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Contents xiii CHAPTER 11 Leadership 378 What Is Leadership? 380 Leadership as Supervision 380 Trait Theories: Are Leaders Different from Others? 380 Behavioural Theories: Do Leaders Behave in Particular Ways? 382 Contingency Theories: Does the Situation Matter? 384 Substitutes for Leadership 388 Inspirational Leadership 389 Charismatic Leadership 389 Transformational Leadership 392 Contemporary Leadership Roles 395 Mentoring 395 Self-Leadership (or Self-Management) 397 Team Leadership 397 Online Leadership 398 Leading without Authority 399 Contemporary Issues in Leadership 399 Authentic Leadership 400 Ethical Leadership 401 Servant Leadership 402 Global Implications 403 Summary 404 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 405 POINT/COUNTERPOINT: Heroes Are Made, Not Born 406 PERSONAL INVENTORY ASSESSMENT 407 BREAKOUT GROUP EXERCISES 407 EXPERIENTIAL EXERCISE: Being Charismatic 407 ETHICAL DILEMMA: Undercover Leaders 407 CASE INCIDENT: Moving from Colleague to Supervisor 408 CASE INCIDENT: Leadership by Algorithm 409 FROM CONCEPTS TO SKILLS: Practising to Be Charismatic 410 CHAPTER 12 Decision Making, Creativity, and Ethics 412 How Should Decisions Be Made? 414 The Rational Decision-Making Process 414 How Do Individuals Actually Make Decisions? 415 Bounded Rationality in Considering Alternatives 416 Intuition 417 Judgment Shortcuts 418 Group Decision Making 422 Groups vs. the Individual 422 Groupthink and Groupshift 423 Group Decision-Making Techniques 426 Creativity in Organizational Decision Making 428 Creative Behaviour 429 Causes of Creative Behaviour 429 Creative Outcomes (Innovation) 431 What About Ethics in Decision Making? 432 Four Ethical Decision Criteria 432 Making Ethical Decisions 434 Corporate Social Responsibility 436 Global Implications 437 Decision Making 437
xiv Contents Creativity 438 Ethics 438 Summary 439 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 440 POINT/COUNTERPOINT: People Are More Creative When They Work Alone 441 PERSONAL INVENTORY ASSESSMENT 442 BREAKOUT GROUP EXERCISES 442 EXPERIENTIAL EXERCISE: Wilderness Survival 442 ETHICAL DILEMMA: Five Ethical Decisions: What Would You Do? 444 CASE INCIDENT: The Youngest Female Self-Made Billionaire 445 CASE INCIDENT: “If Two Heads Are Better Than One, Are Four Even Better?” 446 FROM CONCEPTS TO SKILLS: Solving Problems Creatively 446 OB ON THE EDGE Spirituality in the Workplace 448 PART 5 Reorganizing the Workplace 454 CHAPTER 13 Organizational Structure 454 What Is Organizational Structure? 456 Work Specialization 456 Departmentalization 457 Chain of Command 459 Span of Control 460 Centralization and Decentralization 461 Formalization 461 Common Organizational Designs 462 The Simple Structure 462 The Bureaucracy 464 The Matrix Structure 465 New Design Options 467 The Virtual Organization 467 The Boundaryless Organization 468 The Leaner Organization: Organization Downsizing 470 Why Do Structures Differ? 471 Organizational Strategy 472 Organizational Size 473 Technology 473 Environment 474 Organizational Designs and Employee Behaviour 475 Global Implications 476 Culture and Organizational Structure 477 Culture and Employee Structure Preferences 477 Culture and the Boundaryless Organization 477 Culture and the Impact of Downsizing 477 Summary 478 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 479 POINT/COUNTERPOINT: The End of Management 480 PERSONAL INVENTORY ASSESSMENT 481 BREAKOUT GROUP EXERCISES 481 EXPERIENTIAL EXERCISE: Words-in-Sentences Company 481 ETHICAL DILEMMA: Just Following Orders 482 CASE INCIDENT: Creative Deviance: Bucking the Hierarchy? 483 CASE INCIDENT: “I Detest Bureaucracy” 483 FROM CONCEPTS TO SKILLS: Delegating Authority 484
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 12 and 13: Contents xi Dependency: The Key to
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 62 and 63: 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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OB at Work OB at Work for Review 1.
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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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