لایب سان

Organisational Behaviour

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Table of Contents and Preface Title Page Copyright Information Contents in Brief Contents Preface About the Authors Steven L. McShane Mara Olekalns Alex Newman Angela Martin Acknowledgments Steve Mara Alex Angela Digital Resources Proven effective Connect support Visual progress Adaptive learning SmartBook LearnSmart About the Book Asia-Pacific context Contemporary theory foundation Active learning and critical thinking support New to this Edition Chapter 1 Introduction to the field of organisational behaviour Chapter 2 Individual behaviour, personality and values Chapter 3 Perceiving ourselves and others in organisations Chapter 4 Workplace emotions, attitudes and stress Chapter 5 Foundations of employee motivation Chapter 6 Applied performance practices Chapter 7 Decision making and creativity Chapter 8 Team dynamics Chapter 9 Communication in teams and organisations Chapter 10 Power and influence in the workplace Chapter 11 Conflict and negotiation in the workplace Chapter 12 Leadership in organisational settings Chapter 13 Designing organisational structures Chapter 14 Organisational culture Chapter 15 Organisational change Vignette Matrix Case Matrix Text at a Glance Part openers Chapter material Chapter openers with learning objectives Opening vignettes OB windows Key terms End-of-chapter material Holistic case studies Part 1: Introduction Chapter 1: Introduction to the field of organisational behaviour Chapter 1 Introduction Welcome to the Field of Organisational Behaviour! The Field of Organisational Behaviour Historical foundations of organisational behaviour Why study organisational behaviour? Comprehend and predict workplace events Organisational behaviour is for everyone Organisational behaviour and the bottom line Contemporary Challenges for Organisations Technological change Globalisation Increasing workforce diversity Consequences of diversity Changing employment relationships Benefits and limitations of remote work Anchors of Organisational Behaviour Knowledge The systematic research anchor The multidisciplinary anchor The contingency anchor The multiple levels of analysis anchor Perspectives of Organisational Effectiveness Open systems perspective Organisation–environment fit Effective transformation process Organisational learning perspective Acquiring knowledge Sharing knowledge Using knowledge Storing knowledge High-performance work practices (HPWP) perspective Stakeholder perspective Values, ethics and corporate social responsibility Connecting the dots: an integrative model of organisational behaviour The Journey Begins Chapter summary Key terms Critical thinking questions Case Study: The fast-fashion success of Zara Web Exercise: Diagnosing organisational stakeholders Purpose Materials Instructions Self-Assessment: Does it all make sense? Purpose Instructions Endnotes Part 2: Individual behaviour and processes Chapter 2: Individual behaviour, personality and values Chapter 2 Introduction The MARS model of individual behaviour and performance Employee motivation Ability Role perceptions Situational factors Types of individual behaviour Task performance Organisational citizenship Counterproductive work behaviours Joining and staying with the organisation Maintaining work attendance Presenteeism Personality in organisations Personality determinants: nature versus nurture Five-factor model of personality Jungian personality theory and the Myers-Briggs Type Indicator The dark employee The resilient employee Personality testing in organisations Values in the workplace Types of values Values and individual behaviour Values congruence Ethical values and behaviour Three ethical principles Moral intensity, moral thresholds and situational influences Moral intensity Moral thresholds Moral foundations Situational factors Supporting ethical behaviour Values across cultures Individualism and collectivism Power distance Uncertainty avoidance Achievement-nurturing orientation Caveats about cross-cultural knowledge Chapter summary Key terms Critical thinking questions Case study: Day two and ready to quit Class exercise: Test your knowledge of personality Purpose Instructions (large class) Instructions (small class) Personality and preferences questions Class exercise: Personal values exercise Purpose Instructions Team exercise: Ethics dilemma vignettes Purpose Instructions (small class) Instructions (large class) Case 1 Case 2 Case 3 Case 4 Case 5 Self-assessment: Are you introverted or extraverted? Purpose Instructions IPIP Introversion–Extraversion Scale Endnotes Chapter 3: Perceiving ourselves and others in organisations Chapter 3 Introduction Self-Concept: How We Perceive Ourselves Self-concept complexity, consistency and clarity Effects of self-concept characteristics on wellbeing and behaviour Self-enhancement Self-verification Self-evaluation Self-esteem Self-efficacy Locus of control The social self Self-concept and organisational behaviour Perceiving the World Around Us Perceptual organisation and interpretation Mental models Specific Perceptual Processes and Problems Stereotyping in organisations Why people stereotype Problems with stereotyping Attribution theory Attribution errors Self-fulfilling prophecy Contingencies of self-fulfilling prophecy Other perceptual effects Halo effect False-consensus effect Primacy effect Recency effect Improving Perceptions Awareness of perceptual biases Improving self-awareness Meaningful interaction Global Mindset: Developing Perceptions Across Borders Developing a global mindset Chapter summary Key terms Critical thinking questions Case Study: Can Tammy find her voice? Web Exercise: Diversity and stereotyping on display in corporate web sites Purpose Materials Instructions Self-Assessment: How much does work define your self-concept? Endnotes Chapter 4: Workplace emotions, attitudes and stress Chapter 4 Introduction Emotions in the Workplace Types of emotions Emotions, attitudes and behaviour How emotions influence attitudes and behaviour Generating positive emotions at work Cognitive dissonance Emotions and personality Managing Emotions at Work Emotional display norms across cultures Emotional dissonance Emotional intelligence Emotional intelligence outcomes and training Job Satisfaction Job satisfaction and work behaviour Job satisfaction and performance Job satisfaction and customer satisfaction Organisational Commitment Consequences of affective, continuance and normative commitment Building organisational commitment Work-Related Stress and its Management General adaptation syndrome Consequences of distress Stressors: the causes of stress Harassment and incivility Work overload Low task control Individual differences in stress Managing work-related stress Remove the stressor Organisational policies to improve work–life balance Job crafting Withdraw from the stressor Change stress perceptions Control stress consequences Mindfulness meditation Receive social support Chapter summary Key terms Critical thinking questions Case Study: Post-Traumatic Stress Disorder in policing Class Exercise: Strengths-based coaching Purpose Materials Background Instructions Team Exercise: Ranking jobs on their emotional labour Purpose Instructions Occupational emotional labour scoring sheet Self-Assessment: Are you in touch with your emotions? Purpose Overview Instructions Emotional intelligence self-assessment Endnotes Chapter 5: Foundations of employee motivation Chapter 5 Introduction Employee Engagement Employee Drives and Needs Individual differences in needs Drive-based Motivation Theories Four-drive theory How drives influence motivation and behaviour Practical implications of four-drive theory Maslow's needs hierarchy Intrinsic and extrinsic motivation Does extrinsic motivation undermine intrinsic motivation? Learned needs theory Learning needs Expectancy Theory of Motivation Applying expectancy theory Increasing E-to-P expectancies Increasing P-to-O expectancies Increasing outcome valences Organisational Behaviour Modification and Social Cognitive Theory Organisational behaviour modification A-B-Cs of OB Mod Contingencies and schedules of reinforcement Evaluating OB Mod Social cognitive theory Learning behaviour consequences Behaviour modelling Self-regulation Goal Setting and Feedback Characteristics of effective feedback Feedback through strengths-based coaching Sources of feedback Evaluating goal setting and feedback Organisational Justice Equity theory Inequity and employee motivation Evaluating equity theory Procedural justice Consequences of procedural injustice Chapter summary Key terms Critical thinking questions Case Study: A case of confused academics Class Exercise: Needs priority exercise Purpose Instructions (small class) Instructions (large class) Class Exercise: The learning exercise Purpose Materials Instructions (for small or large classes) Team Exercise: Bonus decision exercise Purpose Instructions (small class) Instructions (large class) Bonus decision-making manager profiles Self-Assessment: Need-strength questionnaire Endnotes Chapter 6: Applied performance practices Chapter 6 Introduction The Meaning of Money in the Workplace Financial Reward Practices Membership- and seniority-based rewards Job status–based rewards Competency-based rewards Performance-based rewards Individual rewards Team rewards Organisational rewards Evaluating organisational-level rewards Improving Reward Effectiveness Link rewards to performance Ensure that rewards are relevant Use team rewards for interdependent jobs Ensure that rewards are valued Watch out for unintended consequences Take into account cultural differences Job Design Practices Job design and work efficiency Scientific management Problems with job specialisation Job Design and Work Motivation Core job characteristics Critical psychological states Individual differences Social and predictability job characteristics Job Design Practices that Motivate Job rotation Job enlargement Job enrichment Empowerment Practices Supporting empowerment Self-Leadership Practices Self-leadership strategies Personal goal setting Constructive thought patterns Positive self-talk Mental imagery Designing natural rewards Self-monitoring Self-reinforcement Effectiveness of self-leadership Personal and situational predictors of self-leadership Chapter summary Key terms Critical thinking questions Case Study: What to do about Giovanni? Team Exercise: Is student work enriched? Purpose Instructions (small class) Instructions (large class) Calculating the motivating-potential score Self-Assessment: What is your attitude towards money? Purpose Instructions Endnotes Chapter 7: Decision making and creativity Chapter 7 Introduction Rational Choice Decision Making Rational choice decision-making process Problems with the rational choice paradigm Identifying Problems and Opportunities Problems with problem identification Solution-focused problems Stakeholder framing Decisive leadership Perceptual defence Mental models Identifying problems and opportunities more effectively Searching for, Evaluating and Choosing Alternatives Problems with goals Problems with information processing Biased decision heuristics Problems with maximisation Evaluating opportunities Emotions and making choices Emotions form early preferences Emotions change the decision evaluation process Emotions serve as information when we evaluate alternatives Intuition and making choices Making choices more effectively Implementing Decisions Evaluating Decision Outcomes Escalation of commitment Self-justification effect Self-enhancement effect Prospect theory effect Sunk costs effect Evaluating decision outcomes more effectively Creativity The creative process Characteristics of creative people Organisational conditions supporting creativity Activities that encourage creativity Redefine the problem Associative play Cross-pollination Design thinking Employee Involvement in Decision Making Benefits of employee involvement Contingencies of employee involvement Chapter summary Key terms Critical thinking questions Case Study: How KGame boosts employee creativity Class Exercise: Employee involvement cases Purpose Instructions (large or small class) Scenario 1: The productivity dividend decision Scenario 2: The sugar-substitute research decision Scenario 3: Coast guard cutter decision Scenario 4: The social media policy decision Class Exercise: Creativity brainbusters Purpose Instructions (large or small class) Self-Assessment: Measuring your creative personality Purpose Instructions Endnotes Part 3: Team processes Chapter 8: Team dynamics Chapter 8 Introduction Teams and Informal Groups Informal groups Advantages and Disadvantages of Teams The challenges of teams Social loafing A Model of Team Effectiveness Organisational and team environment Team Design Elements Task characteristics Team size Team composition Team diversity Team roles Transactive memory Team States Team norms How team norms develop Preventing and changing dysfunctional team norms Team cohesion Influences on team cohesion Consequences of team cohesion Team efficacy Team trust Dynamics of trust Team Processes Internal team processes External team processes Team development Tuckman’s model of team development Punctuated equilibrium model of team development Developing team identities and mental models Accelerating team development through team building Self-Directed Teams Multicultural Teams Virtual Teams Team Decision Making Constraints on team decision making Tools for team decision-making Chapter summary Key terms Critical thinking questions Case Study: A cohesive and dysfunctional team Team Exercise: Team tower power Purpose Materials Instructions Team Exercise: Human chequers Purpose Materials Instructions Team Exercise: Survival on the moon Purpose Materials Survival on the Moon Scenario Instructions Self-Assessment: What team roles do you prefer? Purpose Instructions Team roles preferences scale Endnotes Chapter 9: Communicating in teams and organisations Chapter 9 Introduction The Importance of Communication A Model of Communication Influences on effective encoding and decoding Similar codebooks Message encoding proficiency Communication channel motivation and ability Shared mental models of the communication context Communication Channels Verbal communication Face-to-face communication Internet-based communication Workplace communication through social media Non-verbal communication Choosing the Best Communication Channel Social acceptance Media richness Exceptions to media richness theory Communication channels and persuasion Communication Barriers (Noise) Information overload Cross-Cultural Differences in Communication Verbal differences across cultures Direct vs indirect speech styles Relational context Temporal context Non-verbal differences across cultures Gender Differences in Communication Improving Interpersonal Communication Getting your message across Active listening Improving Communication throughout the Hierarchy Workspace design Internet-based organisational communication Direct communication with top management Communicating through the Grapevine Grapevine characteristics Grapevine benefits and limitations Chapter summary Key terms Critical thinking questions Case Study: Communication as a reflection of culture Team Exercise: Active listening exercise Purpose Instructions Vignette 1 Vignette 2 Vignette 3 Vignette 4 Team Exercise: Cross-cultural communication game Purpose Materials Instructions Self-Assessment: Are you an active listener? Purpose Instructions Active listening skills inventory Endnotes Chapter 10: Power and influence in the workplace Chapter 10 Introduction The Meaning of Power Sources of Power in Organisations Legitimate power Legitimate power through information control Reward power Coercive power Expert power Referent power Contingencies of Power Substitutability Centrality Visibility Discretion The Power of Social Networks Social capital and sources of power Gaining power through social networks Strong ties, weak ties, many ties Social network centrality The dark side of social networks Consequences of Power Influencing Others Types of influence tactics Silent authority Assertiveness Information control Coalition formation Upward appeal Persuasion Impression management (including ingratiation) Exchange Consequences and contingencies of influence tactics Organisational Politics Minimising organisational politics Personal characteristics Chapter summary Key terms Critical thinking questions Case Study: It’s all for show Team Exercise: Deciphering the network Purpose Materials Instructions (smaller classes) Instructions (larger classes) Team Exercise: Managing your boss Purpose Materials Instructions (for smaller classes only) Self-Assessment: How do you influence co-workers and other peers? Purpose Instructions Co-worker influence scale Endnotes Chapter 11: Conflict and negotiation in the workplace Chapter 11 Introduction The Meaning and Consequences of Conflict Is conflict good or bad? Benefits of conflict The Emerging View: Task and Relationship Conflict Separating task from relationship conflict Conflict Process Model Structural Sources of Conflict in Organisations Intrapersonal conflicts Interpersonal conflicts Incompatible goals and values Communication problems Negative workplace behaviour Intraorganisational conflict Differentiation Interdependence Scarce resources Ambiguous rules Interpersonal Conflict Handling Styles Choosing the best conflict handling style Cultural and gender differences in conflict handling styles Structural Approaches to Conflict Management Emphasising superordinate goals Reducing differentiation Improving communication and mutual understanding Reducing interdependence Increasing resources Clarifying rules and procedures Third-party Conflict Resolution Choosing the best third-party intervention strategy Resolving Conflict Through Negotiation Building good deals in negotiation Negotiating essentials Setting limits Assessing power Creating and claiming value Managing the deal Managing information Beyond the deal Relationship building Reputation Negotiating ethically Gender and negotiation Chapter summary Key terms Critical thinking questions Case Study: Struggle For Development—a story of change and conflict Class Exercise: The contingencies of conflict handling Purpose Instructions SCENARIO 1 Setting Action alternatives for Scenario 1 SCENARIO 2 Setting Action alternatives for Scenario 2 SCENARIO 3 Setting Action alternatives for Scenario 3 SCENARIO 4 Setting Action alternatives for Scenario 4 SCENARIO 5 Setting Action alternatives for Scenario 5 Team Exercise: Ugli orange role play Purpose Materials Instructions Self-Assessment: What is your preferred conflict handling style? Purpose Instructions Endnotes Chapter 12: Leadership in organisational settings Chapter 12 Introduction What is Leadership? Shared leadership Transformational Leadership Perspective Develop and communicate a strategic vision Communicate the vision Model the vision Encourage experimentation Build commitment towards the vision Transformational leadership and charisma Evaluating the transformational leadership perspective Managerial Leadership Perspective Task-oriented and people-oriented leadership Servant leadership Path–goal leadership theory Path–goal leadership styles Contingencies of path–goal theory Evaluating path–goal theory Other managerial leadership theories Situational leadership theory Fiedler's contingency model Leader–member exchange theory Leadership substitutes Follower-Centric Perspective The romance of leadership Implicit leadership theory Competency Perspective of Leadership Authentic leadership Competency perspective limitations and practical implications Ethical Leadership Culture and Leadership Gender and Leadership Leadership in Virtual Settings Chapter summary Key terms Critical thinking questions Case Study: The cascading effect of unethical leadership Team Exercise: Leadership diagnostic analysis Purpose Instructions Self-Assessment: Do leaders make a difference? Purpose Instructions Romance of leadership scale Endnotes Part 4: Organisational processes Chapter 13: Designing organisational structures Chapter 13 Introduction Division of Labour and Coordination Division of labour Coordinating work activities Coordination through informal communication Coordination through formal hierarchy Coordination through standardisation Elements of Organisational Structure Span of control Tall versus flat structures Centralisation and decentralisation Formalisation Mechanistic versus organic structures Forms of Departmentalisation Simple structure Functional structure Evaluating the functional structure Divisional structure Globally integrated enterprise Evaluating the divisional structure Team-based structure Evaluating the team-based structure Matrix structure Evaluating the matrix structure Network structure Evaluating the network structure Contingencies of Organisational Design External environment Dynamic versus stable environments Complex versus simple environments Diverse versus integrated environments Hostile versus munificent environments Organisational size Technology Organisational strategy Trends in Organisational Structure Chapter summary Key terms Critical thinking questions Case Study: Going agile Operating in a VUCA environment Pre-restructure—the functional hierarchy Restructure—going agile Introducing agile (again)—the challenges of a scale deployment Making agile work The situation now Team Exercise: The Club Ed exercise Purpose Materials Instructions Self-Assessment: Which organisational structure do you prefer? Purpose Instructions Organisational structure preference scale Endnotes Chapter 14: Organisational culture Chapter 14 Introduction Elements of Organisational Culture Espoused vs enacted values Content of organisational culture Organisational subcultures Deciphering Organisational Culture Through Artefacts Organisational stories and legends Organisational language Rituals and ceremonies Physical structures and symbols Is Organisational Culture Important? Meaning and potential benefits of a strong culture Contingencies of organisational culture and effectiveness Culture content is aligned with the external environment Culture strength is not the level of a cult Culture is an adaptive culture Organisational culture and business ethics Merging Organisational Cultures Bicultural audit Strategies for merging different organisational cultures Assimilation Deculturation Integration Separation Changing and Strengthening Organisational Culture Actions of founders and leaders Align artefacts with the desired culture Introduce culturally consistent rewards and recognition Support workforce stability and communication Use attraction, selection and socialisation for cultural ‘fit’ Organisational Socialisation Learning and adjustment process Psychological contracts Types of psychological contracts Stages of organisational socialisation Stage 1: Pre-employment socialisation Stage 2: Encounter Stage 3: Role management Improving the socialisation process Socialisation agents Chapter summary Key terms Critical thinking questions Case Study: How ‘Big Bird’ created a unique culture at the Birdsnest Clothing Company Team Exercise: Organisational culture metaphors Purpose Part A: Assessing your organisation’s culture Instructions Discussion questions for Part A Part B: Analysing and interpreting cultural metaphors Instructions Discussion questions for Part B Class Exercise: Diagnosing corporate culture proclamations Purpose Instructions Self-Assessment: Which corporate culture do you prefer? Purpose Instructions Endnotes Chapter 15: Organisational change Chapter 15 Introduction Lewin’s Force Field Analysis Model Understanding Resistance to Change Why employees resist change Negative valence of change Fear of the unknown Not-invented-here syndrome Breaking routines Incongruent team dynamics Incongruent organisational systems Unfreezing, Changing and Refreezing Creating an urgency for change Customer-driven change Creating an urgency for change without external forces Reducing the restraining forces Communication Learning Employee involvement Stress management Negotiation Coercion Refreezing the desired conditions Leadership, Coalitions, Social Networks and Pilot Projects Transformational leadership and change Coalitions, social networks and change Social networks and viral change Pilot projects and diffusion of change Organisational Change Strategies Action research approach Appreciative inquiry approach Appreciative inquiry principles The Four-D model of appreciative inquiry Large group intervention approach Parallel learning structure approach Cross-Cultural and Ethical Issues in Organisational Change Organisational Behaviour: The Journey Continues Chapter summary Key terms Critical thinking questions Case Study: From sharing an office with two people to sharing it with 102 people Team Exercise: Strategic change incidents Purpose Instructions Scenario 1: Greener telco Scenario 2: Go forward airline Self-Assessment: Are you tolerant of change? Purpose Instructions Endnotes Holistic Case Studies Holistic Case Studies Case study 1 Local city council: damaging dealings, power and accountability* Discussion questions Case study 2 A foreign future and new generational workforce in aged care* Discussion questions Case study 3 A telco’s cost-cutting drive* Discussion questions Case study 4 Between a rock and a hard place: the stress of reducing stress in the workplace Discussion questions Case study 5 Dew Lubricants: great (unmet) expectations* Discussion questions Case study 6 Panic on Queen Street Discussion questions Case study 7 The Lynx Sports Car Company Discussion questions Case study 8 The Regency Grand Hotel* Discussion questions Appendix A Theory building and systematic research methods Appendix A: Theory building and systematic research methods Theory building Positivism versus interpretivism Theory testing: the deductive process Using the scientific method Grounded theory: an alternative approach Selected issues in organisational behaviour research Sampling in organisational research Causation in organisational research Ethics in organisational research Research design strategies Laboratory experiments Field surveys Observational research Key terms Endnotes Glossary Glossary A B C D E F G H I J L M N O P R S T U V W Appendix B (Online) Scoring keys for self-assessment activities Appendix B: Scoring keys for self-assessment activities Scoring keys for self-assessment activities Chapter 2 Scoring key for the IPIP extraversion–introversion scale Chapter 3 Scoring key for the work centrality scale Chapter 4 Scoring key for the emotional intelligence self-assessment Chapter 5 Scoring key for the personal needs questionnaire Chapter 6 Scoring key for the money attitude scale Chapter 7 Scoring key for the creative personality scale Chapter 8 Scoring key for the team roles preference scale Chapter 9 Scoring key for the active listening skills inventory Chapter 10 Scoring key for the co-worker influence scale Chapter 11 Scoring key for the conflict handling scale Chapter 12 Scoring key for the romance of leadership scale Chapter 13 Scoring key for organisational structure preference scale Chapter 14 Scoring key for the corporate culture preference scale Chapter 15 Scoring key for the tolerance of change scale Index Index Numbers A B C D E F G H I J K L M N O P Q R S T U V W Y Z

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