BUS272 TB

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Contents xi Dependency: The Key to Power 280 The General Dependency Postulate 280 What Creates Dependence? 281 Influence Tactics 282 How Power Affects People 283 Empowerment: Giving Power to Employees 284 Definition of Empowerment 284 The Abuse of Power 286 Harassment in the Workplace 287 Politics: Power in Action 290 Definition of Political Behaviour 291 The Reality of Politics 293 Types of Political Activity 294 Impression Management 295 The Ethics of Behaving Politically 296 Global Implications 297 Views on Empowerment 297 Preference for Influence Tactics 298 Response to Politics in the Workplace 298 Summary 299 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 300 POINT/COUNTERPOINT: Everyone Wants Power 301 PERSONAL INVENTORY ASSESSMENT 302 BREAKOUT GROUP EXERCISES 302 EXPERIENTIAL EXERCISE: Understanding Bases of Power 302 ETHICAL DILEMMA: How Much Should You Defer to Those in Power? 303 CASE INCIDENT: Delegate Power, or Keep It Close? 304 CASE INCIDENT: Barry’s Peer Becomes His Boss 304 FROM CONCEPTS TO SKILLS: Politicking 305 CHAPTER 9 Conflict and Negotiation 308 Conflict Defined 310 Functional vs. Dysfunctional Conflict 310 Types of Conflict 310 Loci of Conflict 311 Sources of Conflict 312 Conflict Resolution 314 Conflict Management Strategies Based on Dual Concern Theory 314 What Can Individuals Do to Manage Conflict? 315 Resolving Personality Conflicts 317 Resolving Intercultural Conflicts 317 Conflict Outcomes 318 Negotiation 320 Bargaining Strategies 321 How to Negotiate 324 Individual Differences in Negotiation Effectiveness 326 Personality Traits in Negotiation 326 Moods/Emotions in Negotiation 328 Gender Differences in Negotiation 328 Third-Party Negotiations 330 Mediator 330 Arbitrator 330 Conciliator 330
xii Contents Global Implications 331 Conflict Resolution and Culture 331 Cultural Differences in Negotiating Style 331 Culture, Negotiations, and Emotions 331 Summary 332 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 333 POINT/COUNTERPOINT: Conflict: Good or Bad? 334 PERSONAL INVENTORY ASSESSMENT 335 BREAKOUT GROUP EXERCISES 335 EXPERIENTIAL EXERCISE: A Negotiation Role Play 335 ETHICAL DILEMMA: The Lowball Applicant 336 CASE INCIDENT: Choosing Your Battles 336 CASE INCIDENT: The Pros and Cons of Collective Bargaining 337 FROM CONCEPTS TO SKILLS: Negotiating 338 OB ON THE EDGE Workplace Bullying 340 PART 4 Sharing the Organizational Vision 346 CHAPTER 10 Organizational Culture 346 What Is Organizational Culture? 348 Definition of Organizational Culture 348 Levels of Culture 349 Culture’s Functions 350 Culture Creates Climate 351 The Ethical Dimension of Culture 352 Do Organizations Have Uniform Cultures? 353 Strong vs. Weak Cultures 354 Reading an Organization’s Culture 354 Stories 355 Rituals 355 Material Symbols 356 Language 357 Creating and Sustaining an Organization’s Culture 357 How a Culture Begins 357 Keeping a Culture Alive 358 The Liabilities of Organizational Culture 363 Barrier to Change 364 Barrier to Diversity 364 Barrier to Mergers and Acquisitions 364 Changing Organizational Culture 365 Creating an Ethical Organizational Culture 366 Creating a Positive Organizational Culture 366 Global Implications 368 Summary 369 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 370 POINT/COUNTERPOINT: Organizations Should Strive to Create a Positive Organizational Culture 371 PERSONAL INVENTORY ASSESSMENT 372 BREAKOUT GROUP EXERCISES 372 EXPERIENTIAL EXERCISE: Rate Your Classroom Culture 372 ETHICAL DILEMMA: A Bankrupt Culture 373 CASE INCIDENT: Is a 5S Culture for You? 374 CASE INCIDENT: Google and P&G Swap Employees 374 FROM CONCEPTS TO SKILLS: How to “Read” an Organization’s Culture 375
Page 2 and 3: Organizational Behaviour Concepts,
Page 4 and 5: Organizational Behaviour Concepts,
Page 6 and 7: BRIEF CONTENTS PART 1 Understanding
Page 8 and 9: Contents vii Perceptual Errors 39 W
Page 10 and 11: Contents ix How to Pay: Rewarding I
Page 14 and 15: Contents xiii CHAPTER 11 Leadership
Page 16 and 17: Contents xv CHAPTER 14 Organization
Page 18 and 19: P R E F A C E Preface xvii Welcome
Page 20 and 21: Preface xix • Updated the boxed f
Page 22 and 23: Preface xxi • New exhibit: “Dom
Page 24 and 25: Preface xxiii Chapter 7 : Communica
Page 26 and 27: Preface xxv • New research and di
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Page 30 and 31: S u p p l e m e n t s MyManagementL
Page 32 and 33: Preface xxxi Acknowledgments A numb
Page 34 and 35: Preface xxxiii A B O U T T H E A U
Page 36 and 37: About the Authors xxxv Timothy A. J
Page 38 and 39: Chapter 1 What Is Organizational Be
Page 42 and 43: thighs, not the pants themselves.
Page 44 and 45: to predict employee behaviour. Both
Page 46 and 47: Systematic study and EBM add to int
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Page 54 and 55: Enhancing Employee Well-Being at Wo
Page 56 and 57: also asks you whether you should co
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OB at Work OB at Work for Review 1.
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Chapter 1 What Is Organizational Be
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Chapter 2 Perception, Personality,
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The Target A target’s characteris
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Halo Effect When we draw a general
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Corrin can take these risks because
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Keep in mind that each of us reacts
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Proactive Personality Did you ever
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otherwise. In a bad mood, you might
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Although the field is progressing i
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vary their surface-acting response
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US subjects were more likely to loo
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employees in their experience of em
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Chapter 3 Values, Attitudes, and Di
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In recent years, there has been con
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Millennials The most recent entrant
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traditional culture, values, and la
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For front-line employees who have r
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separated large organizations into
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their supervisors as supportive. 12
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Corus supports the development of f
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to diversity goes beyond employers.
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Is Job Satisfaction a US Concept? M
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OB on the EDGE Are We Overstressed?
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OB on the EDGE stress. Pressures to
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OB on the EDGE working hard is diff
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OB on the EDGE F A C E O F F YOUR P
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Chapter 4 Theories of Motivation 12
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That is intrinsic motivation. But i
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0.5—that is, a 50-50 chance. 19 T
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Mark’s older brother, Craig, was
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• Feedback leads to higher perfor
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imagine that your boss sets a highe
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while informational and interperson
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Increasing Intrinsic Motivation Our
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means that experience, skills, abil
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S u m m a r y The motivation theori
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Chapter 5 Motivation in Action 165
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What these findings suggest is that
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Piece-Rate Wages The piece-rate pay
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issue and sell securities and provi
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Can We Eliminate Rewards? Alfie Koh
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their equipment so they can move ar
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to reflect national culture. 156 Wh
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Chapter 6 Groups and Teamwork 203 u
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Chapter 6 Groups and Teamwork 205 E
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Chapter 6 Groups and Teamwork 207 C
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F r o m I n d i v i d u a l t o Te
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Chapter 6 Groups and Teamwork 211 N
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Chapter 6 Groups and Teamwork 213 S
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through the stages of group develop
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Chapter 6 Groups and Teamwork 217 C
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Chapter 6 Groups and Teamwork 219 t
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employees on emotional cues such as
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On many teams, there are individual
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service personnel, mechanics, parts
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Chapter 6 Groups and Teamwork 235 P
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Chapter 6 Groups and Teamwork 237 W
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Chapter 6 Groups and Teamwork 239 J
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OB on the EDGE Trust, or lack of tr
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OB on the EDGE Increasing Organizat
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OB on the EDGE to trust wisely and
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Chapter 7 Communication 247 alvin C
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Chapter 7 Communication 249 EXHIBIT
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Chapter 7 Communication 251 boostin
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Chapter 7 Communication 253 against
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Chapter 7 Communication 255 someone
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Chapter 7 Communication 261 employe
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Chapter 7 Communication 265 • Kno
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Chapter 7 Communication 269 P I A P
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Chapter 7 Communication 271 emergin
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Chapter 7 Communication 273 to chec
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Chapter 8 Power and Politics 275 I
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choose whether to “buy eyeglasses
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Chapter 8 Power and Politics 279 Pe
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Chapter 8 Power and Politics 281 mo
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and extrinsically motivated and are
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employees’ needs, showing them wh
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no one ate the fifth cookie (rules
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Chapter 8 Power and Politics 289 OB
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In November 2013, the Globe and Mai
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The Reality of Politics Why, you ma
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Chapter 8 Power and Politics 295 Im
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academic record. LaPierre, who had
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three Chinese cultures (People’s
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Chapter 8 Power and Politics 301 PO
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Chapter 8 Power and Politics 303 Re
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Chapter 8 Power and Politics 305 pr
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Chapter 8 Power and Politics 307 ac
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Chapter 9 Conflict and Negotiation
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One factor is whether the conflict
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Communication As we saw in Chapter
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Conflict challenges the status quo
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If you are thinking of participatin
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extraverted in negotiations, for ex
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their first offer 57 percent of the
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labour, family, and community dispu
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OB on the EDGE What Is Happening in
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OB on the EDGE Do You Have a Bad Bo
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OB on the EDGE F A C E O F F YOUR P
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Chapter 10 Organizational Culture 3
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the lack of frequent face-to-face c
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Ethical climates of independence re
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material symbols, and language. The
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a 5S Culture for You? on page 374 d
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Careful hiring practices mean that
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assumptions about what it must be l
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A positive organizational culture e
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Chapter 11 Leadership 379 lthough h
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Chapter 11 Leadership 381 research.
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Chapter 11 Leadership 383 PR NewsFo
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Chapter 11 Leadership 385 (good lea
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Chapter 11 Leadership 387 EXHIBIT 1
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Chapter 11 Leadership 389 Sometimes
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Chapter 11 Leadership 391 Fang kuan
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Chapter 11 Leadership 393 EXHIBIT 1
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Chapter 11 Leadership 395 What elem
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Self-Leadership (or Self-Management
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Chapter 11 Leadership 399 Today’s
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Chapter 11 Leadership 401 Ethical L
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Chapter 11 Leadership 403 when foll
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Chapter 11 Leadership 407 P I A PER
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Chapter 11 Leadership 409 2. If new
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Chapter 11 Leadership 411 You know
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Chapter 12 Decision Making, Creativ
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preferences into the process, becau
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epresent familiar criteria and trie
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Why? The goalie tries to anticipate
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ecause the original decision is mor
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Weaknesses of Group Decision Making
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Do all groups suffer from groupthin
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In a typical brainstorming session,
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Creative Behaviour Creative behavio
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satisfying, and challenging (discus
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Not everyone agrees that organizati
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for Economic Co-operation and Devel
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OB on the EDGE What Is Spirituality
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OB on the EDGE do this he has devel
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OB on the EDGE F A C E O F F Organi
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Chapter 13 Organizational Structure
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markets: consumers, large corporati
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spans, organizations have been inve
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The simple structure is said to be
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were no general rules, and no separ
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game. When those rules are “up fo
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progress toward that end. So have o
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Some companies focus on lean manage
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uncertainty. Organizations that ope
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Culture and Organizational Structur
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Chapter 14 Organizational Change 48
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A key feature of Lewin’s three-st
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• Design. Based on the dream arti
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The Ethical Dilemma on page 511 loo
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Winnipeg and surrounding communitie
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champions to work closely with thos
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Additional Cases 517 One co-worker
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Additional Cases 519 If not, her so
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Additional Cases 521 T h e S c e n
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Additional Cases 523 sexual harassm
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Additional Cases 525 to do, so he s
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Additional Cases 527 in education w
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Additional Cases 529 feels she and
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Additional Cases 531 tended to pay
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Additional Cases 533 EXHIBIT 1 City
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Additional Cases 535 leadership, th
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Additional Cases 537 largest animal
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Additional Cases 539 not file claim
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Additional Cases 541 specific job d
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Additional Cases 543 She needs to r
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Endnotes 545 28 Based on http://www
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Endnotes 547 Outreach Supervisors a
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Endnotes 549 79 T. A. Judge and J.
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Endnotes 551 Search of an Elusive C
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Endnotes 553 Success,” Psychologi
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Endnotes 555 G. Dacks, “Worker-Co
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Endnotes 557 Morale and Stock Price
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Endnotes 559 169 C. Osborne, “Sou
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Endnotes 561 NJ: Kingsland Hall, 20
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Endnotes 563 35 E. A. Locke, “Tow
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Endnotes 565 90 J. M. Robbins, M. T
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Endnotes 567 18 J. Ratner, “Dofas
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Endnotes 569 Working Together: Empl
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Endnotes 571 132 J. Welch and S. We
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Endnotes 573 14 “Cross-Functional
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Endnotes 575 61 W. Immen, “The Mo
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Endnotes 577 of Group Efficacy,”
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Endnotes 579 33 B. A. De Jong and T
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Endnotes 581 64 B. Roberts, “Soci
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Endnotes 583 .com/2011/11/22/scienc
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Endnotes 585 99 C. K. Stevens and A
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Endnotes 587 Influences,” Organiz
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Endnotes 589 94 C. T. Kulik and M.
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Endnotes 591 39 P. Frost, Toxic Emo
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Endnotes 593 46 E. H. Schein, “Th
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Endnotes 595 Chapter 11 1 Opening v
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Endnotes 597 Charismatic Leadership
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Endnotes 599 Outcomes of Mentoring
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Endnotes 601 7 M. H. Bazerman and D
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Endnotes 603 70 See A. L. Delbecq,
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Endnotes 605 human-resources/medita
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Endnotes 607 Phenomenon as ‘Survi
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Endnotes 609 25 J. P. Kotter and L.
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Endnotes 611 2011, http://news.nati
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Glossary/Subject Index 613 boards o
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Glossary/Subject Index 615 cultural
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Glossary/Subject Index 617 five-sta
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Glossary/Subject Index 619 flextime
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Glossary/Subject Index 621 normativ
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Glossary/Subject Index 623 pressure
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Glossary/Subject Index 625 and job
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N A M E A N D O R G A N I Z A T I O
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Fraser Institute, 338 Fraunenheim,
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Mulligan, John, 424 MultiChannel Ne
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University of Toronto, 45 , 50 , 10
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List of Canadian Companies 635 Cana
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