Essentials of Organizational Behaviour

Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
Dedication......Page 6
Brief Contents......Page 8
Contents......Page 10
Preface......Page 16
Acknowledgments......Page 19
About the Authors......Page 20
The Importance of Interpersonal Skills......Page 22
Enter Organizational Behaviour......Page 23
Complementing Intuition with Systematic Study......Page 24
Disciplines That Contribute to the OB Field......Page 25
Psychology......Page 26
Political Science......Page 27
There Are Few Absolutes in OB......Page 28
Challenges and Opportunities for OB......Page 30
Responding to Globalization......Page 32
Improving People Skills......Page 33
Creating a Positive Work Environment......Page 34
An Overview......Page 35
Breakout Question for Group Discussion......Page 36
Mini Case Managing Group Behaviour Without Formal Power......Page 37
Mini Case The People Side of Target’s Canadian Catastrophe......Page 38
Diversity......Page 40
Demographic Characteristics of the Canadian Workforce......Page 41
Levels of Diversity......Page 44
Age......Page 45
Gender......Page 47
Race, Ethnicity, and Immigration Status......Page 48
Disability......Page 52
Religion......Page 54
Intellectual Abilities......Page 55
Physical Abilities......Page 56
Discrimination......Page 57
Attracting, Selecting, Developing, and Retaining Diverse Employees......Page 59
Effective Diversity Programs......Page 61
Personal Inventory Assessment......Page 63
Mini Case Disability-Based Discrimination......Page 64
Mini Case Classroom Diversity and Groups......Page 65
Attitudes......Page 67
What Are the Main Components of Attitudes?......Page 68
Does Behaviour Always Follow from Attitudes?......Page 69
What Are the Major Job Attitudes?......Page 70
Perceived Organizational Support......Page 71
Employee Engagement......Page 72
Measuring Job Satisfaction......Page 73
How Satisfied Are People in Their Jobs?......Page 74
What Causes Job Satisfaction?......Page 75
The Impact of Satisfied and Dissatisfied Employees on the Workplace......Page 76
Job Satisfaction and Job Performance......Page 77
Job Satisfaction and Turnover......Page 78
Managers Often “Don’t Get It”......Page 79
Self-Reflection Activity......Page 80
Mini Case The Promotion......Page 81
Mini Case Work Attitudes, Recognition, Feedback, and Fairness......Page 82
Learning Objectives......Page 84
The Basic Emotions......Page 85
Experiencing Moods and Emotions......Page 86
Do Emotions Make Us Ethical?......Page 87
Potential Influences on Moods and Emotions......Page 88
Emotional Labour......Page 92
Affective Events Theory......Page 93
The Case Against EI......Page 94
Emotion Regulation......Page 95
Decision Making......Page 96
Leadership......Page 97
Job Attitudes......Page 98
Implications for Managers......Page 99
Mini Case Emotional Labour at the Call Centre......Page 100
Mini Case Emotional Contagion Unleashed......Page 101
Learning Objectives......Page 103
What Is Personality?......Page 104
The Myers-Briggs Type Indicator......Page 105
The Big Five Personality Model......Page 106
Other Personality Frameworks......Page 108
The Dark Triad......Page 109
Other Personality Traits Relevant to OB......Page 111
Proactive Personality......Page 112
Situation Strength Theory......Page 113
Values......Page 115
Person–Job Fit......Page 116
Hofstede’s Framework......Page 118
The GLOBE Framework......Page 120
Our Primary Trading Partner: Key U.S./Canadian Differences......Page 121
Summary......Page 122
Self-Reflection Activity......Page 123
Mini Case The Personality Problem......Page 124
Mini Case Interview Expectations and Cultural Confusion......Page 125
Learning Objectives......Page 127
Attribution Theory......Page 128
Common Shortcuts in Judging Others......Page 130
The Link Between Perception and Individual Decision Making......Page 132
The Rational Model, Bounded Rationality, and Intuition......Page 133
Overconfidence Bias......Page 134
Anchoring Bias......Page 135
Risk Aversion......Page 136
Performance Evaluation......Page 137
What About Ethics in Decision Making?......Page 138
Three Ethical Decision Criteria......Page 139
Creative Behaviour......Page 140
Causes of Creative Behaviour......Page 141
Summary......Page 142
Self-Reflection Activity......Page 143
Mini Case Hiring School Bus Drivers......Page 144
Mini Case Career Planning as Decision Making......Page 145
Learning Objectives......Page 147
Hierarchy of Needs Theory......Page 148
Theory X and Theory Y......Page 149
Two-Factor Theory......Page 150
McClelland’s Theory of Needs......Page 151
Self-Determination Theory......Page 152
Goal-Setting Theory......Page 153
Self-Efficacy Theory......Page 156
Equity Theory and Linkages to Perceptions of Organizational Justice......Page 157
Expectancy Theory......Page 162
Creating Job Engagement......Page 163
Implications for Managers......Page 164
Mini Case What Does “Fair” Mean?......Page 165
Mini Case Goals, Revisited......Page 166
Learning Objectives......Page 168
The Job Characteristics Model......Page 169
Job Rotation......Page 170
Job Enrichment......Page 171
Flextime......Page 172
Telecommuting......Page 174
Examples of Employee Involvement Programs......Page 176
Using Pay to Motivate Employees......Page 177
How to Pay: Rewarding Individual Employees Through Variable-Pay Programs......Page 178
Using Benefits to Motivate Employees......Page 181
Employee Recognition Programs......Page 182
Implications for Managers......Page 183
Mini Case Getting the Best from Your Salesforce......Page 184
Mini Case Enriching Jobs at the Construction Site......Page 186
Learning Objectives......Page 187
The Five-Stage Model......Page 188
An Alternative Model for Temporary Groups with Deadlines......Page 189
Role Conflict......Page 190
Conformity......Page 191
Deviant Workplace Behaviour......Page 193
Group Status......Page 194
Group Size......Page 195
Group Cohesiveness......Page 196
Group Diversity......Page 197
Groups Versus the Individual......Page 198
Groupthink and Groupshift......Page 199
Group Decision-Making Techniques......Page 201
Summary......Page 202
Self-Reflection Activity......Page 203
Mini Case Accepting New Norms? A Harassed Reporter Fights Back......Page 204
Mini Case Canada’s (Biased?) Guide to Healthy Eating......Page 205
Learning Objectives......Page 207
Differences Between Groups and Teams......Page 208
Self-Managed Work Teams......Page 209
Cross-Functional Teams......Page 210
Virtual Teams......Page 211
Multiteam Systems......Page 212
Context......Page 213
Team Composition......Page 214
Team Processes......Page 216
Training: Creating Team Players......Page 218
Beware! Teams Aren’t Always the Answer......Page 219
Breakout Question for Group Discussion......Page 220
Mini Case Lifelong Learning and Teamwork......Page 221
Mini Case Team Incentives and Unintended Consequences......Page 222
Learning Objectives......Page 224
Direction of Communication......Page 225
Lateral Communication......Page 226
Formal Small-Group Networks......Page 227
The Grapevine......Page 228
Written Communication: Traditional Print and Electronic Forms......Page 229
Nonverbal Communication......Page 231
Choosing Communication Methods......Page 232
Interest Level......Page 234
Filtering......Page 235
Language......Page 236
Communication Apprehension......Page 237
Cultural Barriers......Page 238
A Cultural Guide......Page 239
Summary......Page 240
Self-Reflection Activity......Page 241
Mini Case Voicing and Being a “Team Player”......Page 242
What Is Leadership?......Page 244
Behavioural Theories......Page 245
The Fiedler Model......Page 247
Other Contingency Theories......Page 249
Charismatic Leadership......Page 250
Transformational Leadership......Page 253
Servant Leadership......Page 256
Trust and Leadership......Page 257
Mentoring......Page 258
Leadership as an Attribution......Page 259
Substitutes for and Neutralizers of Leadership......Page 260
Summary......Page 261
Self-Reflection Activity......Page 262
Mini Case A Study of Leadership Style......Page 263
Mini Case Situational Leadership Comes Clean......Page 264
A Definition of Power......Page 266
Bases of Power......Page 267
Personal Power......Page 268
Power Tactics......Page 269
How Power Affects People......Page 272
The Reality of Politics......Page 273
Factors Contributing to Political Behaviour......Page 274
How Do People Respond to Organizational Politics?......Page 276
Impression Management......Page 277
The Ethics of Behaving Politically......Page 280
Mapping Your Political Career......Page 281
Summary......Page 282
Self-Reflection Activity......Page 283
Mini Case Power Abused—Celebrity and Harassment......Page 284
Mini Case Power in Academe......Page 285
Learning Objectives......Page 287
The Interactionist View of Conflict......Page 288
Types of Conflict......Page 289
Loci of Conflict......Page 290
The Conflict Process......Page 291
Stage II: Cognition and Personalization......Page 292
Stage III: Intentions......Page 293
Stage IV: Behaviour......Page 294
Stage V: Outcomes......Page 295
Negotiation......Page 296
Bargaining Strategies......Page 297
Steps in the Negotiation Process......Page 299
Moods/Emotions in Negotiation......Page 301
Culture in Negotiations......Page 302
Gender Differences in Negotiations......Page 303
Breakout Question for Group Discussion......Page 304
Mini Case Win–Lose Negotiation Tactics Lead to Corporate Humiliation......Page 305
Mini Case Coming Back from Conflict......Page 306
Learning Objectives......Page 309
Work Specialization......Page 310
Departmentalization......Page 311
Span of Control......Page 312
Centralization and Decentralization......Page 313
The Simple Structure......Page 314
The Bureaucracy......Page 315
The Matrix Structure......Page 316
The Virtual Organization......Page 317
The Boundaryless Organization......Page 318
The Leaner Organization: Downsizing......Page 319
Why Do Structures Differ?......Page 321
Technology......Page 322
Organizational Designs and Employee Behaviour......Page 323
Implications for Managers......Page 325
Mini Case Structured for Service......Page 326
Mini Case Structuring for Multiple Purposes—Finding the Right Balance......Page 327
Learning Objectives......Page 330
Do Organizations Have Uniform Cultures?......Page 331
What Do Cultures Do?......Page 332
Culture Creates Climate......Page 333
Culture as a Liability......Page 334
Keeping a Culture Alive......Page 335
Summary: How Cultures Form......Page 338
Symbols......Page 339
Creating an Ethical Organizational Culture......Page 340
Building on Employee Strengths......Page 341
Emphasizing Vitality and Growth......Page 342
Global Implications......Page 343
Summary......Page 344
Self-Reflection Activity......Page 345
Mini Case Culture Change at the RCMP......Page 346
Forces for Change......Page 348
Overcoming Resistance to Change......Page 350
Lewin’s Three-Step Model......Page 353
Kotter’s Eight-Step Plan for Implementing Change......Page 354
Organizational Development......Page 355
Creating a Culture for Change......Page 356
Stimulating a Culture of Innovation......Page 357
What Is Stress?......Page 358
Consequences of Stress......Page 359
Managing Stress......Page 360
Implications for Managers......Page 362
Mini Case Stressed in Software......Page 363
Mini Case Make Way For Innovation......Page 365
Epilogue......Page 366
Endnotes......Page 368
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