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Organizational Behaviour

Concepts, Controversies, Applications, Eighth Canadian Edition, (Subscription)

By: Nancy Langton; Stephen P. Robbins; Timothy A. Judge

• Publisher: Pearson Canada

• Print ISBN: 9780134645858, 0134645855

  Print ISBN: 9780134645858, 0134645855

• eText ISBN: 9780134861166, 0134861167

  eText ISBN: 9780134861166, 0134861167

• Edition: 8th

Title Page Copyright Page Brief Contents Contents Preface Acknowledgments About the Authors Part 1: Understanding the Workplace Chapter 1: What is Organizational Behaviour? The Importance of Interpersonal Skills Defining Organizational Behaviour What Do We Mean by Organization? OB Is for Everyone Complementing Intuition with Systematic Study Big Data Disciplines That Contribute to the OB Field The Building Blocks of OB The Rigour of OB OB Has Few Absolutes OB Takes a Contingency Approach Challenges and Opportunities in the Canadian Workplace Economic Pressures Continuing Globalization Understanding Workforce Diversity Customer Service People Skills Networked Organizations Social Media Enhancing Employee Well-Being at Work Creating a Positive Work Environment Ethical Behaviour Coming Attractions: Developing an OB Model An Overview Inputs Processes Outcomes Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: The Battle of the Texts Breakout Group Exercises Experiential Exercise: Managing the OB Way Ethical Dilemma: There’s a Drone in Your Soup Case Incident: Apple Goes Global Case Incident: Big Data for Dummies From Concepts to Skills: Developing Interpersonal Skills Chapter 2: Perception, Personality, and Emotions Perception Factors That Influence Perception Perceptual Errors Why Do Perception and Judgment Matter? Personality What is Personality? Measuring Personality Personality Determinants Personality Traits The Dark Triad Other Personality Attributes That Influence OB Situation Strength Theory Emotions What Are Emotions and Moods? Moral Emotions Choosing Emotions: Emotional Labour Why Should We Care About Emotions in the Workplace? Global Implications Perception Attributions Personality Emotions Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Sometimes Yelling is for Everyone’s Good Breakout Group Exercises Experiential Exercise: Who Can Catch a Liar? Ethical Dilemma: Happiness Coaches for Employees Case Incident: The Power of Quiet Case Incident: Tall Poppy Syndrome From Concepts to Skills: Reading Emotions Chapter 3: Values, Attitudes, and Diversity in the Workplace Values Rokeach Value Survey Hodgson’s General Moral Principles Assessing Cultural Values Hofstede’s Framework for Assessing Cultures The GLOBE Framework for Assessing Cultures Values in the Canadian Workplace Generational Differences Cultural Differences Attitudes Job Satisfaction Organizational Commitment Job Involvement Perceived Organizational Support Employee Engagement Managing Diversity in the Workplace Effective Diversity Programs Cultural Intelligence Global Implications Is Job Satisfaction a North American Concept? Are Employees in Western Cultures More Satisfied with Their Jobs? Is Diversity Managed Differently across Cultures? Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Millennials Have Inflated Images of Themselves Compared to Their Parents Breakout Group Exercises Experiential Exercise: Feeling Excluded Ethical Dilemma: Tell-All Websites Case Incident: Job Crafting Case Incident: Walking the Walk From Concepts to Skills: Changing Attitudes OB on the Edge: Stress at Work Part 2: Striving for Performance Chapter 4: Theories of Motivation What is Motivation? Needs Theories of Motivation Maslow’s Hierarchy of Needs Theory Two-Factor Theory McClelland’s Theory of Needs Summarizing Needs Theories Process Theories of Motivation Expectancy Theory Goal-Setting Theory Self-Efficacy Theory Reinforcement Theory Responses to the Reward System Equity Theory Fair Process and Treatment Self-Determination Theory Increasing Intrinsic Motivation Motivation for Whom? Job Engagement Putting It All Together Global Implications Needs Theories Goal-Setting Theory Equity Theory and Fairness Justice Intrinsic and Extrinsic Motivation Cross-Cultural Consistencies Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Goals Get You to Where You Want to Be Breakout Group Exercises Experiential Exercise: Organizational Justice Ethical Dilemma: The New GPA Case Incident: Equity and Executive Pay Case Incident: Wage Reduction Proposal From Concepts to Skills: Setting Goals Chapter 5: Motivation in Action From Theory to Practice: The Role of Money Creating Effective Reward Systems What to Pay: Establishing a Pay Structure How to Pay: Rewarding Individuals through Variable-Pay Programs Flexible Benefits: Developing a Benefits Package Intrinsic Rewards: Employee Recognition Programs Beware the Signals That are Sent by Rewards Motivating by Job Redesign The Job Characteristics Model Job Redesign in the Canadian Context: The Role of Unions How Can Jobs Be Redesigned? Relational Job Design Alternative Work Arrangements Flextime Employee Involvement and Participation Examples of Employee Involvement Programs Linking Employee Involvement Programs and Motivation Theories Motivation: Putting It All Together Global Implications Variable Pay Flexible Benefits Job Characteristics and Job Enrichment Telecommuting Employee Involvement Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: “Face-Time” Matters Breakout Group Exercises Experiential Exercise: Analyzing and Redesigning Jobs Ethical Dilemma: are CEOs Paid Too Much? Case Incident: Motivation for Leisure Case Incident: Pay Raises Every Day From Concepts to Skills: Designing Enriched Jobs Chapter 6: Groups and Teamwork Teams vs. Groups: What is the Difference? Why Have Teams Become So Popular? Types of Teams From Individual to Team Member Roles Norms Stages of Group and Team Development The Five-Stage Model The Punctuated-Equilibrium Model Creating Effective Teams Context Composition Team Processes Beware! Teams are Not Always the Answer Global Implications Team Cultural Diversity and Team Performance Group Cohesiveness Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: To Get The Most Out of Teams, Empower Them Breakout Group Exercises Experiential Exercise: The Paper Tower Exercise Ethical Dilemma: Dealing with Shirkers Case Incident: Tongue-Tied in Teams Case Incident: Intragroup Trust and Survival From Concepts to Skills: Conducting a Team Meeting OB on the Edge: Trust Part 3: Interacting Effectively Chapter 7: Communication The Communication Process Choosing a Channel Barriers to Effective Communication Filtering Selective Perception Information Overload Emotions Language Silence Lying Organizational Communication Direction of Communication Small-Group Networks The Grapevine Modes of Communication Oral Communication Written Communication Nonverbal Communication Global Implications Cultural Barriers to Communication Cultural Context A Cultural Guide Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Employees’ Social Media Presence Should Matter to Managers Breakout Group Exercises Experiential Exercise: An Absence of Nonverbal Communication Ethical Dilemma: BYOD Case Incident: Organizational Leveraging of Social Media Case Incident: PowerPoint Purgatory From Concepts to Skills: Effective Listening Chapter 8: Power and Politics A Definition of Power Bases of Power Formal Power Personal Power Which Bases of Power are Most Effective? Dependence: The Key to Power The General Dependence Postulate What Creates Dependence? Influence Tactics About Influence Tactics Applying Influence Tactics How Power Affects People Power Variables Harassment: Unequal Power in the Workplace Empowerment: Giving Power to Employees Definition of Empowerment Politics: Power in Action Definition of Political Behaviour The Reality of Politics Impression Management The Ethics of Behaving Politically Global Implications Views on Empowerment Preference for Influence Tactics Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Everyone Wants Power Breakout Group Exercises Experiential Exercise: Comparing Influence Tactics Ethical Dilemma: How Much Should You Defer to Those in Power? Case Incident: Delegate Power, or Keep It Close? Case Incident: Barry’s Peer Becomes His Boss From Concepts to Skills: Politicking Chapter 9: Conflict and Negotiation Conflict Defined Functional vs. Dysfunctional Conflict Types of Conflict Loci of Conflict Sources of Conflict Conflict Resolution Conflict Management Strategies Based on Dual Concern Theory What Can Individuals Do to Manage Conflict? Resolving Personality Conflicts Conflict Outcomes Negotiation Bargaining Strategies How to Negotiate Individual Differences in Negotiation Effectiveness Personality Traits in Negotiation Moods/Emotions in Negotiation Gender Differences in Negotiation Negotiating in a Social Context Reputation Relationships Third-Party Negotiations Mediator Arbitrator Conciliator Global Implications Conflict Resolution and Culture Cultural Differences in Negotiating Style Culture, Negotiations, and Emotions Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Pro Sports Strikes are Caused by Greedy Owners Breakout Group Exercises Experiential Exercise: A Negotiation Role Play Ethical Dilemma: The Lowball Applicant Case Incident: Disorderly Conduct Case Incident: The Pros and Cons of Collective Bargaining From Concepts to Skills: Negotiating OB on the Edge: Workplace Bullying Part 4: Sharing the Organizational Vision Chapter 10: Organizational Culture What is Organizational Culture? Culture is a Descriptive Term Do Organizations Have Uniform Cultures? Strong vs. Weak Cultures Culture vs. Formalization What Do Cultures Do? Culture’s Functions Culture Creates Climate The Ethical Dimension of Culture Culture and Sustainability Culture and Innovation Culture as a Liability Creating and Sustaining an Organization’s Culture How a Culture Begins Keeping a Culture Alive How Employees Learn Culture Stories Rituals Material Symbols Language Changing Organizational Culture Creating an Ethical Organizational Culture Creating a Positive Organizational Culture Global Implications Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Organizations Should Strive to Create a Positive Organizational Culture Breakout Group Exercises Experiential Exercise: Greeting Newcomers Ethical Dilemma: Culture of Deceit Case Incident: The Place Makes the People Case Incident: Active Cultures From Concepts to Skills: How to “Read” an Organization’s Culture Chapter 11: Leadership What is Leadership? Leadership as Supervision Trait Theories: are Leaders Different from Others? Behavioural Theories: Do Leaders Behave in Particular Ways? Summary of Trait Theories and Behavioural Theories Contingency Theories: Does the Situation Matter? Inspirational Leadership Charismatic Leadership Transactional and Transformational Leadership Responsible Leadership Authentic Leadership Ethical Leadership Servant Leadership Mentoring Challenges to Our Understanding of Leadership Leadership as an Attribution Substitutes for and Neutralizers of Leadership Online Leadership Global Implications How to Lead Servant Leadership Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Heroes are Made, Not Born Breakout Group Exercises Experiential Exercise: What Is Leadership? Ethical Dilemma: Smoking Success Case Incident: Leadership Mettle Forged in Battle Case Incident: Leadership by Algorithm From Concepts to Skills: Practising to be Charismatic Chapter 12: Decision Making, Creativity, and Ethics How Should Decisions Be Made? The Rational Decision-Making Process How Do Individuals Actually Make Decisions? Bounded Rationality in Considering Alternatives Intuition Judgment Shortcuts Group Decision Making Groups vs. the Individual Groupthink and Groupshift Group Decision-Making Techniques Creativity in Organizational Decision Making Creative Behaviour Causes of Creative Behaviour Creative Outcomes (Innovation) What About Ethics in Decision Making? Four Ethical Decision Criteria Making Ethical Decisions Global Implications Decision Making Creativity Ethics Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: People are More Creative When they Work Alone Breakout Group Exercises Experiential Exercise: Wilderness Survival Ethical Dilemma: Five Ethical Decisions: What Would You Do? Case Incident: The Youngest Female Self-Made Billionaire Case Incident: If Two Heads are Better Than One, are Four Even Better? From Concepts to Skills: Solving Problems Creatively OB on the Edge: Spirituality in the Workplace Part 5: Reorganizing the Workplace Chapter 13: Organizational Structure What Is Organizational Structure? Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Boundary Spanning Common Organizational Designs The Simple Structure The Bureaucracy The Matrix Structure Alternate Design Options The Virtual Structure The Team Structure The Circular Structure The Leaner Organization: Downsizing Why Do Structures Differ? Organizational Strategies Organizational Size Technology Environment Institutions Organizational Designs and Employee Behaviour Global Implications Culture and Organizational Structure Culture and Employee Structure Preferences Culture and the Impact of Downsizing Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: The End of Management Breakout Group Exercises Experiential Exercise: The Sandwich Shop Ethical Dilemma: Post-Millennium Tensions in the Flexible Organization Case Incident: Creative Deviance: Bucking the Hierarchy? Case Incident: “I Detest Bureaucracy” From Concepts to Skills: Delegating Authority Chapter 14: Organizational Change Forces for Change Opportunities for Change Change Agents Approaches to Managing Change Lewin’s Three-Step Model Kotter’s Eight-Step Plan for Implementing Change Action Research Appreciative Inquiry Resistance to Change Individual Resistance Organizational Resistance Overcoming Resistance to Change The Politics of Change Creating a Culture for Change Managing Paradox Stimulating a Culture of Innovation Creating a Learning Organization Global Implications Summary OB at Work: For Review • For Managers • For You Point/Counterpoint: Organizational Change is Like Sailing Calm Waters Breakout Group Exercises Experiential Exercise: Strategizing Change Ethical Dilemma: Changes at the Television Station Case Incident: Sprucing Up Walmart Case Incident: When Companies Fail to Change From Concepts to Skills: Carrying Out Organizational Change Additional Cases Endnotes Glossary/Subject Index Name and Organization Index List of Canadian Companies, by Province Back Cover

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