This book provides guidelines that students and professionals can relate to, pointing to relevant cases and methods. At the MBA Level, students have proven interested and seek further exploration of the concepts learned through college and their personal experiences in the field. As organizations become more diverse, there is a need to discuss and reference updated academic research on all seven major OB topics: Individual differences, motivation, teams, decision making, communication and conflict, leadership, and organizational processes. The book incorporates the post-pandemic perspectives on each topic. Example topics include personal value changes (chapter 2), challenges in motivation (chapter 3), virtual teams (chapter 4), decision making behavior forces during pandemic (chapter 5), zoom communication fatigue (chapter 6), leading in time of crises (chapter 7), and organizational change (chapter 8). This MBA guidebook will help students navigate the rapidly changing work landscape by tapping into some of the fundamental aspects of human behavior, allowing them to approach diverse human interactions from a more personal perspective.
Author(s): Ning Hou (editor), James A. Tan (editor), Gustavo Valdez Paez (editor)
Publisher: Springer
Year: 2023
Language: English
Pages: 258
Preface
Contents
About the Editors
Chapter 1: Introduction to Organizational Behavior
1.1 Organizational Behavior
1.1.1 What Is Organizational Behavior?
1.1.1.1 OB Versus HR: What’s the Difference?
1.1.1.2 OB Under the COVID-19 Pandemic
1.1.2 Why Do We Study OB?
1.1.2.1 Scientific Management
1.1.2.2 Human Relations Theory
1.1.3 Chapter Synopsis
1.1.3.1 Individual Difference: Individual Differences in Experiencing Pandemic-Induced Distress
1.1.3.2 Motivation: Flexible Working Hours
1.1.3.3 Decision Making: Decision-Making Biases During the Pandemic
1.1.3.4 Communication: Online Communication
1.1.3.5 Team: Role of Team Members
1.1.3.6 Leadership: Female Leaders During the Crisis
1.1.3.7 Organizational Process: Organization Changes During the Pandemic
1.2 Organizational Behavior Research
1.2.1 Why Conduct Research?
1.2.2 How to Conduct OB Research? An Example Using Greenberg (1990)
1.2.2.1 Purpose the Questions/Hypothesis
1.2.2.2 Design the Study
1.2.2.3 Testing the Hypothesis
1.2.2.4 Conclude
1.2.3 Design
1.2.3.1 Observational Research
1.2.3.2 Survey Study
1.2.3.3 Experimental Study
1.2.3.4 Meta-analysis
1.2.4 Measurement
References
Part I: Micro Organizational Behavior Topics
Chapter 2: Individual Difference
2.1 Personality Traits
2.1.1 Big Five Personality
2.1.2 Other Traits
2.1.2.1 Locus of Control
2.1.2.2 Self-Esteem
2.2 Intelligence
2.2.1 Cognitive Abilities
2.2.2 Emotional Intelligence
2.3 Values
2.3.1 The Basic Human Values
2.3.2 Cultural Differences
2.3.3 Value Stability
2.3.4 Value’s Impact
2.4 Person-Environment Fit
2.4.1 Person-Organization Fit
2.4.2 Person-Job Fit
2.4.3 Other Fit Types
2.5 Individual Outcomes in Organizational Context
2.5.1 Perception
2.5.1.1 Perceived Justice
2.5.1.2 Perceived Organizational Support
2.5.2 Job Attitude
2.5.3 Workplace Stress and Well-Being
2.5.4 Performance
2.6 Conclusion
References
Chapter 3: Motivation
3.1 Introduction
3.1.1 Why Study Motivation?
3.1.2 Historical Perspectives on Motivation
3.1.3 Nature of Motivation
3.2 Needs-Based Perspectives
3.2.1 Maslow’s Hierarchy of Needs
3.2.2 Two-Factor Theory of Motivation
3.2.3 Self-Determination Theory
3.3 Process-Based Perspectives
3.3.1 Equity Theory of Motivation
3.3.2 Expectancy Theory
3.4 Learning-Based Perspectives
3.4.1 Traditional Versus Contemporary Views of Learning
3.4.2 Reinforcement Theory
3.4.3 Extensions of Reinforcement Theories
3.4.3.1 Gamification
3.4.3.2 Social Incentives
3.4.4 Social Learning
3.5 Applying Motivational Theories at Work
3.5.1 Job Characteristics Theory
3.5.1.1 Task Significance and Beneficiary Contact
3.5.1.2 IKEA Effect
3.5.2 Goal Setting and Motivation
References
Part II: Meso Organizational Behavior Topics
Chapter 4: Teams in the Workplace
4.1 Team Characteristics
4.1.1 Norm
4.1.1.1 Definition of Team Norm
4.1.1.2 Functions of Team Norm
4.1.1.3 Origins of Team Norm
4.1.2 Climate
4.1.2.1 Definition of Team Climate
4.1.2.2 Team Psychological Empowerment Climate
4.1.2.3 Team Psychological Safety Climate
4.1.2.4 Team Service Climate
4.1.3 Roles
4.1.3.1 Definition of Roles
4.1.3.2 The Team Role Model
4.1.4 Social Loafing
4.1.4.1 Definition of Social Loafing
4.1.4.2 Theoretical Foundations of Social Loafing
4.1.4.3 Social Facilitation Effects
4.1.4.4 Triggers for Social Loafing
4.1.5 Cooperation and Cohesion
4.1.5.1 Definition and Components of Team Cohesion
4.1.5.2 Team Cohesion and Team Performance
4.1.5.3 Definition of Team Cooperation
4.1.5.4 Determinants for Team Cooperation
4.1.6 Competition and Conflict
4.1.6.1 Definition and Types of Team Conflicts
4.1.6.2 Team Conflicts and Team Effectiveness
4.1.6.3 Conflict Management Strategies
4.1.6.4 Definition of Team Competition
4.1.6.5 Categories of Team Competition
4.1.6.6 Team Competition and Individual Performance
4.2 Dynamic of Teams
4.2.1 Stages of Team Development
4.2.1.1 The Forming Stage
4.2.1.2 The Storming Stage
4.2.1.3 The Norming Stage
4.2.1.4 The Performing Stage
4.2.1.5 The Input-Process-Output Model
4.2.2 Punctuated Equilibrium Paradigm
4.2.2.1 The Deep Structure
4.2.2.2 The Revolutionary Periods
4.2.3 Team Learning and Knowledge Management
4.2.3.1 Definition of Team Learning
4.2.3.2 Knowledge Sharing
4.2.3.3 Knowledge Hiding
4.2.4 Team Leadership
4.2.4.1 Team Leaders’ Four Main Functions
4.2.4.2 Person-Focused Team Leadership Behaviors
4.2.4.3 Task-Focused Team Leadership Behaviors
4.2.4.4 Vertical Leadership and Shared Leadership
4.2.4.5 Antecedents and Outcomes of Shared Leadership
4.3 Current Issues and Challenges
4.3.1 Virtual Teams in the Covid-19 Pandemic Context
4.3.1.1 Definition and Antecedents of Virtual Teams
4.3.1.2 Advantages and Limitations of Virtual Teams
4.3.1.3 Necessary Qualifications for Effective Virtual Teams
4.3.1.4 Boosting Virtual Team Effectiveness in the Covid-19 Pandemic Context
4.3.1.5 Enhance Leadership Effectiveness of Virtual Teams in the Covid-19 Pandemic Context
4.3.2 Composition and Diversity in Teams
4.3.2.1 Definition of Team Diversity
4.3.2.2 Surface-Level Diversity
4.3.2.3 Deep-Level Diversity
4.3.2.4 Team Diversity and Team Effectiveness
4.3.2.5 Team Inclusion
4.3.3 Justice and Ethics
4.3.3.1 Justice Climate in Teams
4.3.3.2 Distributive Justice in Teams
4.3.3.3 Procedural Justice in Teams
4.3.3.4 Interactional Justice in Teams
4.3.3.5 Team Deviance
4.3.3.6 Pro-group Unethical Behavior
4.4 Summary
References
Chapter 5: Decision Making
5.1 Decision-Making Elements
5.1.1 Types of Decision Making
5.1.2 Processes
5.1.2.1 Rational Decision-Making Model
5.1.2.2 Bounded Rationality Model
5.1.2.3 Intuitive Decision-Making Model
5.1.3 Behavioral Forces
5.2 Biases
5.2.1 Individual Biases
5.2.2 Group Decision Making
5.2.3 Group Problem-Solving
5.3 Nudge: Application in Work Design
References
Chapter 6: Communication, Conflict, and Negotiation
6.1 Communication
6.1.1 Process
6.1.2 Types
6.1.2.1 Verbal and Nonverbal
6.1.2.2 Levels of Communication
6.1.3 Media
6.1.3.1 Traditional Media
6.1.3.2 New Media
6.1.4 Barriers
6.1.4.1 Personal
6.1.4.2 Environmental
6.1.4.3 Cultural
6.1.4.4 Language
6.1.4.5 Gender
6.1.4.6 Organization
6.2 Managing Conflict
6.2.1 Functional Versus Dysfunctional
6.2.2 Conflict Modes
6.3 Organizational Conflict Causes
6.4 Organization Negotiation
6.4.1 Negotiation Impact Factors
6.4.2 Level of Negotiation
6.4.3 Career Advancement and Compensation
6.5 Summary
References
Chapter 7: Leadership
7.1 Early Leadership Theories
7.1.1 The Trait Approach
7.1.1.1 Physical Height
7.1.1.2 Facial Appearance
7.1.1.3 Personality
7.1.2 The Behavioral Approach
7.1.2.1 Kurt Lewin’s Leadership Styles
7.1.2.2 The Ohio State Studies
7.1.2.3 The University of Michigan Studies
7.1.3 The Contingency Approach
7.1.3.1 Hersey and Blanchard’s Situational Leadership Theory
7.1.3.2 Fiedler’s Contingency Model
7.1.3.3 Path-Goal Theory
7.2 New Paradigm for Leadership
7.2.1 Leader-Member Exchange (LMX)
7.2.2 Transformational Leadership
7.2.3 Ethical Leadership
7.2.4 Shared Leadership
7.2.5 Abusive Supervision
7.3 Gender and Culture in Leadership
7.3.1 Gender Differences in Leadership
7.3.2 Cross-Cultural Research in Leadership
7.4 Power, Influence, and Politics
7.4.1 Power
7.4.2 Influence Tactics
7.4.3 Organizational Politics
References
Part III: Macro Organizational Behavior Topics
Chapter 8: Organizational Processes
8.1 Organizational Structure
8.1.1 What Is Organizational Structure?
8.1.2 Differentiation and Integration
8.1.3 Structuring Characteristics
8.1.4 Examples of Types of Structures
8.1.5 What Impacts Structure?
8.1.6 What Do Organizational Structures Impact?
8.2 Organizational Culture
8.2.1 What Is Organizational Culture
8.2.2 Benefits and Liability of Cultures
8.2.3 Foundation, Development, and Maintenance of Organizational Cultures
8.3 Organizational Change
8.3.1 Change Process
8.3.2 Resistance to Change
8.3.3 Overcome Resistance to Change
8.3.4 Plan and Implement Organizational Change
References
Index
