Organizational Behaviour: Understanding and Managing Life at Work, Eleventh Edition
By Gary Johns and Alan M. Saks
Contents:
Chapter 1:
Human capital
Social capital
Road Map and Model of Organizational Behaviour
Chapter-Opening Vignette: Maplewave
Applied Focus box: The Management of Meaningful Work
You Be the Manager: The Cost of a Minimum Wage Hike
Case Incident: Mayfield Department Stores
Experiential Exercise: Corporate Social Responsibility
Chapter 2:
Research Focus box: Personality and Popularity in the Workplace
You Be the Manager: Physical, Mental, and Financial Well-Being at Sun Life Insurance
Chapter 3:
Chapter-Opening Vignette: Cogeco Connexion
Research Focus box: The Beauty Premium and the Ugliness Penalty
You Be the Manager: Trespassing at Starbucks
On-the-Job Challenge Question: The “Name-Blind” Recruitment Pilot Project
Experiential Exercise: Workplace Age Discrimination Scale (WADS)
Chapter 4:
Loose versus tight cultures
Meaningful work
Benefits of turnover
Global Focus box: Japan Pays a Stressful Price for Work Centrality
Research Focus box: Would You Trade Money for Meaningful Work?
Case Incident: Millennial Blues
Chapter 5:
Research Focus box: Is Cognitive Ability or Motivation More Important for Performance?
You Be the Manager: The “Non-Stop Nightmare”
On-the-Job Challenge Question: Your New Salary
Experiential Exercise: Work-Related Basic Need Satisfaction Scale (WBNS)
Chapter 6:
Variable pay
Stretch assignments
Chapter-Opening Vignette: Vega
Applied Focus box: Fun and Games at Work
On-the-Job Challenge Question: The Most Meaningful Work
Case Study: Chang Koh Metal Ptd. Ltd. in China
Chapter 7:
Team reflexivity
Chapter-Opening Vignette: Whole Foods
Global Focus box: Communication Media Choice in Multilingual Virtual Teams
Research Focus box: Leader Over-Emergence and Gender Dynamics in Self-Managed Teams
Case Incident: The Team Attendance Bonus
On-the-Job Challenge Question: Hire Teams, Not Individuals?
Case Study: Anita Jairam at Metropole Services
Chapter 8:
Uncertainty reduction theory
Applied Focus box: Maintaining the Culture at Steam Whistle Brewing
You Be the Manager: Changing the Culture at Uber
Experiential Exercise: Proactive Socialization
Chapter 9:
Shared leadership
LMX differentiation
Positive leadership
Chapter-Opening Vignette: Catherine Tait—CBC/Radio-Canada President
On-the-Job Challenge Question: The New Commissioner
Chapter 10:
Enhanced coverage of social media
Employer branding
Research Focus box: Using Humour in Workplace Communication
On-the-Job Challenge Question: Dress Code Changes at Starbucks and Earl’s
Case Incident: Bilingual Confusion
Chapter 11:
Not-invented-here bias
Chapter-Opening Vignette: The Phoenix Payroll System Fiasco
Research Focus box: How CEO Personality Affects Organizational Decision Making
You Be the Manager: Lego’s Dilemma
Chapter 12:
Bounded ethicality
Sexual harassment in tech firms
Chapter-Opening Vignette: TD Bank and Wells Fargo
Ethical Focus box: Foreign Experience Might Be Good for Your Mind,
But What Does It Do for Your Ethics?
You Be the Manager: Empowerment at the Veterans Health Administration
On-the-Job Challenge Question: Air Canada and Neena Cheema
Case Study: Dr. Jamie Thompson
Chapter 13:
Technostress
Workaholism
Mindfulness
Chapter-Opening Vignette: Amazon’s Stressful Culture
You Be the Manager: Riot Games: Assessing Toxicity in the Workplace
On-the-Job Challenge Question: Working from Home
Chapter 14:
Holacracy
Research Focus box: Microdivisionalization at Haier Group
Applied Focus box: Symptoms of Structural Problems
On-the-Job Challenge Question: Ford’s Executive Shakeup
Case Incident: SusTech Fails to Get Organized
Chapter 15:
Time and resistance to change
Organizational identification and resistance to change
Chapter-Opening Vignette: Microsoft’s Ongoing Transformation
Applied Focus box: Canadian Digital Service Spearheads Change
On-the-Job Challenge Question: Tesla Not Testing
Major Themes and Content:
In preparing the eleventh edition of Organizational Behaviour, we concentrated on developing several themes that are current in contemporary organizational life. This development included adding new content, expanding previous coverage, and addressing the themes throughout the text to enhance integration.
The global aspects of organizational life continue to receive strong treatment in this edition to enable students to become more comfortable and competent in dealing with people from other cultures. Major sections on this theme appear in Chapters 4 , 5 , 9 , and 10 , which deal respectively with values, motivation, leadership, and communication. Pedagogical support for the global theme includes “Global Focus” features (Chapters 4 and 7 ), a “You Be the Manager” feature (Chapter 4 ), a case incident (Chapter 10 ), a case study (Chapter 2 ), and the integrative case.
The changing nature of workplace demographics and a need to provide a welcoming work environment for all organizational behaviour members has led to explicit coverage of workforce diversity. The major treatment of this topic occurs in Chapter 3 in the context of perception and attribution. Additional treatment occurs in the context of motivation (Chapter 5 ), teams (Chapter 7 ), and communication (Chapter 10 ). Pedagogical support for the diversity theme can be found in the “You Be the Manager” feature in Chapters 3 and 10 . We also see it in an “Applied Focus” feature (Chapter 3 ), a “Research Focus” feature (Chapter 8 ), two chapter-opening vignettes (Chapters 3 , and 4 ), a case incident (Chapter 3 ), a case study (Chapter 3 ), and an experiential exercise (Chapter 3 ).
Contemporary organizations are focusing more and more on teamwork. This has led to expanded coverage of teams (such as virtual teams), and the most recent research findings on team characteristics and group effectiveness can be found in Chapter 7 . Coverage of group decision making is included in Chapter 11 . Pedagogical backup for the teamwork theme includes a chapter-opening vignette, “You Be the Manager” feature, “Research Focus” feature, “Global Focus” feature, a case study, a case incident, and an experiential exercise (all in Chapter 7 ).
Many organizations continue to undergo major change and transformation. Interrelated topics involving organizational change such as reengineering and the use of technology continue to receive detailed coverage and are the focus of another theme highlighted in this edition. Coverage of organizational change can be found in Chapter 15. The role of technology in communication and decision making can be found in Chapters 10 and 11 , where computer-mediated communication and social media are covered. Other relevant topics include telecommuting (Chapter 6 ) as well as sections on virtual, modular, and ambidextrous organizational structures (Chapter 14 ). Several passages portray the use and abuse of advanced technology, such as the discussion of cyberloafing in Chapter 10 and technostress in Chapter 13 . Pedagogical backup for the change theme includes two chapter-opening vignettes (Chapters 14 and 15 ), three “You Be the Manager” features (Chapters 8 , 14 , and 15 ), an experiential exercise (Chapter 10 ), a case incident (Chapter 15 ), a case study (Chapter 15 ), and the Integrative Case.
Finally, the eleventh edition of Organizational Behaviour reflects the continuing issue of ethics in organizations. The major formal coverage of ethics is included in Chapter 12 along with a discussion of power and politics. In addition, coverage of ethical leadership can be found in Chapter 9 . Pedagogical support for the ethics theme can be found in a chapter-opening vignette and the feature in Chapter 12 , and “Ethical Focus” features (Chapters 5 and 12 ). Case studies are particularly good vehicles for examining the complexity surrounding ethical issues, and the case incidents in Chapters 9 and 12 and the case studies in Chapters 10 and 12 deal with explicit ethical dilemmas. One of the experiential exercises in Chapter 9 deals with ethical leadership.