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BRIEF CONTENTS PART 1 Understanding the Workplace 2 C H A P T E R 1 What Is Organizational Behaviour? 2 C H A P T E R 2 Perception, Personality, and Emotions 36 C H A P T E R 3 Values, Attitudes, and Diversity in the Workplace 78 O B O N T H E E D G E Stress at Work 118 PART 2 Striving for Performance 126 C H A P T E R 4 Theories of Motivation 126 C H A P T E R 5 Motivation in Action 164 C H A P T E R 6 Groups and Teamwork 202 O B O N T H E E D G E Tr u s t 240 PART 3 Interacting Effectively 246 C H A P T E R 7 Communication 246 C H A P T E R 8 Power and Politics 274 C H A P T E R 9 Conflict and Negotiation 308 O B O N T H E E D G E Workplace Bullying 340 PART 4 Sharing the Organizational Vision 346 C H A P T E R 1 0 Organizational Culture 346 C H A P T E R 1 1 Leadership 378 C H A P T E R 1 2 Decision Making, Creativity, and Ethics 412 O B O N T H E E D G E Spirituality in the Workplace 448 PART 5 Reorganizing the Workplace 454 C H A P T E R 1 3 Organizational Structure 454 C H A P T E R 1 4 Organizational Change 486 ADDITIONAL CASES 516 ENDNOTES 544 GLOSSARY/SUBJECT INDEX 612 NAME AND ORGANIZATION INDEX 627 LIST OF CANADIAN COMPANIES, BY PROVINCE 634
CONTENTS PREFACE ABOUT THE AUTHORS xvii xxxiii PART 1 Understanding the Workplace 2 C H A P T E R 1 What Is Organizational Behaviour? 2 Defining Organizational Behaviour 4 What Do We Mean by Organization ? 4 OB Is for Everyone 5 The Importance of Interpersonal Skills 5 OB: Making Sense of Behaviour in Organizations 6 The Building Blocks of OB 7 The Rigour of OB 8 Challenges and Opportunities in the Canadian Workplace 13 Responding to Economic Pressures 13 Responding to Globalization 15 Understanding Workforce Diversity 16 Improving Customer Service 18 Improving People Skills 18 Working in Networked Organizations 18 Enhancing Employee Well-Being at Work 19 Creating a Positive Work Environment 20 Improving Ethical Behaviour 20 Coming Attractions: Developing an OB Model 21 An Overview 21 Inputs 21 Processes 22 Outcomes 22 Summary 25 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 27 POINT/COUNTERPOINT: Lost in Translation? 28 PERSONAL INVENTORY ASSESSMENT 29 BREAKOUT GROUP EXERCISES 29 EXPERIENTIAL EXERCISE: Interpersonal Skills in the Workplace 29 ETHICAL DILEMMA: Jekyll and Hyde 29 CASE INCIDENT: Apple Goes Global 30 CASE INCIDENT: Era of the Disposable Worker? 31 FROM CONCEPTS TO SKILLS: Developing Interpersonal Skills 32 CHAPTER 2 Perception, Personality, and Emotions 36 Perception 38 Factors That Influence Perception 38
Page 2 and 3: Organizational Behaviour Concepts,
Page 4 and 5: Organizational Behaviour Concepts,
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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also asks you whether you should co
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Successful organizations need emplo
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Chapter 1 What Is Organizational Be
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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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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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