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Chapter 12 Decision Making, Creativity, and Ethics 447 different problem-solving strategies, such as verbal, visual, mathematical, or theatrical. Look at your problem from a different perspective, or ask yourself what someone else, such as your grandmother, might do if faced with the same situation. 6. Look for ways to do things better. This may involve trying consciously to be original, not worrying about looking foolish, keeping an open mind, being alert to odd or puzzling facts, thinking of unconventional ways to use objects and the environment, discarding usual or habitual ways of doing things, and striving for objectivity by being as critical of your own ideas as you would be of someone else’s. 7. Find several right answers. Being creative means continuing to look for other solutions even when you think you have solved the problem. A better, more creative solution just might be found. 8. Believe in finding a workable solution. Like believing in yourself, you also need to believe in your ideas. If you don’t think you can find a solution, you probably won’t. 9. Brainstorm with others. Creativity is not an isolated activity. Bouncing ideas off of others creates a synergistic effect. 10. Turn creative ideas into action. Coming up with creative ideas is only part of the process. Once the ideas are generated, they must be implemented. Keeping great ideas in your mind, or on papers that no one will read, does little to expand your creative abilities. OB at Work Every time the phone rings, your stomach clenches and your palms start to sweat. And it’s no wonder! As sales manager for Brinkers, a machine tool parts manufacturer, you are besieged by calls from customers who are upset about late deliveries. Your boss, Carter Hererra, acts as both production manager and scheduler. Every time your sales representatives negotiate a sale, it’s up to Carter to determine whether production can actually meet the delivery date the customer specifies. Carter invariably says, “No problem.” The good thing about this is that you make a lot of initial sales. The bad news is that production hardly ever meets the shipment dates that Carter authorizes. Moreover, he does not seem to be all that concerned about the aftermath of late deliveries. He says: “Our customers know they’re getting outstanding quality at a great price. Just let them try to match that anywhere. It can’t be done. So even if they have to wait a couple of extra days or weeks, they’re still getting the best deal they can.” Somehow the customers don’t see it that way, and they let you know about their unhappiness. Then it’s up to you to try to soothe the relationship. You know this problem has to be taken care of, but what possible solutions are there? After all, how are you going to keep from making your manager angry or making the customers angry? Use your knowledge of creative problem-solving to come up with solutions. Practising Skills 1. Take 20 minutes to list as many words as you can using the letters in the word brainstorm. (There are at least 95.) If you run out of listings before time is up, it’s okay to quit early. But try to be as creative as you can. Reinforcing Skills 2. List on a piece of paper some common terms that apply to both water and finance. How many were you able to come up with?
OB on the EDGE StockLite/Shutterstock Spirituality in the Workplace One fall day, Kira Leskew, who was owner of Etobicoke, Ontario-based Amberwood Doors, found herself screaming into the phone. 1 The customer at the other end of the line was upset because a part had not been delivered on time, but Leskew attacked the customer rather than admit fault. She was so upset when she hung up the phone that she retreated to her car to try some meditation. “Using breathing to calm down, I went into feel space,” she explains. “Essentially I paid attention to how I felt, and named my emotions: I felt hurt, upset, let down and embarrassed. Within a few minutes, I had a realization of what was really bothering me: I was breaking my word to my customer.” After she calmed down, Leskew called her customer to deal with the issue more graciously. Leskew has since offered mindful meditation sessions to her employees, and most have taken the four onehour sessions given over two months. She said the sessions paid off with a “notable increase in teamwork, respect and support.” 448
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Organizational Behaviour Concepts,
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Organizational Behaviour Concepts,
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BRIEF CONTENTS PART 1 Understanding
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Contents vii Perceptual Errors 39 W
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Contents ix How to Pay: Rewarding I
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Contents xi Dependency: The Key to
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Contents xiii CHAPTER 11 Leadership
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Contents xv CHAPTER 14 Organization
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P R E F A C E Preface xvii Welcome
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Preface xix • Updated the boxed f
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Preface xxi • New exhibit: “Dom
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Preface xxiii Chapter 7 : Communica
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Preface xxv • New research and di
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M12_LANG1781_07_SE_C12.indd 443 M02
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S u p p l e m e n t s MyManagementL
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Preface xxxi Acknowledgments A numb
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Preface xxxiii A B O U T T H E A U
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About the Authors xxxv Timothy A. J
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Chapter 1 What Is Organizational Be
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thighs, not the pants themselves.
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to predict employee behaviour. Both
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Systematic study and EBM add to int
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C h a l l e n g e s a n d O p p o r
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Enhancing Employee Well-Being at Wo
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also asks you whether you should co
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Successful organizations need emplo
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OB at Work OB at Work for Review 1.
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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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The Ethical Dilemma on page 511 loo
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Chapter 14 Organizational Change 49
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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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