Organisational Behaviour: Emerging Knowledge. Global Insights, 5th Edition
By Steven Mcshane, Mara Olekalns, Alex Newman and Tony Travaglione
Contents
Preface
About the authors Acknowledgments Digital resources About the book Vignette matrix Case matrix
Text at a glance
PART 1 INTRODUCTION
Chapter 1 Introduction to the field of organisational behaviour
Welcome to the field of organisational behaviour! The field of organisational behaviour Contemporary challenges for organisations Anchors of
organisational behaviour knowledge Perspectives of organisational effectiveness The journey begins
CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Telecommuting and co-working communities: working from home not the only option WEB EXERCISE Diagnosing organisational stakeholders
SELF-ASSESSMENT Does it all make sense? ENDNOTES
PART 2 INDIVIDUAL BEHAVIOUR AND PROCESSES
Chapter 2 Individual behaviour, personality and values
The Mars model of individual behaviour and performance Types of individual behaviour
Personality in organisations Values in the workplace Ethical values and behaviour Values across cultures CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Returning home a different employee CLASS EXERCISE Test your knowledge of personality CLASS EXERCISE Personal values exercise
TEAM EXERCISE Ethics dilemma vignettes
SELF-ASSESSMENT Are you introverted or extraverted? ENDNOTES
Chapter 3 Perceiving ourselves and others in organisations
Self-concept: How we perceive ourselves Perceiving the world around us
Specific perceptual processes and problems Improving perceptions
Global mindset: developing perceptions across borders CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY A case of mistaken identity?
WEB EXERCISE Diversity and stereotyping on display in corporate websites SELF-ASSESSMENT How much does work define your self-concept?
ENDNOTES
Chapter 4 Workplace emotions, attitudes and stress
Emotions in the workplace Managing emotions at work Job satisfaction Organisational commitment
Work-related stress and its management CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Flamboyant Hotels
CLASS EXERCISE Strengths-based coaching
TEAM EXERCISE Ranking jobs on their emotional labour SELF-ASSESSMENT Are you in touch with your emotions? ENDNOTES
Chapter 5 Foundations of employee motivation
Employee engagement Employee drives and needs Maslow’s needs hierarchy theory Expectancy theory of motivation
Organisational behaviour modification and social cognitive theory Goal setting and feedback
Organisational justice CHAPTER SUMMARY KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY XYZ Consultants—Fiona’s dilemma CLASS EXERCISE Needs priority exercise
CLASS EXERCISE The learning exercise TEAM EXERCISE Bonus decision exercise
SELF-ASSESSMENT Need-strength questionnaire ENDNOTES
Chapter 6 Applied performance practices
The meaning of money in the workplace Financial reward practices
Improving reward effectiveness Job design practices
Job design and work motivation Job design practices that motivate Empowerment practices
Self-leadership practices CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY What to do about Giovanni? TEAM EXERCISE Is student work enriched?
SELF-ASSESSMENT What is your attitude towards money? ENDNOTES
Chapter 7 Decision making and creativity
Rational choice paradigm of decision making Identifying problems and opportunities
Searching for, evaluating and choosing alternatives Emotions and making choices
Implementing decisions Evaluating decision outcomes Creativity
Employee involvement in decision making CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Making the hard decisions: Olivetti re-invents itself CLASS EXERCISE Employee involvement cases
CLASS EXERCISE Creativity brainbusters
SELF-ASSESSMENT Measuring your creative personality ENDNOTES
PART 3 TEAM PROCESSES
Chapter 8 Team dynamics
Teams and informal groups
Advantages and disadvantages of teams A model of team effectiveness
Team design elements Team processes
Self-directed teams Multicultural teams Virtual teams
Team decision making CHAPTER SUMMARY KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Managing Dynamic’s new Melbourne team TEAM EXERCISE Team tower power
TEAM EXERCISE Human chequers TEAM EXERCISE Mist Ridge
SELF-ASSESSMENT What team roles do you prefer? ENDNOTES
Chapter 9 Communicating in teams and organisations
The importance of communication A model of communication Communication channels
Choosing the best communication channel Communication barriers (noise)
Cross-cultural differences in communication Gender differences in communication Improving interpersonal communication
Improving communication throughout the hierarchy Communicating through the grapevine
CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Silver Lines: challenges in team communication TEAM EXERCISE Active listening exercise
TEAM EXERCISE Cross-cultural communication game SELF-ASSESSMENT Are you an active listener?
ENDNOTES
Chapter 10 Power and influence in the workplace
The meaning of power
Sources of power in organisations Contingencies of power
The power of social networks Consequences of power Influencing others Organisational politics CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Power and influence in the workplace TEAM EXERCISE Deciphering the network
TEAM EXERCISE Managing your boss
SELF-ASSESSMENT How do you influence co-workers and other peers? ENDNOTES
Chapter 11 Conflict and negotiation in the workplace
The meaning and consequences of conflict
The emerging view: task and relationship conflict Conflict process model
Structural sources of conflict In organisations Interpersonal conflict handling styles Structural approaches to conflict management Third-party conflict resolution
Resolving conflict through negotiation CHAPTER SUMMARY
KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Elaine’s challenging experience
CLASS EXERCISE The contingencies of conflict handling TEAM EXERCISE Ugli orange role play
SELF-ASSESSMENT What is your preferred conflict handling style? ENDNOTES
Chapter 12 Leadership in organisational settings
What is leadership?
Transformational leadership perspective Managerial leadership perspective Path–goal leadership theory
Follower-centric perspective Competency perspective of leadership Ethical leadership
Culture and leadership CHAPTER SUMMARY KEY TERMS
CRITICAL THINKING QUESTIONS
CASE STUDY Leading in turbulent times: a case of transformational or reckless leadership? TEAM EXERCISE Leadership diagnostic analysis
SELF-ASSESSMENT Do leaders make a difference? ENDNOTES
PART 4 ORGANISATIONAL PROCESSES
Chapter 13 Designing organisational structures
Division of labour and coordination Elements of organisational structure Forms of departmentalization
Holistic case studies Appendices
APPENDIX A Theory building and systematic research methods APPENDIX B (ONLINE) Scoring keys for self-assessment activities
Glossary Index