Organizational Behaviour, Canadian Edition
By Mitchell J. Neubert, Bruno Dyck, Mary J. Waller and Thomas Medcof
Contents:
Preface xi
■Chapter-1■ Putting People First 2
OPENING CASE: Creating an UnparaUel,ed Customer
Experience 4
Why Study Organizational Behaviour? 5
What Is Effective Organizational Behaviour?
Two Approaches 6
■ My OB: Does Money Buy Happiness? 7
Description of Two Approaches 7
Implications of the Two Approaches 9
■ My OB: The Bottom Line(s) about Effectiveness 9
■ OB in Action: The Importance of
Critical Thinking 10
Organizational Behaviour and Management 11
Planning 11
■ OB in Action: Moonshots for Management 2.0 12
Organizing 12
Leading 12
Controlling 13
What You Will Explore in This Book 13
CLOSING CASE: The Forest and the Trees at Timberland 15
Summary 16
Key Terms 16
Questions for Reflection and Discussion 16
OB ACTIVITIES 1 7
Self-Assessment Exercise: Are You Ready for this Adventure
in learning? 17
Self-Assessment Exercise: What Is Your View of Effective
Leadership? 17
Ethics Scenario 18
Discussion Starter: Is it the People, or the Place? 18
Application Journal 19
■Chapter-2: Exploring the Landscape
ofOB 20
OPENING CASE: Finding Strength in Community 22
A Brief History of OB 23
The Scientific Management Era (1910 to 1930) 24
The Human Relations Era ( 1930 to 1950) 25
The Systems Era (1950 to 1970) 26
The Beliefs Era ( 1970 to 1990) 26
The Sustainability Era ( 1990 to present) 2 7
OB as a Science 28
■ OB in Action: Hungry for Evidence 29
Stakeholder Relationships 30
■ OB in Action: Growing with Your Suppliers and
Competitors 33
Global Environment 34
CLOSING CASE: The Bittersweet Story of Chocolate 38
Summary 40
KeyTerms 40
Questions for Reflection and Discussion 40
OB ACTIVITIES 41
Self-Assessment Exercise: What Are Your Views on the Natural
Environment? 41
Ethics Scenario 41
Discussion Starter: Cultural Comparisons 42
Discussion Starter: A Case of Unusual Collaboration 42
Application Journal 42
■Chapter-3■ Understanding Indi\iidual
Attributes 44
OPENING CASE: Understanding Angela Samuels 46
Diversity and Surface Characteristics 4 7
■ My OB: Do Generational Differences Make a
Difference? 49
Abilities and Personality 50
Abilities 5 0
Personality 50
■ OB in Action: Employee Candidacy Tests 51
Core Self-Evaluations 53
■ My OB: Humility or Hard Work? 55
Beliefs and Values 55
Beliefs 56
Values 56
■ OB in Action: Political Values and Geographic
Differences 59
CLOSING CASE: Life in the Fast Lane- Elon Musk 60
Summary 61
Key Terms 61
Questions for Reflection and Discussion 62
OB ACTIVITIES 62
Self-Assessment Exercise: What Is Your Myers-Briggs Type? 62
Self-Assessment Exercise: What Are Your Values? 63
Ethics Scenario 65
Discussion Starter: Personalities on YouTuhe.com 65
Application Journal 65
■Chapter-4■ Considering Individual
States 66
OPENING CASE: Jack Dorsey 68
Ethics 69
Individual Characteristics Affecting Ethical Behaviour 70
Organizational Characteristics Affecting Ethical
Behaviour 7 3
■ OB in Action: Business Ethics and Personal Standards
of Honesty 75
Attitudes and Commitments 75
Attitudes 75
■ My OB: What Makes a Job Satisfying? 77
Commitments 77
Perceptions 78
■ OB in Action: Deceptive First Impressions 81
Emotions 81
■ My OB: When Managing Emotions Matters 83
CLOSING CASE: The Power of the Powerless 84
Summary 85
Key Terms 85
Questions for Reflection and Discussion 86
OB ACTIVITIES 86
Self-Assessment Exercise: What Is Your Emotional
Intelligence? 86
Self-Assessment Exercise: How Do You Act When No One
Is Looking? 87
Ethics Scenario 87
Discussion Starter: YouTuhing Ethical Challenges 88
Discussion Starter: Reflections from a U.S. Woman Working
in a Filipino Garment Factory 88
Application Journal 89
■Chapter-5: Motivating Individuals 90
OPENING CASE: Brewing Motivation at Starbucks 92
■ My OB: Understanding Motivation Inside-Out 93
Innate Needs 94
Desire for Achievement 97
Goal-Setting Theory 97
■ OB in Action: Olympic-Sized Aspirations 98
■ OB in Action: Changing Vice to Virtuous Goals 101
Expectancy Theory 101
■ My OB: Is Your Motivation Intrinsic or Extrinsic? 103
Desire for Fairness 104
Desire for Affiliation 106
Desire for Power 107
CLOSING CASE: Indigo Bookmarked Values 108
Summary 109
Key Terms 109
Questions for Reflection and Discussion 109
OB ACTIVITIES 11 O
Self-Assessment Exercise: What Is Your Approach
to Motivation? 11 o
Ethics Scenario 110
Discussion Starter: SMART2 Goals Activity 111
Discussion Starter: Desire for Achievement Activity 111
Application Journal 111
■Chapter-6: Making Decisions 112
OPENING CASE: Recalling a Classic Example of Decision
Making 114
Step 1: Identify the Need for a Decision 115
■ My OB: Neuroscience and Decision Making 116
Step 2: Develop Alternative Responses 11 7
Step 3: Choose the Appropriate Alternative 119
Goal Consensus 119
Available Knowledge 120
■ My OB: Networks That Promote Sustainable OB
Decision Making 123
■ OB in Action: How Do Managers Actually Make Ethical
Decisions? 124
Step 4: Implement the Choice 125
■ OB in Action: Culture and the Decision making
Process 127
CLOSING CASE: How Decisions Can Lead to a
$7 Billion Loss 130
Summary 131
Key Terms 131
Questions for Reflection and Discussion 131
OB ACTIVITIES 132
Self-Assessment Exercise: How Courageous Are You
in Making Decisions? 132
Self-Assessment Exercise: What Is Your Cognitive Style
in Making Decisions? 132
Ethics Scenario 133
Discussion Starter: Ethics, Profits, and People 133
Discussion Starter: Factors That Influence the Quc11ity
of Decision Making 134
Application Journal 135
■Chapter-7: Leading Self 136
OPENING CASE: Following a Different Voice 138
Authentic Leadership 139
Knowing Self 141
■ My OB: How Real Is Reality TV? 143
Living Intentionally 144
■ OB in Action: Conrad Black in the Red 144
Managing Stress and Roles 14 7
Workplace Stress 14 7
Role Conflict 148
Dealing with Stress 14 9
■ OB in Action: Is First Really the Worst? 149
■ OB in Action: Give Me a Break 151
Acting Creatively 151
The Creative Process 152
Characteristics of Creative Individuals 152
Improving Creativity in Organizations 153
CLOSING CASE: Getting Paid to Have Fun 154
Summary 156
Key Terms 156
Questions for Reflection and Discussion 156
OB ACTIVITIES 157
Self-Assessment Exercise: What Are Your Self,l!!adership
Behaviours? 157
Ethics Scenario 158
Discussion Starter: Debate: To Be or Not to Be
Responsible 158
Discussion Starter: Authentic Leadership 158
Application Journal 159
■Chapter-8: Understanding Relationships 160
OPENING CASE: Conrad Black Guilty of Fraud 162
Politics and Self-Interest 163
■ My OB: Machiavellianism in the
Workplace 164
Trust 165
■ OB in Action: Keeping a Lid on Layoffs 167
■ My OB: Fair or Foul 170
Fairness 170
Negotiation 172
Influence Tactics 172
Approaches to Negotiation 1 7 3
■ My OB: How Skilled Are You at Understanding
Others? 176
Conflict Styles 177
CLOSING CASE: Transformational Relationships at Tata 179
Summary 180
Key Terms 180
Questions for Reflection and Discussion 180
OB ACTIVITIES 181
Self-Assessment Exercise: How Do You React to People
Who Act or Think Differently? 181
Self-Assessment Exercise: What Is Your Style in Dealing
with Conflict? 181
Ethics Scenario 182
Discussion Starter: Trust Bank Activity 183
Discussion Starter: Norton Manufacturing 183
Application Journal 183
■ Chapter-9■ Leading Others 184
OPENING CASE: Creating Happiness: Passion and Purpose
at G Adventures 186
Leadership Traits 188
■ OB in Action: Rock Star Businessman 189
■ My OB: All for One or One for All? 190
Leadership Behaviour 191
Dimensions of Leadership Behaviour 192
The Leadership Grid 192
■ My OB: Gender and Leadership-Does One Size
FitAll? 194
Servant Leadership 194
Contingency Theories 195
Fiedler’s Contingency Theory 195
House’s Path-Goal Theory 196
Leader-Member Exchange 197
Integrative Models 198
Situational Leadership Models 198
Integrated Conventional Leadership Model 199
Integrated Sustainable Leadership Model 201
■ OB in Action: “Krafting” a New Culture of
Empowerment and Entrepreneurial Spirit 204
CLOSING CASE: Sustainable Leadership at Work in the
Philippines 205
Summary 206
Key Terms 206
Questions for Reflection and Discussion 207
OB ACTIVITIES 207
Self-Assessment Exercise: What Type of Leader Are You? 207
Ethics Scenario 208
Discussion Starter: Debate: Are Leaders Born or Made? 208
Discussion Starter: What Are the Characteristics of an
Outstanding Leader? 208
Application Journal 209
■Chapter-10: Leading Groups and
Teams 210
OPENING CASE: Taking West jet to New Heights 212
Groups and Teams 213
Forming 216
■ My OB: What Makes an Effective Student Team? 218
Storming 219
■ OB in Action: Groupthink 222
Norming 223
■ My OB: Stimulating Information Sharing 225
Performing 226
■ OB in Action: Front-Line Management Teams 228
CLOSING CASE: UGO Mindstorms 229
Summary 230
Key Terms 231
Questions for Reflection and Discussion 231
OB ACTIVITIES 231
Self-Assessment Exercise: How Do You Lead Teams? 231
Ethics Scenario 232
Discussion Starter: Wilderness Survival 232
Discussion Starter: Avoiding Team Dysfunctions 234
Application Journal 234
■Chapter-11: Communicating with
Purpose 236
OPENING CASE: A Bay Worthy of the 21st Century 238
The Four-Step Communication Process 239
Step 1: Identify Your Message 240
Step 2: Encode and Transmit the Message 242
Identify and Overcome Communication Barriers 242
■ OB in Action: Your Seat at the Table Sends a
Message 243
■ My OB: Communicating across Cultures 244
Choose Communication Media and Channels 244
■ My OB: Impersonally Delivering What Is
Personal 246
■ My OB: Trouble for Organizations When Members
Text and Tweet? 24 7
Step 3: Receive and Decode the Message 248
Step 4: Confirm the Message with Feedback 250
CLOSING CASE: Lessons in Teaching Abroad 253
Summary 254
Key Terms 254
Questions for Reflection and Discussion 255
OB ACTIVITIES 255
Self-Assessmen~ Exercise: Where Are You along the
Conventional-Sustainable Continuum? 255
Ethics Scenario 256
Discussion Starter: Communicating Your Interests
and Active Listening 256
Discussion Starter: The Empty Seat 256
Application Journal 257
■chapter-12: Understanding Organizational
Culture and Structure 258
OPENING CASE: The Fundamentals of Organizing
at Semco 260
Basic Assumptions of Organizational Culture 262
■ My OB: What Is the Culture of Your Class? 263
Key Values that Shape Organizational Culture 263
The Competing Values Framework 263
■ OB in Action: Pounding the Rock 265
Artifacts of Organizational Culture 265
Fundamentals of Organizational Structure 266
■ OB in Action: Will a Spoonful of Efficiency Change
the Culture of Starbucks? 269
■ My OB: What Brand of Shoes Are You Wearing? 277
CLOSING CASE: New Ways of Organizing for
New Needs 279
Summary 280
Key Terms 280
Questions for Reflection and Discussion 281
OB ACTIVITIES 281
Self-Assessment Exercise: Where Are You along the
Conventional- Sustainable Continuum? 281
Ethics Scenario 282
Discussion Starter: Organizational Assessment 282
Discussion Starter: Chief Sustainability Officers 282
Application Journal 283
■Chapter- 13: Developing Organizational
Culture and Structures 284
OPENING CASE: Managing a Smile Factory 286
Creating an Organizational Culture 287
■ OB in Action: Reddit Revolt 289
Prioritizing a Form of Organizational Culture 290
Clan Organizational Culture 290
Hierarchy Organizational Culture 291
Adhocracy Organizational Culture 291
Market Organizational Culture 292
■ My OB: Culture at Your Workplace 292
Aligning Organizational Culture with Structure,
Technology, and Strategy 293
Organizational Structure 294
■ OB in Action: Organizational Structure in the Global Marketplace 296
Technology 296
Strategy 297
■ OB in Action: Mission-Driven Organizations 298
Combining the Pieces to Make Four
Organizational Types 299
The Simple Type 300
The Defender Type 300
■ OB in Action: Open-Source Philosophy at Tesla Motors
Advances Industry 301
The Prospector Type 301
The Analyzer Type 302
CLOSING CASE: About Face at Interface 303
Summary 304
Key Terms 305
Questions for Reflection and Discussion 305
OB ACTIVITIES 305
Self-Assessment Exercise: Where Are You along the
Conventional- Sustainable Continuum? 305
Ethics Scenario 306
Discussion Starter: Introducing Sustainable Culture and
Structures in the Classroom 306
Discussion Starter: Design for a Soup Kitchen 306
Application Journal 307
■Chapter -14: Motivating with Systems 308
OPENING CASE: High-Tech Loyalty at SAS Institute 310
Job Design 312
■ My OB: Was Your Big Mac a Big Mistake? 314
■ OB in Action: Where Is the Motivation? 316
Performance Appraisal 316
■ My OB: Is Rank-and-Yank an Effective Motivational
Method? 319
Compensation 319
Training and Development 321
Training 322
Career Development 323
■ OB in Action: Whataburger, Whatacompany 323
Mission and Vision 325
■ OB in Action: Kasasa against the World 327
CLOSING CASE: People, the Planet, and Profits at Herman
Miller 328
Summary 329
Key Terms 330
Questions for Reflection and Discussion 330
OB ACTIVITIES 330
Self-Assessment Exercise: Diagnosing Your Job 330
Self-Assessment Exercise: Personal Career SWOT Analysis 332
Ethics Scenario 332
Discussion Starter: Interview a Business Owner or Manager 332
Discussion Starter: Advertising a Mission (Group activity) 332
Application Journal 333
■chapter-15: Leading Organizational
Change 334
OPENING CASE: Learning/ram the journey 336
Organizational Change 337
■ OB in Action: Delivering Change 339
Step 1: Recognize Need 340
Step 2: Unfreeze 341
■ OB in Action: Diverging Thoughts at Harvard 342
■ OB in Action: Managing the Morning after the
Merger 344
Step 3: Change 345
■ My OB: How Does Change Make You Feel? 346
Members ‘ Confidence in Organizational Leaders 347
Members’ Confidence in Their Own Ability 348
Members’ Attitudes toward the Change 349
Step 4: Refreeze 350
■ OB in Action: TOMS Walks the Talk 351
CLOSING CASE: Calming the Waters 353
Summary 354
Key Terms 354
Questions for Reflection and Discussion 354
OB ACTIVITIES 355
Self-Assessment Exercise: How Do You Cope with Change? 355
Self-Assessment Exercise: Where Are You along the
Change Continuum? 355
Ethics Scenario 356
Discussion Starter: Balls of Fun 356
Discussion Starter: Engineering Change in Bangladesh 357
Application Journal 357
■Chapter-16: Creating Organizations 358
OPENING CASE: One Person’s Trash is Another Person ‘s
Treasure 360
Identify Opportunity 363
Take Initiative 364
■ My OB: When a Hobby Becomes a New
Venture 366
■ OB in Action: From Failure to Fame 368
Develop Plans 368
■ OB in Action: Gourmet Just Got Better 371
Mobilize Resources 372
■ OB in Action: Can Entrepreneurs Take
the Heat? 373
CLOSING CASE: Googling Googw 375
Summary 376
Key Terms 377
Questions for Reflection and Discussion 377
OB ACTIVITIES 377
Self-Assessment Exercise: What Kind of Entrepreneur
Might You Be? 377
Ethics Scenario 378
Discussion Starter: lntrapreneurship in Academia 378
Discussion Starter: U2 Can Be a Social Entrepreneur 378
Application Journal 379
Glossary A-1
Endnotes A-11
Name Index A-61
Organization Index A-67
Subject Index A-73