Canadian Organizational Behaviour

Cover
Title
Copyright
Contents
Preface
Acknowledgements
PART ONE: Introduction
	CHAPTER 1 Introduction to the Field of Organizational Behaviour
		LEARNING OBJECTIVES
		Welcome to the Field of Organizational Behaviour!
		The Field of Organizational Behaviour
			Historical Foundations of Organizational Behaviour
			Why Study Organizational Behaviour?
		Perspectives of Organizational Effectiveness
			Open Systems Perspective
		Global Connections 1.1: Zara's Open Systems Thinking for Fast Fashion
			Organizational Learning Perspective
			High-Performance Work Practices (HPWP) Perspective
			Stakeholder Perspective
			Connecting the Dots: An Integrative Model of Organizational Behaviour
		Contemporary Challenges for Organizations
			Globalization
			Increasing Workforce Diversity
			Emerging Employment Relationships
		Anchors of Organizational Behaviour Knowledge
			The Systematic Research Anchor
		Debating Point: Is There Enough Evidence to Support Evidence-Based Management?
			The Multidisciplinary Anchor
			The Contingency Anchor
			The Multiple Levels of Analysis Anchor
		The Journey Begins
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Ancol Ltd.
		Web Exercise: Diagnosing Organizational Stakeholders
		Self-Assessment: It All Makes Sense?
		Self-Assessments for Chapter 1
PART TWO: Individual Behaviour and Processes
	CHAPTER 2 Individual Behaviour, Personality, and Values
		LEARNING OBJECTIVES
		MARS Model of Individual Behaviour and Performance
			Employee Motivation
			Ability
		Global Connections 2.1: Applying MARS at Iceland Foods
			Role Perceptions
			Situational Factors
		Types of Individual Behaviour
			Task Performance
			Organizational Citizenship
			Counterproductive Work Behaviours
			Joining and Staying with the Organization
			Maintaining Work Attendence
		Personality in Organizations
			Personality Determinants: Nature versus Nurture
			Five-Factor Model of Personality
			Jungian Personality Theory and the Myers-Briggs Type Indicator
			Personality Testing in Organizations
		Values in the Workplace
		Debating Point: Should Companies Use Personality Tests to Select Job Applicants?
			Types of Values
			Values and Individual Behaviour
			Values Congruence
		Ethical Values and Behaviour
			Three Ethical Principles
			Moral Intensity, Moral Sensitivity, and Situational Influences
			Supporting Ethical Behaviour
		Values Across Cultures
			Individualism and Collectivism
			Power Distance
		Global Connections 2.2: Working with High Power Distance in China
			Uncertainty Avoidance
			Achievement-Nurturing Orientation
			Caveats About Cross-Cultural Knowledge
			Diversity of Canadian Cultural Values
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Ethics Dilemma Vignettes
		Class Exercise: Test Your Knowledge of Personality
		Self-Assessment: Are You Introverted or Extraverted?
		Self-Assessments for Chapter 2
	CHAPTER 3 Perceiving Ourselves and Others in Organizations
		LEARNING OBJECTIVES
		Self-Concept: How We Perceive Ourselves
			Self-Concept Complexity, Consistency, and Clarity
			Self-Enhancement
			Self-Verification
			Self-Evaluation
			The Social Self
			Self-Concept and Organizational Behaviour
		Perceiving the World Around Us
			Perceptual Organization and Interpretation
		Specific Perceptual Processes and Problems
			Stereotyping in Organizations
			Attribution Theory
			Self-Fulfilling Prophecy
			Other Perceptual Effects
		Improving Perceptions
			Awareness of Perceptual Biases
			Improving Self-Awareness
		Debating Point: Do We Need Diversity Training Programs?
			Meaningful Interaction
		Global Connections 3.1: Experiencing Meaningful Interaction on the Frontline
		Global Mindset: Developing Perceptions Across Borders
			Developing a Global Mindset
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Hy Dairies Ltd.
		Web Exercise: Diversity & Stereotyping on Display in Corporate Websites
		Self-Assessment: How Much Does Work Define Your Self-Concept?
		Self-Assessments for Chapter 3
	CHAPTER 4 Workplace Emotions, Attitudes, and Stress
		LEARNING OBJECTIVES
		Emotions in the Workplace
			Types of Emotions
			Emotions, Attitudes, and Behaviour
			How Emotions Influence Attitudes and Behaviour
			Generating Postive Emotions at Work
			Cognitive Dissonance
		Debating Point: Is Having Fun at Work Really a Good Idea?
			Emotions and Personality
		Managing Emotions at Work
			Emotional Display Norms Across Cultures
			Emotional Dissonance
		Emotional Intelligence
			Emotional Intelligence Outcomes and Training
		Job Satisfaction
			Job Satisfaction and Work Behaviour
			Job Satisfaction and Performance
			Job Satisfaction and Customer Satisfaction
			Job Satisfaction and Business Ethics
		Organizational Commitment
			Consequences of Affective and Continuance Commitment
			Building Organizational Commitment
		Work-Related Stress
			General Adaptation Syndrome
			Consequences of Distress
			Stressors: The Causes of Stress
			Harassment and Incivility
			Work Overload
		Global Connections 4.1: Working to Death in China
			Low Task Control
			Individual Differences in Stress
		Managing Work-Related Stress
			Remove the Stressor
			Withdraw From the Stressor
			Change Stress Perceptions
			Control Stress Consequences
			Receive Social Support
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Rough Seas on the LINK650
		Team Exercise: Ranking Jobs on Their Emotional Labour
		Self-Assessment: Are You in Touch with Your Emotions?
		Self-Assessments for Chapter 4
	CHAPTER 5 Foundations of Employee Motivation
		LEARNING OBJECTIVES
		Employee Engagement
		Employee Drives and Needs
			Individual Differences in Needs
		Needs and Drives Theories
			Maslow's Needs Hierarchy Theory
			McClelland's Learned Needs Theory
			Four-Drive Theory
		Expectancy Theory of Motivation
			Expectancy Theory in Practice
		Organizational Behaviour Modification and Social Cognitive Theory
			Organizational Behaviour Modification
		Global Connections 5.1: Reinforcing Work Behaviour Through Gamification
			Social Cognitive Theory
		Goal Setting and Feedback
			Balanced Scorecard
			Characteristics of Effective Feedback
			Sources of Feedback
			Evaluating Goal Setting and Feedback
		Organizational Justice
		Debating Point : Does Equity Motivate More Than Equality?
			Equity Theory
			Procedural Justice
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Predicting Harry's Work Effort
		Class Exercise: Needs Priority Exercise
		Self-Assessment: Needs-Strength Questionnaire
		Self-Assessments for Chapter 5
	CHAPTER 6 Applied Performance Practices
		LEARNING OBJECTIVES
		The Meaning of Money in the Workplace
		Financial Reward Practices
			Membership-and Seniority-Based Rewards
			Job Status–Based Rewards
			Competency-Based Rewards
			Performance-Based Rewards
		Improving Reward Effectiveness
		Debating Point: Is it Time to Ditch the Performance Review?
		Job Design Practices
		Global Connections 6.1: When Rewards Go Wrong
			Job Design and Work Efficiency
		Job Design and Work Motivation
			Job Design Practices that Motivate
		Empowerment Practices
			Supporting Empowerment
		Self-Leadership Practices
			Self-Leadership Strategies
			Effectiveness of Self-Leadership
			Personal and Situational Predictors of Self-Leadership
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: YakkaTech Ltd.
		Team Exercise: Is Student Work Enriched?
		Self-Assessment: What is Your Attitude Towards Money?
		Self-Assessments for Chapter 6
	CHAPTER 7 Decision Making and Creativity
		LEARNING OBJECTIVES
		Rational Choice Paradigm of Decision Making
			Rational Choice Decision-Making Process
			Problems with the Rational Choice Paradigm
		Identifying Problems and Opportunities
			Problems with Problem Identification
			Identifying Problems and Opportunities More Effectively
		Global Connections 7.1: Famous Missed Opportunities
		Searching for, Evaluating, and Choosing Alternatives
			Problems with Goals
			Problems with Information Processing
			Problems with Maximization
			Evaluating Opportunities
		The Role of Emotions and Intuition
			Emotions and Making Choices
			Intuition and Making Choices
			Making Choices More Effectively
		Implementing Decisions
		Evaluating Decision Outcomes
			Escalation of Commitment
			Evaluating Decision Outcomes More Effectively
		Creativity
			The Creative Process
			Characteristics of Creative People
			Organizational Conditions Supporting Creativity
			Activities that Encourage Creativity
		Employee Involvement in Decision Making
		Debating Point: Should Organizations Practise Democracy?
		Global Connections 7.2: Brasilata, The Ideas Company
			Benefits of Employee Involvement
			Contingencies of Employee Involvement
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Employee Involvement Cases
		Team Exercise: Where In the World Are We?
		Self-Assessment: Do You Have a Creative Personality?
		Self-Assessments for Chapter 7
PART THREE: Team Processes
	CHAPTER 8 Team Dynamics
		LEARNING OBJECTIVES
		Teams and Informal Groups
		Global Connections 8.1: Team Motivation at Pixar
			Informal Groups
		Advantages and Disadvantages of Teams
			The Challenges of Teams
		A Model of Team Effectiveness
			Organizational and Team Environment
		Team Design Elements
			Task Characteristics
			Team Size
			Team Composition
		Team States
			Team Norms
			Team Cohesion
			Team Efficacy
			Team Trust
		Team Processes
			Internal Team Processes
			External Team Processes
			Team Development
		Self-Directed Teams
			Success Factors for Self-Directed Teams
		Virtual Teams
		Debating Point: Are Virtual Teams More Trouble than They're Worth?
			Success Factors for Virtual Teams
		Team Decision Making
			Constraints on Team Decision Making
			Improving Creative Decision Making in Teams
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: ArbreCorp Ltée
		Team Exercise: Team Tower Power
		Self-Assessment: What Team Roles Do You Prefer?
		Self-Assessments for Chapter 8
	CHAPTER 9 Communicating in Organizations
		LEARNING OBJECTIVES
		The Importance of Communication
		A Model of Communication
			Influences on Effective Encoding and Decoding
		Communication Channels
			Internet-Based Communication
			Problems With E-Mail
			Workplace Communication Through Social Media
			Nonverbal Communication
		Choosing the Best Communication Channel
			Social Acceptance
			Media Richness
			Communication Channels and Persuasion
		Communication Barriers (Noise)
			Information Overload
		Cross-Cultural and Gender Communication
			Nonverbal Differences Across Cultures
		Global Connections 9.1: Politely Waiting for Some Silence
			Gender Differences in Communication
		Improving Interpersonal Communication
			Getting Your Message Across
			Active Listening
		Improving Communication Throughout the Hierarchy
			Workspace Design
			Internet-Based Organizational Communication
			Direct Communication with Top Management
		Communicating through the Grapevine
			Grapevine Characteristics
		Debating Point: Should Management Use the Grapevine to Communicate to Employees?
			Grapevine Benefits and Limitations
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Communicating with the Millennials
		Team Exercise: Active Listening Exercise
		Self-Assessment: Are You An Active Listener?
		Self-Assessments for Chapter 9
	CHAPTER 10 Power and Influence in the Workplace
		LEARNING OBJECTIVES
		The Meaning of Power
		Sources of Power in Organizations
			Legitimate Power
			Reward Power
			Coercive Power
			Expert Power
			Referent Power
		Contingencies of Power
			Substitutability
			Centrality
			Visibility
		Debating Point: How Much Power Do CEOs Really Possess?
			Discretion
		The Power of Social Networks
			Social Capital and Sources of Power
			Gaining Power from Social Networks
		Consequences of Power
		Influencing Others
			Types of Influence Tactics
		Global Connections 10.1: The Art and Science of Managing Your Boss
			Consequences and Contingencies of Influence Tactics
		Organizational Politics
			Minimizing Organizational Politics
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Resonus Corporation
		Team Exercise: Deciphering the Network
		Self-Assessment: How Do You Influence Coworkers and Other Peers?
		Self-Assessments for Chapter 10
	CHAPTER 11 Conflict and Negotiation in the Workplace
		LEARNING OBJECTIVES
		The Meaning and Consequences of Conflict
			Is Conflict Good or Bad?
		Global Connections 11.1: High Cost of On-Board Conflicts
		The Emerging View: Constructive and Relationship Conflict
		Conflict Process Model
		Structural Sources of Conflict in Organizations
			Incompatible Goals
			Differentiation
			Interdependence
			Scarce Resources
			Ambiguous Rules
			Communication Problems
		Interpersonal Conflict Handling Styles
			Choosing the Best Conflict Handling Style
			Cultural and Gender Differences in Conflict Handling Styles
		Structural Approaches to Conflict Management
			Emphasizing Superordinate Goals
			Reducing Differentiation
			Improving Communication and Mutual Understanding
			Reducing Interdependence
			Increasing Resources
			Clarifying Rules and Procedures
		Third-Party Conflict Resolution
			Choosing the Best Third-Party Intervention Strategy
		Resolving Conflict through Negotiation
			Distributive versus Integrative Negotiations
			Preparing to Negotiate
		Debating Point: Is Creating Value Such a Good Negotiation Strategy?
			Distributive Strategies That Work
			Integrative Strategies That Work
			Expert versus Average Negotiators
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Car Wars At Wolfsburg
		Class Exercise: The Contingencies Of Conflict Handling
		Self-Assessment: What Is Your Preferred Conflict Handling Style?
		Self-Assessments for Chapter 11
	CHAPTER 12 Leadership in Organizational Settings
		LEARNING OBJECTIVES
		What is Leadership?
			Shared Leadership
		Transformational Leadership Perspective
			Develop and Communicate a Strategic Vision
		Global Connections 12.1: Leading the Vision of Vancouver as a Liveable City
			Model The Vision
			Encourage Experimentation
			Build Commitment Toward The Vision
			Transformational Leadership And Charisma
			Evaluating The Transformational Leadership Perspective
		Managerial Leadership Perspective
			Task-Oriented and People-Oriented Leadership
			Servant Leadership
		Leadership Theories
			Path-Goal Leadership Theory
			Other Managerial Leadership Theories
			Leadership Substitutes
		Implicit Leadership Perspective
			Prototypes of Effective Leaders
			The Romance of Leadership
		Personal Attributes Perspective of Leadership
			Authentic Leadership
			Leadership Attributes Perspective Limitations And Practical Implications
		Cross-Cultural and Gender Issues in Leadership
			Gender And Leadership
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: A Window on Life
		Team Exercise: Leadership Diagnostic Analysis
		Self-Assessment: Do Leaders Make a Difference?
		Self-Assessments for Chapter 12
PART FOUR: Organizational Processes
	CHAPTER 13 Designing Organizational Structures
		LEARNING OBJECTIVES
		Division of Labour and Coordination
			Division of Labour
			Coordinating Work Activities
		Elements of Organizational Structure
			Span of Control
			Centralization and Decentralization
			Formalization
		Global Connections 13.1: Svenska Handelsbanken's Decentralized Structure
			Mechanistic Versus Organic Structures
		Forms of Departmentalization
			Simple Structure
			Functional Structure
			Divisional Structure
			Team-Based Structure
			Matrix Structure
			Network Structure
		Contingencies of Organizational Design
			External Environment
			Organizational Size
			Technology
			Organizational Strategy
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Merritt's Bakery
		Team Exercise: The Club Ed Exercise
		Self-Assessment: Which Organizational Structure Do You Prefer?
		Self-Assessments for Chapter 13
	CHAPTER 14 Organizational Culture
		LEARNING OBJECTIVES
		Elements of Organizational Culture
			Content of Organizational Culture
			Organizational Subcultures
		Deciphering Organizational Culture through Artifacts
			Organizational Stories and Legends
			Organizational Language
			Rituals and Ceremonies
			Physical Structures and Symbols
		Is Organizational Culture Important?
			Contingencies of Organizational Culture and Effectiveness
		Debating Point: Is Corporate Culture an Overused Phrase?
			Organizational Culture and Business Ethics
		Merging Organizational Cultures
			Bicultural Audit
			Strategies for Merging Different Organizational Cultures
		Changing and Strengthening Organizational Culture
			Actions of Founders and Leaders
			Align Artifacts with the Desired Culture
			Introduce Culturally Consistent Rewards and Recognition
			Support Workforce Stability and Communication
			Use Attraction, Selection, and Socialization for Cultural "Fit"
		Global Connections 14.1: Ensuring the Cultural Shoe Fits at Zappos
		Organizational Socialization
			Organizational Socialization as a Learning and Adjustment Process
			Organizational Socialization and Psychological Contracts
			Stages of Organizational Socialization
			Improving the Socialization Process
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: Hillton's Transformation
		Team Exercise: Organizational Culture Metaphors
		Self-Assessment: Which Corporate Culture Do You Prefer?
		Self-Assessments for Chapter 14
	CHAPTER 15 Organizational Change
		LEARNING OBJECTIVES
		Lewin's Force Field Analysis Model
		Understanding Resistance to Change
			Why Employees Resist Change
		Unfreezing, Changing, and Refreezing
			Creating an Urgency for Change
			Reducing the Restraining Forces
		Global Connections 15.1: Communicate, Involve, or Change Your People
			Refreezing the Desired Conditions
		Leadership, Coalitions, and Pilot Projects
			Transformational Leadership and Change
			Coalitions, Social Networks, and Change
			Pilot Projects and Diffusion of Change
		Four Approaches to Organizational Change
			Action Research Approach
		Debating Point: What's the Best Speed for Organizational Change?
			Appreciative Inquiry Approach
			Large Group Intervention Approach
			Parallel Learning Structures Approach
		Cross-Cultural and Ethical Issues in Organizational Change
		Organizational Behaviour: The Journey Continues
		Chapter Summary
		Key Terms
		Critical-Thinking Questions
		Case Study: TransAct Insurance Corporation
		Team Exercise: Strategic Change Incidents
		Self-Assessment: Are You Tolerant of Change?
		Self-Assessments for Chapter 15
Additional Cases
	Case 1: A Mir Kiss?
	Case 2: Arctic Mining Consultants
	Case 3: Barrie Super Subs
	Case 4: Fran Hayden Joins Dairy Engineering
	Case 5: Going to the X-Stream
	Case 6: Keeping Suzanne Chalmers
	Case 7: Northwest Canadian Forest Products Limited (Revised)
	Case 8: The Regency Grand Hotel
	Case 9: Simmons Laboratories
	Case 10: Star Enterprises—Rita's Issues at Work
	Case 11: Tamarack Industries
	Case 12: The Outstanding Faculty Award
Appendix A: Theory Building and Systematic Research Methods
Appendix B: Scoring Keys for Self-Assessment Exercises
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Endnotes
Name and Organization Index
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