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Additional Cases 541 specific job duties and did not “see or support the ‘big picture’ of the zoo as both a wildlife conservation facility and a business.” • Relationship among curators, veterinarians, and zookeepers. Some curators were found to be good at managing animals but weak at managing people. The keepers complained that curators did not always respond in a timely manner to their proposals and suggestions for improving animal care. Veterinarians had some of the same complaints as the keepers— that curators did not always see the need to consult with veterinarians on animal management issues. The task force also noted that some keepers and curators held grudges that they might not be able to put behind them. Curators complained that veterinarians undermined them through direct contact with the keepers. However, the task force noted that there was no defined communication path for keepers to raise concern with the veterinary staff. Moreover, experts throughout the zoo veterinary world stressed the importance of open communication between keepers and veterinarians so that vets can fulfill their obligations under the Fish and Wildlife Conservation Act. The task force concluded that there was a lack of communication among keepers, veterinarians, and curators that led to questionable care standards for the animals. Because departments of the zoo did not work closely together, there was not a good system of checks and balances to maintain appropriate care. • The biological program committee. The Citizens’ Task Force was particularly critical of the BPC, suggesting that many of the zoo’s problems resulted from the creation of the BPC. The BPC created a mutual admiration society for the curators, and allowed the curators to overlook the concerns of keepers and the veterinarian staff. The board also found that there was no real accountability for decisions because of the committee structure. • Organizational structure. The task force raised a number of questions about the current structure of the zoo, noting that communication issues, lack of teamwork, and lack of coordination were all factors that resulted in animal deaths, and were likely related to the current structure. During their investigation, they had asked Lau whether all individuals directly involved with animal care had reported to him. He claimed they did, until a member of the task force, pointing to the organizational chart (see Exhibit 4 ), noted that the veterinarians and veterinarian technicians reported to the COO. “It was largely the size of the group, and the number of people reporting to different people. We were trying to divide the zoo up so that neither Bob nor I [had too many],” Lau explained. “Money being what it is, we didn’t want another high management position.” • Employee conduct. The task force found that there was a “lack of consistency, uniformity, accountability, and decisiveness in the enforcement of standards of conduct across departments” and that the Employee Relations department was not good at enforcing standards of conduct. A number of employees complained that those who worked hard were often expected to compensate for employees who underperformed. Employees are disciplined through a “five step” process. An employee can be terminated if he or she receives five written infractions within a 12-month period. The task force found this process so burdensome that employees were almost never terminated. In fact, Jennifer Fisher, employee relations director, told the task force that “no animal keepers or other non-managerial employees had been fired in the past 20 years.” A New Executive Director Takes Over Emma Breslin began her position as the new executive director last week, nine months after the previous executive director retired. Breslin’s previous position was as executive director for the past 10 years at Maritimes Zoo, a smaller zoo with 51 employees, a general curator, and two contract veterinarians. Breslin had been hired by Maritimes Zoo to reunite a divided staff. She is known as a consensus leader, and at Maritimes Zoo she increased communication, improved supervisory skills, and taught employees to value each other’s contributions to the successful operation of the zoo. Breslin was also successful in raising awareness among the community about why financial support from the public was so important to the zoo. Breslin faces a large public relations problem as she begins her new job. She knows that much of the zoo’s revenue is dependent upon public support. The next tax levy vote is three months from now. The zoo also raises significant revenue through the “Friends of the Zoo” program, an annual subscription program where people donate money to the zoo.
EXHIBIT 4 Organizational Chart of City Zoo, January 2014 Board of Directors President, Board of Directors Executive Director 542 Additional Cases Biological Program Committee Assistant Director and COO Biological Programs Marketing and Development Visitor Services Construction Director of Animal Health and Nutrition/ Head Veterinarian Finance and Accounting Employee Relations Maintenance and Horticulture Educational Services Curator of Mammals Advertising Catering Veterinarians and Veterinary Technicians Nutritionists Security Interpretive Services Volunteers Zookeepers Public Relations Customer Care Curator of Reptiles Fundraising Gift Shop Zookeepers Visitor Transport Curator of Birds Zookeepers Curator of Fishes Zookeepers Curator of Conservation and Research Researchers and Research Assistants
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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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through the stages of group develop
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Chapter 6 Groups and Teamwork 217 C
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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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Chapter 14 Organizational Change 48
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Page 568 and 569: Additional Cases 533 EXHIBIT 1 City
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Page 574 and 575: Additional Cases 539 not file claim
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Page 580 and 581: Endnotes 545 28 Based on http://www
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Page 588 and 589: Endnotes 553 Success,” Psychologi
Page 590 and 591: Endnotes 555 G. Dacks, “Worker-Co
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Page 612 and 613: Endnotes 577 of Group Efficacy,”
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Page 618 and 619: Endnotes 583 .com/2011/11/22/scienc
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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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