Organisational Behaviour

Front Cover
Full Title
Imprint
Brief Contents
Contents
Preface
Acknowledgements
Guided Tour
Case Matrix
About the Authors
Part 1 Introduction
	Chapter 1 What is organisational behaviour?
		The importance of interpersonal skills
		Management and organisational behaviour
			Management functions
			Management roles
			Management skills
			Effective versus successful managerial activities
			Organisational behaviour
		Complementing intuition with systematic study
		Myth or science? ‘Management by walking around is the most effective management’
		Disciplines that contribute to OB
			Psychology
			Social psychology
			Sociology
			Anthropology
		There are few absolutes in OB
		Challenges and opportunities
			Economic pressures
			Continuing globalisation
			Workforce demographics
			Workforce diversity
			Customer service
			People skills
			Networked organisations
			Social media
			Employee well-being at work
			Positive work environment
			Improving ethical behaviour
		Ethical choice A holiday: all I ever wanted
		Coming attractions: developing an OB model
			An overview
			Inputs
			Processes
			Outcomes
		Career OBjectives What do I say about my termination?
		Employability skills
		Summary
		Implications for managers
		Point/Counterpoint The battle of the texts
		Questions for review
		Experiential exercise Managing the OB way
		Case study 1 Confronting aged care’s challenges
		Case study 2 Apple goes global
		Endnotes
Part 2 The individual
	Chapter 2 Diversity in organisations
		Diversity
			Demographic characteristics of the Australian workforce
			Levels of diversity
		Discrimination
			Ethical choice Women in combat in the Australian military: helpful or harmful?
			Stereotype threat
			Discrimination in the workplace
		Biographical characteristics
			Age
			Gender
			Race and ethnicity
			Myth or science? ‘Bald is better’
			Disability
			Invisible disabilities
		Other differentiating characteristics
			Tenure
			Religion
			Sexual orientation and gender identity
			Cultural identity
		Career OBjectives Should I come out at work?
		Ability
			Intellectual abilities
			Physical abilities
		Implementing diversity management strategies
			Attracting, selecting, developing and retaining diverse employees
			Diversity in groups
			Expatriate adjustment
			Effective diversity programs
		Summary
		Implications for managers
		Point/Counterpoint Changes are necessary to the 457 visa program for temporary foreign workers
		Questions for review
		Application and employability
		Experiential exercise Differences
		Case study 1 Invisible disabilities: mental illness in organisations
		Case study 2 Making Parliament House accessible
		Endnotes
	Chapter 3 Attitudes and job satisfaction
		Attitudes
			What are the main components of attitudes?
		Attitudes and behaviour
			Moderating variables
		Job attitudes
			Job satisfaction
			Job involvement
			Ethical choice Office talk
			Organisational commitment
			Perceived organisational support
			Employee engagement
			Are these job attitudes really all that distinct?
		Job satisfaction
			Measuring job satisfaction
			How satisfied are people with their jobs?
		What causes job satisfaction?
			Job conditions
			Myth or science? ‘Happy workers means happy profits’
			Personality
			Pay
			Corporate social responsibility (CSR)
		Outcomes of job satisfaction
			Job performance
			Career OBjectives How can I make my job better?
			Organisational citizenship behaviours
			Customer satisfaction
			Life satisfaction
		The impact of job dissatisfaction
			Counterproductive work behaviour (CWB)
			Managers often ‘don’t get it’
		Summary
		Implications for managers
		Point/Counterpoint Employer–employee loyalty is an outdated concept
		Questions for review
		Application and employability
		Experiential exercise Job attitudes situational interview
		Case study 1 Self-service checkouts: from people to computers
		Case study 2 Job crafting
		Endnotes
	Chapter 4 Personality and values
		Personality
			What is personality?
			Career OBjectives How do I ace the personality test?
		Personality frameworks
			The Myers–Briggs Type Indicator
			The Big Five model
			How do the Big Five traits predict behaviour at work?
			The Dark Triad
		Other personality traits relevant to OB
			Core self-evaluations (CSEs)
			Self-monitoring
			Myth or science? ‘We can accurately judge individuals’ personalities a few seconds after meeting them’
			Proactive personality
		Personality, job search and unemployment
		Personality and situations
			Situation-strength theory
			Trait activation theory
		Values
			The importance of values
			Terminal versus instrumental values
			Generational values
		Linking an individual’s personality and values to the workplace
			Personality–job fit
			Person–organisation fit
			Other dimensions of fit
		Ethical choice Do you have a cheating personality?
		Cultural values
			Hofstede’s framework for assessing cultures
			The GLOBE framework for assessing cultures
			Comparing Hofstede’s framework with the GLOBE framework
		Summary
		Implications for managers
		Point/Counterpoint Millennials are more narcissistic
		Questions for review
		Application and employability
		Experiential exercise Your best self
		Case study 1 On the costs of being nice
		Case study 2 Success in business consulting: personality does matter!
		Endnotes
	Chapter 5 Emotions and moods
		What are emotions and moods?
			The basic emotions
			Moral emotions
			Experiencing moods and emotions
			Myth or science? ‘Smile, and the work world smiles with you’
			The function of emotions
		Sources of emotions and moods
			Personality
			Time of the day
			Day of the week
			Weather
			Stress
			Social activities
			Sleep
			Exercise
			Age
			Gender
		Emotional labour
		Affective events theory
		Emotional intelligence
		Ethical choice Should managers use emotional intelligence (EI) tests?
		Emotion regulation
			Emotion regulation influences and outcomes
			Emotion regulation techniques
			Ethics of emotion regulation
		OB applications of emotions and moods
			Selection
			Decision making
			Creativity
			Motivation
			Leadership
			Negotiation
			Customer service
			Work–life balance
			Career OBjectives How do I deal with a shouting boss?
			Deviant workplace behaviours
			Safety and injury at work
		Summary
		Implications for managers
		Point/Counterpoint Sometimes losing your temper is a good thing
		Questions for review
		Application and employability
		Experiential exercise Mindfulness at work
		Case study 1 Furry friends in the workplace
		Case study 2 When the going gets boring
		Endnotes
	Chapter 6 Perception and individual decision making
		What is perception?
			Factors that influence perception
		Person perception: making judgements about others
			Attribution theory
			Common shortcuts in judging others
			Career OBjectives So what if I’m a few minutes late to work?
			Specific applications of shortcuts in organisations
		The link between perception and individual decision making
		Decision making in organisations
			The rational model, bounded rationality and intuition
			Common biases and errors in decision making
			Myth or science? ‘All stereotypes are negative’
		Influences on decision making: individual differences and organisational constraints
			Individual differences
			Organisational constraints
		Three ethical decision criteria
		Ethical choice Choosing to lie
		Improving creativity in decision making
			Creative behaviour
			Causes of creative behaviour
			Creative outcomes (innovation)
		Summary
		Implications for managers
		Point/Counterpoint Implicit assessment
		Questions for review
		Application and employability
		Experiential exercise Mafia
		Case study 1 Warning: collaboration overload
		Case study 2 Feeling bored again
		Endnotes
	Chapter 7 Motivation: from concept to application
		Defining motivation
		Early theories of motivation
			Hierarchy of needs theory
			Two-factor theory
			Mcclelland’s theory of needs
		Career OBjectives Why won’t he take my advice?
		Contemporary theories of motivation
			Self-determination theory
			Myth or science? ‘Helping others and being a good citizen is good for your career’
			Goal-setting theory
			Self-efficacy theory
			Reinforcement theory
			Ethical choice Motivated by Big Brother
			Equity theory/organisational justice
			Expectancy theory
		Applied motivation: job design
			The job characteristics model
		How can jobs be redesigned?
			Job rotation
			Job enrichment
		Alternative work arrangements
			Flexitime
			Job sharing
			Telecommuting
		Applied motivation: employee involvement
			Examples of employee involvement programs
			Linking employee involvement programs and motivation theories
		Applied motivation: rewarding employees
			What to pay: establishing a pay structure
			How to pay: rewarding individual employees through variable-pay programs
			Flexible benefits: developing a benefits package
			Intrinsic rewards: employee recognition programs
		Summary
		Implications for managers
		Point/Counterpoint Goals get you to where you want to be
		Questions for review
		Application and employability
		Experiential exercise Organisational justice
		Case study 1 Goodbye to the annual pay rise?
		Case study 2 We talk, but they don’t listen
		Endnotes
Part 3
 The group
	Chapter 8 Foundations of group behaviour
		Defining and classifying groups
			Social identity
			Ingroups and outgroups
			Social identity threat
		Stages of group development
		Group property 1: roles
			Role perception
			Role expectations
			Role conflict
			Role-play and assimilation
			Myth or science? ‘Gossip and exclusion are toxic for groups’
		Group property 2: norms
			Norms and emotions
			Norms and conformity
			Ethical choice Using peer pressure as an influence tactic
			Norms and behaviour
			Positive norms and group outcomes
			Negative norms and group outcomes
			Norms and culture
		Group property 3: status, and group property 4: size and dynamics
			Status
			Size and dynamics
		Group property 5: cohesiveness, and group property 6: diversity
			Cohesiveness
			Diversity
		Group decision making
			Groups versus the individual
			Career OBjectives Can I fudge the numbers and not take
the blame?
			Groupthink and groupshift
			Group decision-making techniques
		Summary
		Implications for managers
		Point/Counterpoint Diverse workgroups are smarter and more innovative
		Questions for review
		Application and employability
		Experiential exercise Wilderness survival
		Case study 1 Negative aspects of group collaboration
		Case study 2 Intragroup trust and survival
		Endnotes
	Chapter 9 Understanding work teams
		Why have teams become so popular?
		Differences between groups and teams
		Types of teams
			Problem-solving teams
			Self-managed work teams
			Cross-functional teams
			Virtual teams
			Multi-team systems
			Ethical choices The size of your meeting’s carbon 
footprint
		Creating effective teams
			Contextual factors
			Team composition
			Myth or science? ‘Team members who are “hot” should make the play’
			Career OBjectives Is it wrong that I’d rather have guys on my team?
			Team processes
		Turning individuals into team players
			Selection: selecting team players
			Training: creating team players
			Rewarding: providing incentives to be a good team player
		Beware! teams aren’t always the answer
		Summary
		Implications for managers
		Point/Counterpoint To get the most out of teams, empower them
		Questions for review
		Application and employability
		Experiential exercise Should you use self-managed teams?
		Case study 1 Trusting someone you can’t see
		Case study 2 Smart teams and dumb teams
		Endnotes
	Chapter 10 
Communication
		Functions and process of communication
		Direction of communication
			Downward communication
			Upward communication
			Lateral communication
			Formal small-group networks
			The grapevine
		Modes of communication
			Oral communication
			Career OBjectives Isn’t this disability too much to accommodate?
			Written communication
			Myth or science? ‘Today, writing skills are more important
than speaking skills’
			Non-verbal communication
		Choice of communication method
			Channel richness
			Choosing communication methods
			Information security
			Ethical choice Lying the right way: an ethical case for deceitful communication
		Persuasive communications
			Automatic and controlled processing
		Barriers to effective communication
			Filtering
			Selective perception
			Information overload
			Emotions
			Language
			Silence
			Communication apprehension
			Lying
		Cultural factors
			Cultural barriers
			Cultural context
			A cultural guide
		Summary
		Implications for managers
		Point/Counterpoint Monitoring employee social media
		Questions for review
		Application and employability
		Experiential exercise Conveying tone through email
		Case study 1 Do men and women speak the same language?
		Case study 2 Trying to cut the grapevine
		Endnotes
	Chapter 11 Leadership
		Trait theories
		Behavioural theories
			Career OBjectives How can I get my boss to be a better leader?
			Summary of trait and behavioural theories
		Contingency theories
			The Fiedler contingency model
			Situational leadership theory
			Path–goal theory
			Leader-participation model
		Contemporary theories of leadership
			Leader–member exchange (LMX) theory
			Charismatic leadership
			Transactional and transformational leadership
		Ethics and trust in leadership
			Ethical leadership
			What is authentic leadership?
			Servant leadership
			Ethical choice Holding leaders ethically accountable
			Myth or science? ‘Top leaders feel the most stress’
			Trust and leadership
		Challenges to our understanding of leadership
			Leadership as an attribution
			Substitutes for and neutralisers of leadership
			Selecting leaders
			Training leaders
		Summary
		Implications for managers
		Point/Counterpoint Heroes are made, not born
		Questions for review
		Application and employability
		Experiential exercise What’s in a leader?
		Case study 1 Leadership, strategy and the management consultancy industry
		Case study 2 Leadership by algorithm
		Endnotes
	Chapter 12 Power and politics
		A definition of power
		Bases of power
			Formal power
			Personal power
			Which bases of power are most effective?
		Dependence the key to power
			The general dependence postulate
			What creates dependence?
			Social network analysis: a tool for assessing resources
		Power tactics
			Using power tactics
			Cultural preferences for power tactics
			Applying power tactics
		How power affects people
			Power variables
			Sexual harassment: unequal power in the workplace
		Politics: power in action
			Definition of organisational politics
			The reality of politics
		The causes and consequences of political behaviour
			Factors contributing to political behaviour
			Career OBjectives Should I become political?
			Myth or science? ‘Powerful leaders keep their (fr)enemies close’
			How do people respond to organisational politics?
			Impression management
			Ethical choice How much should you manage interviewer impressions?
			The ethics of behaving politically
			Mapping your political career
		Summary
		Implications for managers
		Point/Counterpoint Everyone wants power
		Questions for review
		Application and employability
		Experiential exercise Understanding power dynamics
		Case study 1 Barry’s peer becomes his boss
		Case study 2 Should women have more power?
		Endnotes
	Chapter 13 Conflict and negotiation
		Types and loci of conflict
			Types of conflict
			Loci of conflict
		The conflict process
			Stage I: potential opposition or incompatibility
			Stage II: cognition and personalisation
			Stage III: intentions
			Stage IV: behaviour
			Stage V: outcomes
		Negotiation
			Bargaining strategies
			Myth or science? ‘Teams negotiate better than individuals in collectivistic cultures’
		The negotiation process
			Preparation and planning
			Definition of ground rules
			Career OBjectives How can I get a better job?
			Clarification and justification
			Bargaining and problem solving
			Closure and implementation
		Individual differences in negotiation effectiveness
			Personality traits in negotiation
			Moods/emotions in negotiation
			Ethical choice Using empathy to negotiate more ethically
			Culture in negotiations
			Gender differences in negotiations
		Negotiating in a social context
			Reputation
			Relationships
			Third-party negotiations
		Summary
		Implications for managers
		Point/Counterpoint Non-union positions and the gig economy are bad for workers
		Questions for review
		Application and employability
		Experiential exercise A negotiation role-play
		Case study 1 Disorderly conduct
		Case study 2 Treaty or consultation as conflict resolution
		Endnotes
Part 4 The organisation system
	Chapter 14 Foundations of organisational structure
		What is organisational structure?
			Work specialisation
			Departmentalisation
			Chain of command
			Span of control
			Centralisation and decentralisation
			Formalisation
			Boundary spanning
		Common organisational designs
			Simple structure
			Bureaucracy
			Ethical choice Ethical concerns of deskless workplaces
			Matrix structure
		Alternate design options
			Virtual structure
			Team structure
			Career OBjectives What structure should I choose?
			Circular structure
		The leaner organisation: downsizing
		Why do structures differ?
			Organisational strategies
			Organisation size
			Technology
			Myth or science? ‘Employees can work just as well 
from home’
			Environment
			Institutions
		Organisational designs and employee behaviour
		Summary
		Implications for managers
		Point/Counterpoint Open-air offices inspire creativity and enhance productivity
		Questions for review
		Application and employability
		Experiential exercise The sandwich shop
		Case study 1 Creative deviance: bucking the hierarchy?
		Case study 2 Complex hierarchy in action in the Australian Army
		Endnotes
	Chapter 15 Organisational culture
		What is organisational culture?
			Defining organisational culture
			Types of organisational culture
			Culture is a descriptive term
			Do organisations have uniform cultures?
			Myth or science? ‘An organisation’s culture is forever’
			Strong versus weak cultures
		What do cultures do?
			Culture’s functions
			Culture and climate
			The ethical dimension of culture
			Culture and organisational performance
			Culture as an organisational challenge
		Creating and sustaining culture
			Establishing a culture
			Keeping a culture alive
		How employees learn culture
			Stories
			Rituals
			Symbols
			Language
		Changing organisational cultures
			Developing an ethical culture
			Developing a positive culture
			Ethical choice A culture of contradiction
			Career OBjectives How do I learn to lead?
		The global context
		Summary
		Implications for managers
		Point/Counterpoint Organisational culture can be ‘measured’
		Questions for review
		Application and employability
		Experiential exercise Culture architects
		Case study 1 The place makes the people
		Case study 2 Active cultures
		Endnotes
	Chapter 16 Organisational change and stress management
		Forces for change
			The nature of change
			Where is change most effective?
			Planned change
		Resistance to change
			Overcoming resistance to change
			The politics of change
		Models of planned organisational change
			Lewin’s three-step model
			The positive model
			Organisational development approach to planned change
		Creating more continuous change
			Stimulating a culture of innovation
			Organisational change and stress
		Work stress and its management
			What is stress?
			The stress–performance relationship
			Multiple stressors increase stress exponentially
			The organisational cost of work-related mental stress
			Potential sources of stress
			Career OBjectives How can I bring my team’s overall stress level down?
			Moderating effect of individual differences
			Ethical choice Manager and employee stress during organisational change
			Cultural differences
		Consequences of stress
			Physiological symptoms
			Psychological symptoms
			Myth or science? ‘When you’re working hard, sleep is optional’
			Behavioural symptoms
		Managing stress
			Individual approaches
			Organisational approaches
		Summary
		Implications for managers
		Point/Counterpoint Companies should encourage stress reduction
		Questions for review
		Application and employability
		Experiential exercise Learning from work
		Case study 1 Change at SEE Business Solutions
		Case study 2 Getting active at work
		Endnotes
Glossary
Index