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Chapter 1 What Is Organizational Behaviour? 17 Nicholo Groom/Landov Dallas, Texas-based Pizza Hut has responded to globalization by expanding its restaurants and delivery services worldwide. The company considers mainland China to be the primary market for new restaurant development because of the country’s enormous growth potential. Currently, Pizza Hut is the number one Western casual dining brand in China, with over 1200 restaurants in 305 cities and an additional 200 Pizza Hut Home Service units in 26 cities. 26 One workforce diversity challenge in Canadian workplaces is the mix of generations—members of the Baby Boomer, Generation X, and Millennial groups—who work side by side. Due to their very different life experiences, they bring different values and different expectations to the workplace. We used to assume that people in organizations who differed from the stereotypical employee would somehow simply fit in. We now recognize that employees don’t set Why should you care about understanding other people? aside their cultural values and lifestyle preferences when they go to work. The challenge for organizations, therefore, is to accommodate diverse groups of people by addressing their different lifestyles, family needs, and work styles. 27 The Focus on Diversity feature found throughout this book highlights diversity matters that arise in organizations. Our first example looks at Regina-based SaskTel, which values having a diverse workforce. FOCUS ON DIVERSITY SaskTel Is a Top Diversity Employer Does workforce diversity make business sense? Reginabased SaskTel was named one of Canada’s Best Diversity Employers in 2014 because of its commitment to diversity. 28 It has diversity programs for women, people with disabilities, visible minorities, and Aboriginal people. While the company received this award for a number of reasons, its work with Aboriginal people is particularly outstanding. Aboriginal people are well represented in the SaskTel workplace: 10 percent of its employees and 8.1 percent of its managers are Aboriginal. Aboriginal people currently represent 15 percent of the Saskatchewan population, and that number is expected to grow to 21 to 24 percent in 20 years.
18 Part 1 Understanding the Workplace The number of Aboriginal employees at SaskTel speaks to the effectiveness of the company’s Aboriginal recruitment strategy, which was intended to increase the number of Aboriginal employees and address the chronic labour shortages of information and communications technologies workers it faced. SaskTel partners with First Nations bands, tribal councils, and Aboriginal employment agencies. SaskTel also keeps a database of Aboriginal-owned and operated businesses, which it consults when it is looking for new suppliers and partners. SaskTel is not just a good employer. It also tries to be a good community member. Several years ago it started an initiative to bring Internet and wireless coverage to the 28 First Nations communities in Saskatchewan. “We have always believed in the importance of all Saskatchewan people benefitting from having access to the most powerful and extensive communications network available,” said Don McMorris, Minister Responsible for SaskTel. “With increased access to technology, residents of these communities will be able to take advantage of numerous educational and business opportunities that were not available to them before.” SaskTel strives to have a workforce that is as diverse as its customers—a goal the company finds makes good sense not only for the community but also for the future of the company. Richard Branson, CEO of Virgin Group, thinks that “the customer is only right sometimes” more accurately reflects how customers should be treated. Instead, he believes that by recognizing the value of employees, who are the ambassadors of the organization, they will give great customer service. Jan Woitas/Landov Improving Customer Service Today, the majority of employees in developed countries work in service jobs, including 78 percent in Canada. 29 Service employees include technical support representatives, fast-food counter workers, sales clerks, nurses, automobile repair technicians, consultants, financial planners, and flight attendants. The shared characteristic of their jobs is substantial interaction with an organization’s customers. OB can increase the success of these interactions by showing how employee attitudes and behaviour influence customer satisfaction. Many an organization has failed because its employees failed to please customers. Management needs to create a customer-responsive culture. OB can provide considerable guidance in helping managers create such cultures—in which employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what is necessary to please the customer. 30 Improving People Skills Throughout the chapters of this book, we will present relevant concepts and theories that can help you explain and predict the behaviour of people at work. You will also gain insights into specific people skills that you can use on the job. For instance, you will learn how to design motivating jobs, improve your listening skills, and create more effective teams. Working in Networked Organizations Networked organizations allow people to communicate and work together even though they may be thousands of kilometres apart. Independent contractors can telecommute via computer to workplaces around the globe and change employers as the demand for their services changes. Software programmers, graphic designers, systems analysts, technical writers, photo researchers, book and media editors, and medical transcribers are just a few examples of people who can work from home or other nonoffice locations. The manager’s job is different in a networked organization. Motivating and leading people and making collaborative decisions online requires different techniques than when individuals are physically present in a single location. As more employees do their jobs by linking to others through networks, managers and employees must develop new skills. OB can provide valuable insights to help with honing those skills.
Page 2 and 3: Organizational Behaviour Concepts,
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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 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 62 and 63: OB at Work OB at Work for Review 1.
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Page 74 and 75: The Target A target’s characteris
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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 2 Perception, Personality,
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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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