custom Publishing

1
 PART 3 GROUPS AND INTERPERSONAL RELATIONS

8 Interpersonal Communication 149

Learning Objectives 149
The Communication Process 150
Communication and Information Technology 152
Nonverbal Communication 156
Organizational Channels of Communication 158
Barriers to Interpersonal Communication 162
Overcoming Communication Barriers 164
Persuasive and Power-Oriented Language 170
Implications for Managerial Practice 171
Summary of Key Points 171
Key Terms and Phrases 172
Discussion Questions and Activities 172
Case Problem: Do We Need This Blogger? 173
Endnotes 174

9 Group Dynamics 177

Learning Objectives 177
Types of Groups and Teams 178
Stages of Group Development 184
Characteristics of Effective Work Groups 187
Group Problem Solving and Decision Making 191
Potential Problems within Groups 194
Implications for Managerial Practice 196
Summary of Key Points 196
Key Terms and Phrases 197
Discussion Questions and Activities 197
Case Problem: Veronica Struggles as a Virtual Worker 197
Endnotes 198

10 Teams and Teamwork 201

Learning Objectives 201
Self-Managed Work Teams 202
Continuous Learning by Teams 206
Building Teamwork 210

viii Contents

8
 Managing On-Site Teams and Virtual Teams 214
Implications for Managerial Practice 216
Summary of Key Points 216
Key Terms and Phrases 217
Discussion Questions and Activities 217
Case Problem: Home Rehab Day at Tymco 217
Endnotes 219

11 Leadership in Organizations 221

Learning Objectives 221
The Nature of Leadership 223
Leadership Traits and Characteristics 223
Leadership Behaviors and Styles 229
Contingency Theories of Leadership 231
Transformational and Charismatic Leadership 237
Substitutes for Leadership 241
Developing Your Leadership Potential 242
Implications for Managerial Practice 243
Summary of Key Points 243
Key Terms and Phrases 244
Discussion Questions and Activities 244
Case Problem: Amy, the High Consideration Tweeter 245
Endnotes 245

12 Power, Politics, and Influence 249

Learning Objectives 249
The Meaning of Power, Politics, and Influence 250
Sources of Individual and Subunit Power 251
Empowerment of Group Members 253
Organizational Politics 256
Organizational Influence Tactics 263
The Control of Dysfunctional Politics and Ethical Considerations 265
Implications for Managerial Practice 266
Summary of Key Points 267
Key Terms and Phrases 267
Discussion Questions and Activities 268
Case Problem: Kyle Wants to Gain an Edge 268
Endnotes 269

Contents ix

9
 13 Conflict and Stress 271
Learning Objectives 271
Conflict in Organizations 272
Conflict Management Styles 280
Dealing with Difficult People 283
Negotiating and Bargaining 284
Work Stress 286
Organizational Approaches to Stress Management 291
Individual Approaches to Stress Management 292
Implications for Managerial Practice 294
Summary of Key Points 295
Key Terms and Phrases 295
Discussion Questions and Activities 296
Case Problem: Garth Ponders a Sensitive Confrontation 296
Endnotes 296

PART 4 THE ORGANIZATIONAL SYSTEM AND THE GLOBAL ENVIRONMENT

14 Organization Structure and Design 299

Learning Objectives 299
Foundational Concepts of Organizational Structure 301
The Bureaucratic Form of Organization 303
Key Modifications of the Bureaucratic Structure 308
Outsourcing as an Organizational Arrangement 312
Leading-Edge Organization Structures 314
Implications for Managerial Practice 316
Summary of Key Points 316
Key Terms and Phrases 317
Discussion Questions and Activities 317
Case Problem: Proposed Organizational Structure Change at Montana Vehicles 318
Endnotes 319

15 Organizational Culture and Knowledge Management 321

Learning Objectives 321
Organizational Culture 323
The Learning Organization 331

x Contents

10
 The 41 Framework of a Learning Organization 331
Building Blocks of a Learning Organization 332
Knowledge Management 334
Methods of Sharing Information 335
Implications for Managerial Practice 338
Summary of Key Points 338
Key Terms and Phrases 339
Discussion Questions and Activities 339
Case Problem: The Corporate Culture Picnic 339
Endnotes 340

16 Organizational Change and Innovation 343

Learning Objectives 343
Two Models of the Change Process in Organizations 345
Why People Resist Change 346
Four Major Factors That Create Organizational Change 349
Organization Development as a Change Strategy 352
Managing Change Yourself 358
Behavioral Principles of Innovation 360
Implications for Managerial Practice 362
Summary of Key Points 362
Key Terms and Phrases 363
Discussion Questions and Activities 363
Case Problem: Resisting Change at Car Destination 364
Endnotes 365

17 Cultural Diversity and Cross-Cultural

Organizational Behavior 367
Learning Objectives 367
Cultural Diversity: Scope, Competitive Advantages,
and Potential Problems 370
Cross-Cultural Values 373
Multicultural Workers and Organizations 376
Barriers to Good Cross-Cultural Relations 379
Cross-Cultural Processes 381
Initiatives to Enhance Cultural Diversity in Organizations 384
Implications for Managerial Practice 389

Contents xi

11
 Summary of Key Points 389
Key Terms and Phrases 390
Discussion Questions and Activities 390
Case Problem: Janine Schemes to Avoid Being Laid Off 391
Endnotes 391

Glossary G–1
Organization Index I–1
Name Index I–2
Subject Index I–4

xii Contents

12 8:28 PM
 Preface

Welcome to the fifth and revitalized edition of Fundamentals of Organizational Behavior.

This book is designed for courses in organizational behavior and management that focus
on the application of organizational behavior knowledge to achieve enhanced productiv-
ity and satisfaction in the workplace.
Organizational behavior is about human behavior on the job. Knowledge of organiza-
tional behavior is, therefore, an important source from which any manager or corporate
professional may draw. The same information that can drive a manager to excel can also
assist individual organizational contributors in becoming more adaptive and effective.
Nonmanagerial professionals, technology workers, sales representatives, and service pro-
viders benefit from the insight and analysis that organizational behavior provides, as do
managers and prospective managers. All are welcome under the umbrella of organiza-
tional behavior.
Organizational behavior, because of its key contributions in driving workforce produc-
tivity, is a standard part of the curriculum in schools and colleges of business, manage-
ment, and public administration. As a result, research and writing about the field prolifer-
ates. To provide just an overview of this vast amount of information, many introductory
textbooks are quite lengthy, easily filling 800 pages or more. To soften the impact of such
encyclopedic approaches to the study of organizational behavior, many of these books
also lavishly layer figures and photographs onto their extended narratives. Many of the
new, briefer textbooks are simply condensed versions of the longer books.
Fundamentals of Organizational Behavior takes a briefer, more focused, and more ap-
plied approach to learning about the field. Instead of trying to dazzle with a baffling array
of concepts, research findings, theories, and news clippings, this book concentrates on
only the most useful ideas. It blends clear and thoughtful exposition of traditional topics,
such as motivation, with topics of more recent origin, such as creativity, virtual teams,
knowledge management, diversity, and cultural intelligence.
And although each chapter packs a lot of information, chapters consistently emphasize
the essential and the practical. A major strategy was to de-emphasize elaborate theories
and findings that are no longer the subject of active research, practice, or training pro-
grams. However, we did not permit our concern for brevity to strip the text down to a ster-
ile outline devoid of human interest, examples, and useful applications. Most of the brief
textbooks on organizational behavior sacrifice cases, self-quizzes, discussion questions,
and in-action inserts. Fundamentals of Organizational Behavior, however, injects all of
these elements into its pages and still stays concise.
The size and scope of this book are well suited to college courses that supplement a
core textbook with journal articles, major projects, specialty textbooks, online informa-
tion, or other instructional media. In addition, the comprehensiveness of Fundamentals of
Organizational Behavior, combined with its brevity, makes it suitable for workplace or-
ganizational training programs about human behavior. The student who masters this text-
book will not only acquire an overview of and appreciation for organizational behavior
research, literature, theory, and opinion but will also develop a feel for managing and in-
fluencing others through the application of systematic knowledge about human behavior.

xiii

13
 The Features
In addition to summarizing and synthesizing relevant information about essential orga-
nizational behavior topics and providing concrete examples of theories in action, Funda-
mentals of Organizational Behavior incorporates many useful features to make the mate-
rial more accessible, collaborative, and incisive. It also works hard to be technologically
relevant, such as by describing how information technology is used to enhance group
decision making, and how social media influence networking in organizations.
n Learning Objectives introduce the major themes of each chapter and provide a
framework for study.
n Boldfaced key terms are defined in the margins, listed at the end of each chapter,
and reinforced in an end-of-book glossary.
n Opening vignettes explore real organizational issues, highlighting the stake all
types of organizations have in using human capital well.
n Organizational Behavior in Action boxes describe the actions of managers and
professionals in dealing effectively with the human aspects of management,
making visible the connection between theory and practice.
n Self-Assessments and Skill-Development Exercises support self-directed learning
while driving the connections among research, theory, and practice down to
the personal level. They not only provide a point of departure for students in
understanding and valuing their own individual attitudes and behaviors, but they
also serve to create an ongoing dialogue, as each assessment and exercise can be
returned to many times over the course of a semester. The Self-Assessments and
Skill-Development Exercises have been well-accepted features of the previous
four editions.
n Implications for Managerial Practice sections, located near the end of each
chapter, set off several smart suggestions for applying organizational behavior
information in a managerial context.
n Summaries of Key Points, located at the end of each chapter, integrate all key
topics and concepts into several cogent paragraphs and link them with the
chapter’s stated learning objectives.
n Key Terms and Phrases provide a useful review of each chapter’s terminology.
n Discussion Questions and Activities, located at the end of each chapter, are suitable
for individual or group analysis. Included are collaboration questions aimed at
fostering group activity.
n Case Problems, located at the end of each chapter, illustrate major themes of
the chapter and are suitable for individual or group analysis. Case Problems are
uniquely designed to complement this textbook, and include relevant follow-up
discussion questions and links to related websites when appropriate.

The Framework
Fundamentals of Organizational Behavior is a blend of description, skill development,
insight, and prescription. Divided into four parts, it moves from the micro to the macro,
beginning with a brief introduction to the discipline. It then progresses to an exploration
of the individual, to a discussion of groups and intergroup dynamics, and to an examina-
tion of organizational systems.
As just noted, Part 1 provides an introduction to organizational behavior. Chapter 1
focuses on the nature and scope of organizational behavior and provides the foundation
for what is to come.
Part 2 includes six chapters that deal with the individual in the organization. Chapter 2
describes fundamental aspects of understanding individuals in terms of individual differ-
ences, diversity, mental ability, and personality. Chapter 3 describes individuals from the

xiv Preface

14
 standpoint of learning, perception, and values. Chapter 4 describes attitudes, job satisfac-
tion, and ethics as they relate to behavior in organizations. Chapter 5 is about individual
decision making and creativity. Chapter 6 presents basic concepts of motivation, and
Chapter 7 discusses techniques for enhancing motivation.
Part 3, about groups and intergroup relations, contains six chapters. Chapter 8 is about
interpersonal communication, and Chapter 9 covers group dynamics, including the char-
acteristics of an effective work group. Chapter 10 is devoted to teams and teamwork.
Chapter 11 deals with leadership, a cornerstone topic in organizational behavior and
management. Chapter 12 extends the study of leadership by describing power, politics,
and influence. Chapter 13 describes the nature and management of conflict and stress.
(This chapter deals in part with interpersonal phenomena and in part with individual
phenomena.)
Part 4, about the organizational system and the global environment, contains four chap-
ters covering macro issues in organizational behavior. Chapter 14 deals with organization
structure and design. Chapter 15 is about organizational culture and knowledge manage-
ment. Chapter 16 is about organizational change and innovation, but it also deals with the
individual profiting from change. Chapter 17 covers cultural diversity and cross-cultural
organizational behavior.

Changes in the Fifth Edition

The fifth edition expands and thoroughly updates the fourth edition. All the chapter-­
opening vignettes and Organizational Behavior in Action boxes are new. Twelve of the
seventeen case problems are new, and new research findings can be found in every chap-
ter. We have also selectively eliminated concepts that are essentially new names and la-
bels for existing concepts. In several instances, we have eliminated the descriptions of
research and focused on the conclusion of the research. Major additions and new or en-
hanced topical coverage are listed here, chapter by chapter:
Chapter 1: The Nature and Scope of Organizational Behavior
A discussion of the difference between quantitative and qualitative research methods is
added. More emphasis is placed on interpersonal skills development. A brief section is
added about how the Internet and social media are part of the history of organizational
behavior.
Chapter 2: Individual Differences, Mental Ability, and Personality
More emphasis is placed on how practical intelligence contributes to success, including
entrepreneurship. A new conscientiousness scale replaces the previous one. Narcissism is
added as a key personality trait affecting behavior in organizations. The personality role-
play skill-development exercise now includes a scenario about narcissism.
Chapter 3: Learning, Perception, and Values
The section on e-learning explains how massive open-online courses (MOOCs) are some-
times used as part of company training. A new discussion of the visual, auditory, and
kinesthetic learning styles is presented along with an accompanying Figure 3-1. The dis-
cussion of values now appears in this chapter.
Chapter 4: Attitudes, Job Satisfaction, and Ethics
A new Figure 4-1 presents a sampling of factors influencing job satisfaction. The dis-
cussion of organizational citizenship behavior now includes two new factors particularly
relevant to knowledge workers—employee sustainability and social participation. Social
entrepreneurship is described as part of social responsibility.
Chapter 5: Individual Decision Making and Creativity
Information is provided about how Tim Cook, the CEO of Apple Corp., emphasizes in-
tuition in making major decisions. A self-assessment is presented about behaviors and

Preface xv

15
 attitudes reflecting good concentration and focus. A skill-building exercise about brain-
storming in relation to a commodity product (paper clips) is presented.
Chapter 6: Foundation Concepts of Motivation
A section on employee engagement for motivation is introduced, including a self-­
assessment quiz about work engagement tendencies. A skill-development exercise is pre-
sented about goal setting in the workplace.
Chapter 7: Motivational Methods and Programs
Meaningful work is added as an application of job enrichment, and a self-quiz about
meaningful work is included. A new and less complex figure is presented for the job char-
acteristics model. A description appears about how organizational behavior modification
is being applied to strengthen employee wellness programs. An explanation is provided
about how sales representatives at different levels of performance react to financial incen-
tives. Information is given about how gainsharing is used to motivate physicians to reduce
hospital costs and maintain high-quality healthcare.
Chapter 8: Interpersonal Communication
Facts are provided about how multitasking as part of computer-mediated communication
can adversely affect focus, concentration, and performance. Research is presented about
how the use of the pronoun “I” figures into persuasive language.
Chapter 9: Group Dynamics
Research is included about how shared team leadership is related to virtual team perfor-
mance. Information about worker suitability for virtual team membership is supported
with a self-quiz about self-discipline tendencies. A new procedure for the nominal group
technique is included in this chapter.
Chapter 10: Teams and Teamwork
The topic of teamwork on the fly as a form of self-managing teams is introduced. Infor-
mation is given about the unusual tactic of cramming people into a small physical space
to enhance teamwork.
Chapter 11: Leadership in Organizations
We reduce the discussion of the difference between leadership and management to sim-
plify the issue, and we omit the dated Leadership Grid and the Situational Leadership
Theory. Proactivity is added as a key leadership trait. A section is added on developing
one’s leadership potential.
Chapter 12: Power, Politics, and Influence
Figure 12-1 about the basics of empowerment is simplified and made more direct and
applied. An organizational behavior checklist is added about political blunders and gaffes
to avoid in the workplace. A skill-building exercise about high-quality exchanges with
coworkers is added.
Chapter 13: Conflict and Stress
The section about competing work and family demands is expanded because of its rele-
vance to so many present and future workers. More information is presented about well-
ness programs because of their key role in managing employees’ stress and reducing
healthcare costs. A key self-development exercise is added about a personal stress man-
agement action plan.
Chapter 14: Organization Structure and Design
A brief section is added about span of control because of the renewed interest in this
venerable topic. A self-assessment about attitude toward bureaucracy replaces the older
bureaucratic orientation scale. Figure 14-2 presents the functional structure at Microsoft,
xvi Preface

16
 and Figure 14-3 presents the product structure at Caterpillar. Information is presented
about the extreme flat structure, or self-managing organization, at Morning Star. Reshor-
ing, or the bringing of jobs back to a country that outsourced those jobs previously, re-
ceives attention in the chapter.
Chapter 15: Organizational Culture and Knowledge Management
The topic of organizational ambidexterity, or taking care of the present and innovating for
the future at the same time, is introduced as a dimension of culture. The dimensions of
organizational justice and orientation toward serving are also added. Another addition is
a self-quiz about tendencies toward sharing knowledge.
Chapter 16: Organizational Change and Innovation
The section on models of the change process in organizations is shortened and simpli-
fied. Information is introduced about appointing coaches as facilitators of change. A new
section describes the roles of emotions and influential employees in bringing about large-
scale organizational change. Another new section explains how high-performance work
systems are used to bring about organizational change. The chapter concludes with a
section about the behavioral principles of innovation because so many change efforts are
aimed at making the organization more innovative.
Chapter 17: Cultural Diversity and Cross-Cultural Organizational Behavior
The concept of multicultural worker replaces the multicultural manager, and mention
is made of how being a multicultural worker also means having more than one cultural
identity. Figure 17-2, about what to do and not do in various countries, is expanded. Bias
against another demographic group is added as a barrier to good cross-cultural relations.
A section is added about cross-cultural differences in diversity programs, such as in the
use of quotas to attain diversity.

Online and in Print

Student Options: Print and Online Versions
This fifth edition of Fundamentals of Organizational Behavior is available in multiple
versions: online, in PDF, and in print as either a paperback or loose-leaf text. The content
of each version is identical.
The most affordable version is the online book, with upgrade options including the
online version bundled with a print version. What is nice about the print version is that
it offers you the freedom of being unplugged—away from your computer. The people at
Academic Media Solutions recognize that it is difficult to read from a screen at length and
that most of us read much faster from a piece of paper. The print options are particularly
useful when you have extended print passages to read.
The online edition allows you to take full advantage of embedded digital features,
including search and notes. Use the search feature to locate and jump to discussions any-
where in the book. Use the notes feature to add personal comments or annotations. You
can move out of the book to follow Web links. You can navigate within and between
chapters using a clickable table of contents. These features allow you to work at your
own pace and in your own style, as you read and surf your way through the material. (See
“Harnessing the Online Version” for more tips on working with the online version.)

Harnessing the Online Version

The online version of Fundamentals of Organizational Behavior offers the following
features to facilitate learning and to make using the book an easy, enjoyable experience:
n Easy-to-navigate/clickable table of contents—You can surf through the book
quickly by clicking on chapter headings, or first- or second-level section headings.
And the Table of Contents can be accessed from anywhere in the book.
Preface xvii

17
 n Key terms search—Type in a term, and a search engine will return every instance
of that term in the book; then jump directly to the selection of your choice with
one click.
n Notes and highlighting—The online version includes study apps such as notes
and highlighting. Each of these apps can be found in the tools icon embedded in
the Academic Media Solutions/Textbook Media’s online eBook reading platform
(www.academicmediasolutions.com).
n Upgrades—The online version includes the ability to purchase additional study
apps and functionality that enhance the learning experience.

Instructor Supplements
In addition to its student-friendly features and pedagogy, the variety of student formats
available, and the uniquely affordable pricing options that are designed to provide stu-
dents with a flexibility that fits any budget and/or learning style, Fundamentals of Orga-
nizational Behavior, 5e, comes with the following teaching and learning aids:
n Test Item File—This provides an extensive set of multiple-choice, short answer,
and essay questions for every chapter for creating original quizzes and exams.
n Instructor’s Manual—This is an enhanced version of the book offering assistance
in preparing lectures, identifying learning objectives, developing essay exams and
assignments, and constructing course syllabi.
n PowerPoint Presentations—Key points in each chapter are illustrated in a set of
PowerPoint files designed to assist with instruction.

Student Supplements and Upgrades (additional purchase

required)
n Lecture Guide—This printable lecture guide is designed for student use and is
available as an in-class resource or study tool. Note: Instructors can request the
PowerPoint version of these slides either to use as developed or to customize.
n StudyUpGrade (Interactive Online Study Guide)—Students can turbo-charge their
online version of Fundamentals of Organizational Behavior, 5e, with a unique
study tool designed to “up your grade.” StudyUpGrade is a software package
that layers self-scoring quizzes and flash cards into the online version. This
inexpensive upgrade helps you improve your grades through the use of interactive
content that is built into each chapter. Features include self-scoring multiple-choice
quizzes, key concept reviews with fill-in-the-blank prompts, and e-flash cards
comprising key term definitions. For more on this helpful study tool, check out the
flash demo at the Academic Media Solutions or Textbook Media websites.
n Study Guide—A printable version of the online study guide is available via
downloadable PDF chapters for easy self-printing and review.

xviii Preface

18
 Acknowledgments

The final topical content and organization of this text were heavily influenced by the
results of a survey of professors who expressed interest in using a shorter, more concise
textbook. Instructors from 60 colleges provided their opinions on what subjects form the
foundation of their courses. They also provided feedback on the types of pedagogical
activities and features that provide real value to the introductory organizational behavior
course. My writing also benefited from the suggestions of numerous reviewers, some of
whom, for reasons of confidentiality, must remain anonymous. Grateful acknowledgment
is made to
Lori Abrams Linda Morable, Ph.D.
University of Minnesota Richland College
David C. Baldridge Claire Marie Nolin, Ph.D.
Oregon State University Eastern Connecticut State University
Talya N. Bauer Regina M. O’Neill
Portland State University Suffolk University
Dr. Dorothy Brandt Douglas Palmer
Brazosport College Trinity College
Neil S. Bucklew Sarah Robinson
West Virginia University Indiana University–Purdue University
Indianapolis
Glenna Dod
Wesleyan College John W. Rogers
American International College
Debi Griggs
Bellevue Community College James Smas
Kent State University
Mary Humphrys
University of Toledo Darrin Sorrells, Ph.D.
Oakland City University
Avis L. Johnson
University of Akron Dr. Bonnie Tiell
Tiffin University
Marianne W. Lewis
University of Cincinnati Mary Anne Watson
University of Tampa
Jalane M. Meloun
Kent State University
Thanks also to the staff at Academic Media Solutions (AMS) who worked with me
to publish this new edition of Fundamentals of Organizational Behavior: Daniel C.
­Luciano, president/founder of AMS, and Victoria Putman of Putman Productions. My
special thanks go also to Professors Douglas Benton of Colorado State University, Terri
Scandura of the University of Miami, and Ann Welsh of the University of Cincinnati, who
read the entire first-edition manuscript and made many valuable suggestions that continue
to inform my work.

xix

19
 Finally, writing without loved ones would be a lonely task. My thanks therefore go to
my family: Drew, Heidi, Douglas, Gizella, Melanie, Will, Rosie, Clare, Camila, Sofia,
Eliana, Julian, Carson, and Owen. I thank also Stefanie, the woman in my life, and her
daughter Sofia for their contribution to my well-being.
Andrew J. DuBrin

xx Acknowledgments

20
 About the Author

Andrew J. DuBrin is professor emeritus of management in the College of Business at the

Rochester Institute of Technology, where he has taught courses and conducts research in
management, organizational behavior, leadership, and career management. He has served
the college as chairman of the management department and as team leader. He received
his Ph.D. in industrial psychology from Michigan State University. His business expe-
rience is in human resource management, and he consults with organizations and with
individuals. His specialties include leadership and career management.
Professor DuBrin is an established author of textbooks, scholarly books, and trade
titles. He also has written for professional journals and magazines. He has written text-
books on leadership, the principles of management, political behavior in organizations,
industrial psychology, and human relations. His scholarly books include the subjects of
crisis leadership, impression management, narcissism, and the proactive personality. His
trade titles cover many current issues, including coaching and mentoring, team play, of-
fice politics, coping with adversity, and overcoming career self-sabotage.

xxi

21
22
 INTRODUCTION TO PART 1

1
ORGANIZATIONAL BEHAVIOR

The Nature and Scope of

CHAPTER
Organizational Behavior

Chapter Outline
The Meaning and Research
Methods of Organizational
Behavior
How You Can Benefit from
Studying Organizational
Behavior
A Brief History of Organizational
Behavior
Skill Development in
Organizational Behavior
A Framework for Studying
Organizational Behavior
Implications for Managerial
wavebreakmedia/Shutterstock.com Practice

Learning Objectives
After reading and studying this chapter and doing the exercises, you
should be able to:

1. Explain what organizational behavior means.

2. Summarize the research methods of organizational behavior.
3. Identify the potential advantages of organizational-behavior knowledge.
4. Explain key events in the history of organizational behavior.
5. Understand how a person develops organizational-behavior skills.

1 2/22/15 7:49 AM
 Health Fitness Corp., a provider of corporate health services based in Minneapolis, Min-
nesota, faced a challenging problem in human behavior. Top-level management was
looking for a smooth way to facilitate the shift to a new technology platform. Health Fit-
ness brought in the consulting firm Syndio Social of Chicago to help them map internal
social networks to identify employees with enough influence to help other employees
adapt to the new technology. The basic technique is referred to as social network analysis,
a way to map and measure the relationships and links among people and groups within
the organization. After a social network analysis is completed, the company has a good
idea of who is connected to whom, and how many contacts each member of the network
has established.
Health Fitness executives brought 30 influencers to offices in Lake Forest, Illinois. Each
one of these influential employees, as identified by social network analysis, received com-
munication training and advanced knowledge about the project so they could respond to
coworker questions and build excitement about the project. One feature of social network
analysis that appeals to a company such as Health Fitness is that the sphere of influence of
about 3 percent of the workforce can influence 85 to 90 percent of the workforce.
Chief Executive Paul Lotharious said that the influencers played an important role
in getting other workers on board with the new technology platform. Lotharious also
pointed out that having good network connections are not the only relevant qualifica-
tions for the influencers. They also need technical expertise and leadership skills.
The combination of being well-connected internally and having technical expertise
and leadership skills helped facilitate the successful implementation of an expensive
new technology platform. The new platform was thought necessary for meeting the high
expectations of Health Fitness clients.1

The story just presented illustrates how a company might make systematic use about
knowledge of human behavior, including a relevant technique, to enhance the functioning
of an organization. The purpose of this book is to present systematic knowledge about
people and organizations that can be used to enhance individual and organizational effec-
tiveness. Managers and potential managers are the most likely to apply this information.
Yet the same information is important for other workers, including corporate profession-
als, sales representatives, customer service specialists, and technical specialists.
In the modern organization, workers at every level do some of the work that was for-
merly the sole domain of managers. Team members, for example, are often expected to
motivate and train each other. One reason organizations get by with fewer managers than
previously is that workers themselves are now expected to manage themselves to some
extent. Self-management of this type includes the team scheduling its own work and mak-
ing recommendations for quality improvement.
In this chapter, we introduce organizational behavior from several perspectives. We
will explain the meaning of the term, see why organizational behavior is useful, and take
a brief glance at its history. After describing how to develop skills in organizational be-
havior, we present a framework for understanding the field. An important goal in studying
organizational behavior is to be able to make sense of any organization in which you are
placed, so that, for example, you might be able to answer the question: What is going on
here from a human standpoint?

The Meaning and Research Methods

of Organizational Behavior
LEARNING OBJECTIVE 1 A starting point in understanding the potential contribution of organizational behavior is
Explain what organizational to know the meaning of the term. It is also important to be familiar with how information
behavior means. about organizational behavior is acquired.

2 Part 1 Introduction to Organizational Behavior

2 2/22/15 7:49 AM
 The Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human
behavior in the workplace, of the interaction between
people and the organization, and of the organization

Boris Bulychev/Shutterstock.com
itself.2 The major goals of organizational behavior are
to explain, predict, and control behavior.
Explanation refers to describing the underlying rea-
sons or process by which phenomena occur. For ex-
ample, an understanding of leadership theory would
explain why one person is a more effective leader than
another. The same theory would help predict which
people (e.g., those having charismatic qualities) are
likely to be effective as leaders. Leadership theory
could also be useful in controlling (or influencing)
people. One leadership theory, for example, contends People engaged in highly technical work can also benefit from
that group members are more likely to be satisfied and knowledge of organizational behavior.
productive when the leader establishes good relation- organizational behavior (OB)
ships with them. The study of human behavior
in the workplace, the
Data Collection and Research Methods in Organizational Behavior interaction between people
and the organization, and the
To explain, predict, and control behavior, organizational-­behavior specialists must collect organization itself.
information systematically and conduct research. The purpose of collecting data is to
conduct research.
Methods of Data Collection
Three frequently used methods of collecting data in organizational behavior are surveys, LEARNING OBJECTIVE 2
interviews, and direct observation of behavior. The survey questionnaire used by a spe- Summarize the research
cialist in organizational behavior is prepared rigorously. Before preparing a final ques- methods of organizational
tionnaire, a scientist collects relevant facts and generates hypotheses (educated guesses) behavior.
about important issues to explore. The questionnaire is carefully designed to measure rel-
evant issues about the topic being surveyed. For example, participants in a study might be
asked to evaluate their supervisor in various dimensions such as giving clear instructions
and showing compassion. Among the surveys included in this textbook is the self-quiz
about conscientiousness in Chapter 2.
Research about human behavior in the workplace relies heavily on the interview as a
method of data collection. Even when a questionnaire is the primary method of data col-
lection, interviews are usually used to obtain ideas for survey questions. Interviews are
also helpful in uncovering explanations about phenomena and furnishing leads for further
inquiry. Another advantage of interviews is that a skilled interviewer can probe for addi-
tional information. One disadvantage of the interview method is that skilled interviewers
are required.
Naturalistic observations refer to researchers placing themselves in the work en-
vironment to collect much information about organizational behavior. Systematic
observations are then made about the phenomena under study. One concern about
this method is that the people under observation may perform atypically when they
Celig/Shutterstock.com

know they are being observed. A variation of systematic observation is participant

observation. The observer becomes a member of the group about which he or she
collects information. For example, to study stress experienced by customer service
representatives, a researcher might work temporarily in a customer service center.
Research Methods
Four widely used research methods of organizational behavior are case studies, Direct observation of people is
laboratory experiments, field experiments (or studies), and meta-analyses. one method of data collection.

Chapter 1 The Nature and Scope of Organizational Behavior 3

3 2/22/15 7:49 AM
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of The works of the
Rev. John Wesley, Vol. 04 (of 32)
 This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.

Title: The works of the Rev. John Wesley, Vol. 04 (of 32)

Author: John Wesley

Release date: June 15, 2022 [eBook #68320]

Language: English

Original publication: United Kingdom: William Pine, 1771

Credits: Richard Hulse and the Online Distributed Proofreading

Team at https://www.pgdp.net (This file was produced
from images generously made available by The
Internet Archive)

*** START OF THE PROJECT GUTENBERG EBOOK THE WORKS

OF THE REV. JOHN WESLEY, VOL. 04 (OF 32) ***
The Works of the Rev.
John Wesley
 Transcriber’s Notes
The cover image was provided by the transcriber and is placed
in the public domain.

Punctuation has been standardized.

The author has used an asterisk (*) to indicate passages he

considers most worthy of attention.

This book has illustrated drop-caps at the start of each chapter.

These illustrations may adversely affect the pronunciation of
the word with screen-readers or not display properly in some
handheld devices.

This book was written in a period when many words had not
become standardized in their spelling. Words may have
multiple spelling variations or inconsistent hyphenation in
the text. These have been left unchanged unless indicated
with a Transcriber’s Note.

Footnotes are identified in the text with a superscript number

and are shown immediately below the paragraph in which
they appear.

Transcriber’s Notes are used when making corrections to the

text or to provide additional information for the modern
reader. These notes are identified by ♦♠♥♣ symbols in the
text and are shown immediately below the paragraph in
which they appear.
 THE

WORKS
OF THE

Rev. JOHN WESLEY, M.A.

Late Fellow of Lincoln-College, Oxford.

Volume IV.

BRISTOL:
Printed by WILLIAM PINE, in Wine-Street
MDCCLXXI.

THE

CONTENTS
Of the Fourth Volume.
SERMONS on several Occasions.
SERMON XLVIII.
 On Self-denial.

Luke ix. 23. And he said to them all, If any man will come after me,
let him deny himself, and take up his cross daily, and follow me.

SERMON XLIX.

The Cure of Evil-speaking.

Matt. xviii. 15, 16, 17. If thy brother shall sin against thee, go and tell
him his fault between thee and him alone: if he will hear thee, thou
hast gained thy brother.

But if he will not hear, take with thee one or two more, that by the
mouth of two or three witnesses, every word may be established.

And if he will not hear them, tell it to the church: but if he will not hear
the church, let him be to thee as an Heathen man and a Publican.

SERMON L.

The Use of Money.

Luke xvi. 9. I say unto you, make unto yourselves friends of the
mammon of righteousness, that when ye fail, they may receive
you into the everlasting habitations.

SERMON LI.

The Good Steward.

Luke xvi. 2. Give an account of thy stewardship: for thou canst be no

longer steward.

SERMON LII.

Preached before the Reformation Society.

Psalm xciv. 16. Who will rise up with me against the wicked?
 SERMON LIII.

On the Death of the Rev. Mr. George Whitefield.

Numb. xxiii. 10. Let me die the death of the righteous, and let my last
end be like his!

Advice to the People called Methodists,

With regard to dress.

The Duties of Husbands and Wives.

CHAP. I.

The first duties of the married, Chastity.

CHAP. II.

Of the Love of married persons.

CHAP. III.

Of the effects of love.

CHAP. IV.

Of the duties of the married to their family.

CHAP. V.

Of a man’s keeping his authority.

CHAP. VI.

Of the wife’s peculiar duties.

CHAP. VII.

Some application of the whole.

Directions to children.

Directions to servants.

An extract from Mr. Law’s treatise on Christian Perfection.

CHAP. I.

Several important considerations and directions.

CHAP. II.

Christianity requires a renouncing of the world, and all worldly

tempers.

CHAP. III.

Christianity calleth all men to a state of self-denial and mortification.

CHAP. IV.

The necessity of divine grace, another general ground of self-denial.

CHAP. V.

The necessity of divine grace, obligeth all Christians to a constant

purity and holiness of conversation; wherein is shewn the great
danger and impiety of reading vain and impertinent books.
 SERMON XLVIII.
SELF-DENIAL.
Luke ix. 23.

And he said to them all, If any man will come after me, let him deny
himself, and take up his cross daily, and follow me.

I
1. T has been frequently imagined, that the direction here given,
related chiefly, if not wholly to the apostles: at least to the
Christians of the first ages, or those in a state of persecution. But this
is a grievous mistake: for although our blessed Lord is here directing
his discourse more immediately to his apostles, and those other
disciples who attended him in the days of his flesh, yet in them he
speaks to us, and to all mankind, without any exception or limitation.
The very reason of the thing puts it beyond dispute, that the duty
which is here enjoined, is not peculiar to them, or to the Christians of
the early ages. It no more regards any particular order of men, or
particular time, than any particular country. No: it is of the most
universal nature, respecting all times and all persons. Yea, and all
things: not meats and drinks only, and things pertaining to the
senses. The meaning is, If any man, of whatever rank, station,
circumstances, in any nation, in any age of the world, will effectually
come after me, let him deny himself in all things: let him take up his
cross, of whatever kind, yea and that daily, and follow me.

2. The denying ourselves and the taking up our cross, in the full
extent of the expression, is not a thing of small concern: it is not
expedient only, as are some of the circumstantials of religion; but it is
absolutely, indispensably necessary, either to our becoming, or
continuing his disciples. It is absolutely necessary, in the very nature
of the thing, to our coming after him and following him. Insomuch
that as far as we do not practise it, we are not his disciples. If we do
not continually deny ourselves, we do not learn of him, but of other
masters. If we do not take up our cross daily, we do not come after
him: but after the world, or the prince of the world, or our own fleshly
mind. If we are not walking in the way of the cross, we are not
following him; we are not treading in his steps, but going back from,
or at least wide of him.

3. It is for this reason that so many ministers of Christ, in almost

every age and nation, particularly since the reformation of the church
from the innovations and corruptions gradually crept into it, have
wrote and spoke so largely on this important duty, both in their public
discourses and private exhortations. This induced them to disperse
abroad many tracts upon the subject; and some in our own nation.
They knew both from the oracles of God, and from the testimony of
their own experience, how impossible it was not to deny our master,
unless we will deny ourselves: and how vainly we attempt to follow
him that was crucified, unless we take up our own cross daily.

4. But may not this very consideration make it reasonable to

enquire, If so much has been said and wrote on the subject already,
what need is there to say or write any more? I answer, there are no
inconsiderable numbers, even of people fearing God, who have not
had the opportunity either of hearing what has been spoke, or
reading what has been wrote upon it. And perhaps if they had read
much of what has been written, they would not have been much
profited. Many who have wrote, (some of them large volumes) do by
no means appear to have understood the subject. Either they had
imperfect views of the very nature of it (and then they could never
explain it to others) or they were unacquainted with the due extent of
it; they did not see how exceeding broad this command is: or they
were not sensible of the absolute, the indispensable necessity of it.
Others speak of it in so dark, so perplext, so intricate, so mystical a
manner, as if they designed rather to conceal it from the vulgar, than
to explain it to common readers. Others speak admirably well, with
great clearness and strength, on the necessity of self-denial; but
then they deal in generals only, without coming to particular
instances, and so are of little use to the bulk of mankind, to men of
ordinary capacity and education. And if some of them do descend to
particulars, it is to those particulars only, which do not affect the
generality of men, since they seldom, if ever, occur in common life:
such as the enduring imprisonment or tortures: the giving up, in a
literal sense, their houses or lands, their husbands or wives,
children, or life itself: to none of which we are called, nor are likely to
be, unless God should permit times of public persecution to return. In
the mean time, I know of no writer in the English tongue, who has
described the nature of self-denial, in plain and intelligible terms,
such as lie level with common understandings, and applied it to
those little particulars, which daily occur in common life. A discourse
of this kind is wanted still: and it is wanted the more, because in
every stage of the spiritual life, altho’ there is a variety of particular
hindrances, of our attaining grace or growing therein, yet are all
resolvible into these general ones, either we do not deny ourselves,
or we do not take up our cross.

In order to supply this defect in some degree, I shall endeavour to

shew, first, What it is for a man to deny himself, and what to take up
his cross: and secondly, That if a man be not fully Christ’s disciple, it
is always owing to the want of this.

I. 1. I shall, first, endeavour to shew, What it is for a man, to deny

himself and take up his cross daily. This is a point which is of all
others most necessary to be considered, and throughly understood,
even on this account, that it is of all others most opposed, by
numerous and powerful enemies. All our nature must certainly rise
up against this, even in its own defence: the world consequently, the
men who take nature not grace for their guide, abhor the very sound
of it. And the great enemy of our souls, well knowing its importance,
cannot but move every stone against it. But this is not all: even those
who have in some measure shaken off the yoke of the devil, who
have experienced, especially of late years, a real work of grace in
their hearts, yet are no friends to this grand doctrine of Christianity,
tho’ it is so peculiarly insisted on by their master. Some of them are
as deeply and totally ignorant concerning it, as if there was not one
word about it in the bible. Others are farther off still, having unawares
imbibed strong prejudices against it. These they have received partly
from outside Christians; men of a fair speech and behaviour, who
want nothing of godliness, but the power, nothing of religion, but the
spirit: and partly from those who did once, if they do not now, taste of
the powers of the world to come. But are there any of these who do
not both practise self-denial themselves and recommend it to
others? You are little acquainted with mankind, if you doubt of this.
There are whole bodies of men who only do not declare war against
it. To go no farther than London. Look upon the whole body of
Predestinarians, who by the free mercy of God, have lately been
called out of the darkness of nature, into the light of faith. Are they
patterns of self-denial? How few of them even profess to practise it
at all! How few of them recommend it themselves, or are pleased
with them that do? Rather do they not continually represent it in the
most odious colours? As if it were seeking salvation by works, or
seeking to establish our own righteousness? And how readily do
Antinomians of all kinds, from the smooth Moravian, to the boistrous,
foul-mouthed Ranter, join the cry, with their silly, unmeaning cant, of
legality, and preaching the law? Therefore you are in constant
danger of being wheedled, hectored, or ridiculed out of this important
gospel-doctrine, either by false teachers or false brethren; (more or
less beguiled from the simplicity of the gospel) if you are not deeply
grounded therein. Let fervent prayer then go before, accompany, and
follow, what you are now about to read, that it may be written in your
heart by the finger of God, so as never to be erased.

2. But what is self-denial? Wherein are we to deny ourselves?

And whence does the necessity of this arise? I answer, the will of
God is the supreme, unalterable rule for every intelligent creature:
equally binding every angel in heaven, and every man upon earth.
Nor can it be otherwise: this is the natural, necessary result of the
relation between creatures and their Creator. But if the will of God be
our one rule of action, in every thing, great and small, it follows by
undeniable consequence, that we are not to do our own will in any
thing. Here therefore we see at once the nature, with the ground and
reason of self-denial. We see the nature of self-denial: it is the
denying or refusing to follow our own will, from a conviction that the
will of God is the only rule of action to us. And we see the reason
thereof, because we are creatures; because it is he that hath made
us and not ourselves.

3. This reason for self-denial must hold, even with regard to the
angels of God in heaven: and with regard to man, innocent and holy,
as he came out of the hands of his Creator. But a farther reason for it
arises, from the condition wherein all men are since the fall. We are
all now shapen in wickedness, and in sin did our mother conceive
us. Our nature is altogether corrupt, in every power and faculty. And
our will, depraved equally with the rest, is wholly bent to indulge our
natural corruption. On the other hand, it is the will of God, that we
resist and counter-act that corruption, not at some times, or in some
things only, but at all times, and in all things. Here therefore is a
farther ground for constant and universal self-denial.

4. To illustrate this a little further. The will of God is a path leading

straight to God. The will of man which once ran parallel with it, is
now another path, not only different from it, but in our present state
directly contrary to it. It leads from God; if therefore we walk in the
one, we must necessarily quit the other. We cannot walk in both.
Indeed a man of faint heart and feeble hands, may go in two ways,
one after the other. But he cannot walk in two ways at the same time:
he cannot at one and the same time, follow his own will, and follow
the will of God; he must chuse the one or the other: denying God’s
will, to follow his one, or deny himself, to follow the will of God.

5. Now it is undoubtedly pleasing for the time, to follow our own

will, by indulging in any instance that offers, the corruption of our
nature. But the following it in any thing, we so far strengthen the
perverseness of our will: and by indulging it, we continually increase
the corruption of our nature. So by the food which is agreeable to the
palate we often increase a bodily disease. It gratifies the taste; but it
inflames the disorder. It brings pleasure: but it also brings death.

6. On the whole then, to deny ourselves is, to deny our own will,
where it does not fall in with the will of God, and that, however
pleasing it may be: it is, to deny ourselves any pleasure which does
not spring from, and lead to God: that is, in effect to refuse going out
of our way, though into a pleasant, flowry path: to refuse what we
know to be deadly poison, though agreeable to the taste.

7. And every one that would follow Christ, that would be his real
disciple, must not only deny himself, but take up his cross also. A
cross is, any thing contrary to our will, any thing displeasing to our
nature. So that taking up our cross goes a little farther than denying
ourselves: it rises a little higher, and is a more difficult task to flesh
and blood: it being more easy, to forego pleasure, than to endure
pain.

8. Now in running the race which is set before us, according to

the will of God, there is often a cross lying in the way, that is,
something which is not joyous, but grievous, something which is
contrary to our will, which is displeasing to our nature. What then is
to be done? The choice is plain; either we must take up our cross, or
we must turn aside from the way of God, from the holy
commandment delivered to us: if we do not stop altogether, or turn
back to everlasting perdition.

9. In order to the healing of that corruption that evil disease which

every man brings with him into the world, it is often needful, to pluck
out as it were a right-eye, to cut off a right-hand: so painful is either
the thing itself which must be done, or the only means of doing it: the
parting, suppose with a foolish desire, with an inordinate affection: or
a separation, from the object of it, without which it can never be
extinguished. In the former kind, the tearing away such a desire or
affection, when it is deeply rooted in the soul, is often like the
piercing of a sword, yea, like the dividing asunder of the soul and
spirit, the joints and marrow. The Lord then sits upon the soul as a
refiner’s fire, to burn up all the dross thereof. And this is a cross
indeed: it is essentially painful: it must be so in the very nature of the
thing. The soul cannot be thus torn asunder, it cannot pass through
the fire, without pain.

10. In the latter kind, the means to heal a sin-sick soul, to cure a
foolish desire, an inordinate affection, are often painful, not in the
nature of the thing, but from the nature of the disease. So when our
Lord said to the rich young man, Go sell that thou hast and give it to
the poor, (as well knowing, this was the only means of healing his
covetousness) the very thought of it gave him so much pain, that he
went away sorrowful: chusing rather to part with his hope of heaven,
than his possessions on earth. This was a burden he could not
consent to lift, a cross he would not take up. And in the one kind or
the other every follower of Christ will surely have need to take up his
cross daily.

11. The taking up differs a little from bearing his cross. We are
then properly said to bear our cross, when we endure what is laid
upon us without our choice, with meekness and resignation.
Whereas we do not properly take up our cross, but when we
voluntarily suffer what it is in our power to avoid: when we willingly
embrace the will of God, though contrary to our own: when we chuse
what is painful, because it is the will of our wise and gracious
Creator.

12. And thus it behoves every disciple of Christ, to take up, as

well as to bear his cross. Indeed in one sense, it is not his alone; it is
common to him and many others: seeing there is no temptation
befals any man εἰ μή ἀνθρώπινος· but such as is common to
men, such as is incident and adapted to their common nature, and
situation in the present world. But in another sense, as it is
considered with all its circumstances, it is his; peculiar to himself: it is
prepared of God for him: it is given by God to him, as a token of his
love: and if he receives it as such, and (after using such means to
remove the pressure as Christian wisdom directs) lies as clay in the
Potter’s hand, it is disposed and ordered by God for his good, both
with regard to the quality of it, and in respect to its quantity and
degree, its duration, and every other circumstance.

13. In all this we may easily conceive our blessed Lord to act as
the physician of our souls, not merely for his own pleasure, but for
our profit that we may be partakers of his holiness. If in searching
our wounds he puts us to pain, it is only in order to heal them. He
cuts away what is putrified or unsound, in order to preserve the
sound part. And if we freely chuse the loss of a limb, rather than the
whole body should perish, how much more should we chuse,
figuratively, to cut off a right-hand, rather than the whole soul should
be cast into hell?

14. We see plainly then both the nature and ground, of taking up
our cross. It does not imply the ♦ disciplining ourselves (as some
speak) the literally tearing our own flesh: the wearing haircloth, or
iron girdles, or any thing else that would impair our bodily health:
(although we know not what allowance God may make for those,
who acts thus through involuntary ignorance:) but the embracing the
will of God, tho’ contrary to our own; the chusing wholesome, tho’
bitter, medicines: the freely accepting temporary pain, of whatever
kind, and in whatever degree, when it is either essentially or
accidentally necessary to eternal pleasure.

♦ ‘discipling’ replaced with ‘disciplining’

II. 1. I am, secondly, to shew, that it is always owing to the want

either of self-denial, or taking up his cross, that any man does not
throughly follow him, is not fully a disciple of Christ.

It is true, this may be partly owing in some cases, to the want of

the means of grace: of hearing the true word of God spoken with
power, of the sacraments, or of Christian fellowship. But where none
of these is wanting, the great hindrance of our receiving or growing
in the grace of God, is always the want of denying ourselves, or
taking up our cross.

2. A few instances will make this plain. A man hears the word
which is able to save his soul. He is well pleased with what he hears,
acknowledges the truth, and is a little affected by it. Yet he remains
dead in trespasses and sins, senseless and unawakened. Why is
this? Because he will not part with his bosom-sin, tho’ he now knows
it is an abomination unto the Lord. He came to hear, full of lust and
unholy desire: and he will not part with them. Therefore no deep
impression is made upon him, but his foolish heart is still hardened:
that is, he is still senseless and unawakened, because he will not
deny himself.

3. Suppose he begins to awake out of sleep, and his eyes are a

little opened, why are they so quickly closed again? Why does he
again sink into the sleep of death? Because he again yields to his
bosom-sin: he drinks again of the pleasing poison. Therefore it is
impossible that any lasting impression, should be made upon his
heart. That is, he relapses into his fatal insensibility, because he will
not deny himself.

4. But this is not the case with all. We have many instances of
those, who when once awakened sleep no more. The impressions
once received, do not wear away; they are not only deep, but lasting.
And yet many of these have not found what they seek: they mourn,
and yet are not comforted. Now why is this? It is because they do not
bring forth fruits meet for repentance: because they do not according
to the grace they have received, cease from evil, and do good. They
do not cease from the easily besetting sin, the sin of their
constitution, of their education, or of their profession. Or they omit
doing the good they may, and know they ought to do, because of
some disagreeable circumstances attending it: that is, they do not
attain faith, because they will not deny themselves, or take up their
cross.

5. “But this man did receive the heavenly gift. He did taste of the
powers of the world to come. He saw the light of the glory of God, in
the face of Jesus Christ. The peace which passeth all understanding,
did rule his heart and mind; and the love of God was shed abroad
therein, by the Holy Ghost which was given unto him. Yet he is now
weak as another man. He again relishes the things of earth, and has
more taste for the things which are seen, than for those which are
not seen. The eye of his understanding is closed again, so that he
cannot see him that is invisible. His love is waxed cold, and the
peace of God no longer rules in his heart. And no marvel: for he has
again given place to the devil, and grieved the Holy Spirit of God. He
has turned again unto folly, to some pleasing sin, if not in outward
act, yet in heart.” He has given place to pride, or anger, or desire; to
self-will, or stubbornness. Or he did not stir up the gift of God which
was in him; he gave way to spiritual sloth, and would not be at the
pains of praying always, and watching thereunto with all
perseverance. That is, he made shipwreck of the faith, for want of
self-denial and taking up his cross daily.

6. But perhaps he has not made shipwreck of the faith: he has

still a measure of the Spirit of adoption, which continues to witness
with his spirit that he ♦is a child of God. However he is not going on
to perfection: he is not, at once, hungring and thirsting after
righteousness, panting after the whole image and full enjoyment of
God, as the hart after the water-brook. Rather he is weary and faint
in his mind, and as it were hovering between life and death. And why
is he thus, but because he hath forgotten the word of God, By works
is faith made perfect? He does not use all diligence, in working the
works of God. He does not continue instant in prayer, private as well
as public: in communicating, hearing, meditation, fasting and
religious conference. If he does not wholly neglect some of these
means, at least he does not use them all, with his might. Or he is not
zealous of works of charity, as well as works of piety. He is not
merciful after his power, with the full ability which God giveth. He
does not fervently serve the Lord, by doing good to men, in every
kind, and in every degree he can, to their souls as well as their
bodies. And why does he not continue in prayer? Because in times
of dryness it is pain and grief unto him. He does not continue in
hearing at all opportunities, because sleep is sweet; or it is cold, or
dark, or rainy. But why does he not continue in works of mercy?
Because he cannot feed the hungry, or cloath the naked, unless he
retrench the expence of his own apparel, or use cheaper and less
pleasing food. Beside which, the visiting the sick or those that are in
prison, is attended with many disagreeable circumstances. And so
are most works of spiritual mercy; reproof, in particular. He would
reprove his neighbour; but sometimes shame, sometimes fear
comes between. For he may expose himself not only to ridicule, but
to heavier inconveniences too. Upon these and the like