Organizational Behaviour

Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
Brief Contents......Page 6
Contents......Page 8
Preface......Page 23
Authors’ Acknowledgements......Page 25
Publisher’s Acknowledgements......Page 26
Chapter 1: What is Organizational Behaviour?......Page 31
 Google: the happiness machine......Page 32
 The importance of interpersonal skills......Page 33
  A review of the manager’s job......Page 34
  Management roles......Page 35
  Management skills......Page 36
  Effective versus successful managerial activities......Page 37
 Complementing intuition with systematic study......Page 38
  Myth or science? ‘Preconceived notions versus substantive evidence’......Page 39
  Big data......Page 40
  Psychology......Page 41
 There are few absolutes in OB......Page 42
  Responding to globalization......Page 43
  Face the facts Demographic ageing......Page 47
  Enhancing employee well-being at work......Page 48
  OB in the news Richard Branson tells staff – take as much holiday as you like......Page 49
  glOBal Does national culture affect organizational practices?......Page 50
  An overview......Page 51
  Outcomes......Page 52
 Implications for managers......Page 55
 Questions for review......Page 56
 Experiential exercise Workplace diversity......Page 57
 Case incident 1 Trust, pride and camaraderie at Ferarri......Page 58
 Case incident 2 Should managers walk around?......Page 59
 Endnotes......Page 60
Chapter 2: Diversity in Organizations......Page 63
 Life without limits......Page 64
  Levels of diversity......Page 65
  Discrimination......Page 66
  Age......Page 67
  Gender......Page 68
  Myth or science? ‘You can’t teach an old dog new tricks!’......Page 69
  Disability......Page 70
  Other biographical characteristics: tenure, religion and cultural identity......Page 71
  Intellectual abilities......Page 73
  Physical abilities......Page 74
  Attracting, selecting, developing and retaining diverse employees......Page 76
  Effective diversity programmes......Page 77
  Face the facts Company diversity policies......Page 78
 Point/Counterpoint Men have more mathematical ability than women......Page 79
 Experiential exercise Feeling excluded......Page 80
 Case incident 1 The Flynn effect......Page 81
 Case incident 2 Increasing age diversity in the workplace......Page 82
 Endnotes......Page 83
Chapter 3: Attitudes and job Satisfaction......Page 87
 The most satisfying jobs in the world?......Page 88
  What are the main components of attitudes?......Page 89
  Does behaviour always follow from attitudes?......Page 90
  Employability AND Attitudes......Page 92
  glOBal Exodus phenomenon......Page 95
  How satisfied are people in their jobs?......Page 96
  What causes job satisfaction?......Page 97
  Myth or science? ‘Happy workers are productive workers’......Page 98
  The impact of satisfied and dissatisfied employees on the workplace......Page 99
  Face the facts Job satisfaction......Page 102
 Point/Counterpoint Managers can create satisfied employees......Page 103
 Experiential exercise What factors are most important to your job satisfaction?......Page 104
 Case incident 1 Money isn’t everything in life......Page 105
 Case incident 2 Extreme jobs......Page 106
 Endnotes......Page 107
Chapter 4: Personality and Values......Page 111
 Bankers to the poorest of the poor......Page 112
  What is personality?......Page 113
  The Myers-Briggs Type Indicator......Page 115
  The Big Five personality model......Page 116
  Face the facts Personality......Page 118
  Myth or science? ‘We can accurately judge individuals’ personalities a few seconds after meeting them’......Page 123
  glOBal An expat personality......Page 125
  Employability AND Values......Page 126
  Contemporary work values......Page 127
  Person–organization fit......Page 129
  Values......Page 130
 Implications for managers......Page 134
 Point/Counterpoint Traits are powerful predictors of behaviour......Page 135
 Ethical dilemma Do you have a cheating personality?......Page 136
 Case incident 2 Bankers back in the classroom......Page 137
 Endnotes......Page 138
Chapter 5: Perception, Individual Decision Making and Creativity......Page 143
 The pricetag for creativity: €27 million. The return: priceless......Page 144
  Factors that influence perception......Page 145
  Attribution theory......Page 146
  Frequently used shortcuts in judging others......Page 149
  Specific applications of shortcuts in organizations......Page 150
 The link between perception and individual decision making......Page 151
  The rational model, bounded rationality and intuition......Page 152
  Common biases and errors in decision making......Page 154
  Myth or science? ‘No one thinks they’re biased’......Page 156
  Individual differences......Page 158
  Organizational constraints......Page 159
 Three ethical decision criteria......Page 160
 Creative behaviour......Page 162
  Causes of creative behaviour......Page 163
 Implications for managers......Page 165
 Questions for review......Page 166
 Ethical dilemma Five ethical decisions: what would you do?......Page 167
 Case incident 1 The games industry – where are all the women?......Page 168
 Case incident 2 The worst business decisions?......Page 169
 Endnotes......Page 170
Chapter 6: Motivation Concepts......Page 175
 Arnold Power......Page 176
  Face the facts Employee motivation......Page 177
  Hierarchy of needs theory......Page 178
  Myth or science? ‘Helping others and being a good citizen is good for your career’......Page 179
  Two-factor theory......Page 180
  McClelland’s theory of needs......Page 181
 Contemporary theories of motivation......Page 182
  Self-determination theory......Page 183
  glOBal How managers evaluate their employees depends on culture......Page 184
  Goal-setting theory......Page 185
  Self-efficacy theory......Page 188
  Reinforcement theory......Page 190
  Employability AND Motivation......Page 191
  Equity theory/organizational justice......Page 192
  Expectancy theory......Page 196
 Integrating contemporary theories of motivation......Page 197
 Point/Counterpoint Goals get you to where you want to be......Page 199
 Ethical dilemma Employee monitoring......Page 200
 Case incident 2 Workplace cyberbullies......Page 201
 Endnotes......Page 202
Chapter 7: Motivation: from Concepts to Applications......Page 207
 Motivation lessons from the best in Europe......Page 208
  The job characteristics model......Page 209
  How can jobs be redesigned?......Page 211
  Myth or science? ‘Money can’t buy happiness’......Page 212
  Alternative work arrangements......Page 214
 Employee involvement......Page 217
  Linking employee involvement programmes and motivation theories......Page 218
  What to pay: establishing a pay structure......Page 219
  How to pay: rewarding individual employees through variable-pay programmes......Page 220
  OB in the news Most UK employees say green benefits would increase their loyalty to employers......Page 224
  Intrinsic rewards: employee recognition programmes......Page 225
 Point/Counterpoint Being in the office matters......Page 227
 characteristics model......Page 228
 Case incident 1 The most boring job in the world?......Page 229
 Case incident 2 Wearables at work: the new frontier of employee surveillance?......Page 230
 Endnotes......Page 231
Chapter 8: Emotions and Moods......Page 237
 Affective computing: reading your mind......Page 238
 What are emotions and moods?......Page 239
  The basic emotions......Page 240
  Myth or science? ‘Smile, and the work world smiles with you’......Page 241
  The function of emotions......Page 243
  Sources of emotions and moods......Page 244
  glOBal Creating highly productive teams across the cultural emotional barrier......Page 247
 Emotional labour......Page 248
 Affective events theory......Page 249
 Emotional intelligence......Page 250
  The case for EI......Page 252
 Emotion regulation......Page 253
 OB applications of emotions and moods......Page 254
  Creativity......Page 255
  Negotiation......Page 256
  Job attitudes......Page 257
  How managers can influence moods......Page 258
 Point/Counterpoint The benefits and costs of displaying the emotions the organization wants you to......Page 259
 Experiential exercise Who can catch a liar?......Page 260
 Case incident 1 Should managers use emotional intelligence (EI) tests?......Page 261
 Case incident 2 Abusive customers cause emotions to run high......Page 262
 Endnotes......Page 263
Chapter 9: Foundations of Group Behaviour......Page 269
 Supergroup: learning from The Rolling Stones......Page 270
  Why do people form groups?......Page 271
 Stages of group development......Page 272
  The five-stage model......Page 273
  An alternative model for temporary groups with deadlines......Page 274
  Group property 1: roles......Page 275
  Group property 2: norms......Page 278
  Group property 3: status......Page 281
  Group property 4: size......Page 282
  Group property 5: cohesiveness......Page 283
  glOBal Making global virtual teams effective......Page 284
  Groups versus the individual......Page 286
  Myth or science? ‘Are two heads better than one?’......Page 287
  OB in the news Groupthink for an Enron jury?......Page 289
  Face the facts Group working......Page 290
 Point/Counterpoint People are more creative when they work alone......Page 292
 Experiential exercise Surviving the wild: join a group or go it alone?......Page 293
 Case incident 1 Brainstorming: A lousy idea for ideas?......Page 295
 Case incident 2 The dangers of groupthink......Page 296
 Endnotes......Page 297
Chapter 10: Understanding Work Teams......Page 301
 Food for thought: Lessons from the kitchen for executives......Page 302
 Differences between groups and teams......Page 303
  Facts the facts Team working......Page 304
  Self-managed work teams......Page 305
  Virtual teams......Page 306
 Creating effective teams......Page 307
  OB in the news Teamwork gives us added personbyte......Page 308
  glOBal Developing team members’ trust across cultures......Page 309
  Team composition......Page 310
  Team process......Page 313
  Myth or science? ‘Team members who are “hot” should make the play’......Page 314
 Turning individuals into team players......Page 316
  Employability AND Work teams......Page 317
 Implications for managers......Page 318
 Point/Counterpoint To get the most out of teams, empower them......Page 319
 Ethical dilemma It’s easy to be unethical when everyone else is......Page 320
 Case incident 2 Team building: sociable climbing......Page 321
 Endnotes......Page 322
Chapter 11: Communication......Page 327
 Communication: the difference between life and death?......Page 328
 Functions of communication......Page 329
 The communication process......Page 330
  Downward communication......Page 331
  Lateral communication......Page 332
  The grapevine......Page 333
  Oral communication......Page 334
  Written communication......Page 335
  OB in the news How best to protect your employees from internet trolls......Page 337
  Nonverbal communication......Page 338
  Choosing communication methods......Page 339
  Information security......Page 343
  Interest level......Page 344
  Filtering......Page 345
  Language......Page 346
  Communication apprehension......Page 347
 Cross-cultural communication......Page 348
  Cultural context......Page 349
  A cultural guide......Page 350
 Point/Counterpoint Social media presence......Page 351
 Experiential exercise An absence of nonverbal communication......Page 352
 Case incident 1 Communicating at Go Fly......Page 353
 Case incident 2 Using social media to your advantage......Page 354
 Endnotes......Page 355
Chapter 12: Leadership......Page 359
 Christine Lagarde’s advice? Grit your teeth and smile......Page 360
 Trait theories......Page 361
 Behavioural theories......Page 363
  OB in the news Leadership in small and medium enterprises......Page 364
  Fiedler model......Page 365
  Other contingency theories......Page 367
 Leader–member exchange (LMX) theory......Page 368
  Charismatic leadership......Page 369
  Transformational leadership......Page 372
  Ethical leadership......Page 375
  Servant leadership......Page 376
  Trust and leadership......Page 377
  Mentoring......Page 379
 Challenges to the leadership construct......Page 380
  Substitutes for and neutralizers of leadership......Page 381
  Selecting leaders......Page 382
  Face the facts Leadership......Page 383
 Point/Counterpoint Leaders are born, not made......Page 384
 Ethical dilemma Rewards for failure?......Page 385
 Case incident 1 The right stuff: Jeff Bezos of Amazon......Page 386
 Case incident 2 Who makes the best leaders: Europeans or North Americans?......Page 387
 Endnotes......Page 388
Chapter 13: Power and Politics......Page 395
 Sepp Blatter: the most powerful man in football......Page 396
 Contrasting leadership and power......Page 397
  Formal power......Page 398
  Personal power......Page 399
  What creates dependency?......Page 400
 Power tactics......Page 401
  glOBal Influence tactics in China......Page 402
 How power affects people......Page 403
  Definition of organizational politics......Page 404
  The reality of politics......Page 405
  Factors contributing to political behaviour......Page 407
  Employability AND Politics......Page 409
  How do people respond to organizational politics?......Page 410
  Impression management......Page 411
  OB in the news Who is the ‘real’ Bernie Madoff?......Page 413
 Mapping your political career......Page 414
 Point/Counterpoint Managing impressions is unethical......Page 416
 Experiential exercise Power dynamics in teams......Page 417
 Ethical dilemma Surviving in tough times......Page 418
 Case incident 2 Delegate power or keep it close?......Page 419
 Endnotes......Page 420
Chapter 14: Conflict and Negotiation......Page 425
 Jamie Dimon and the London Whale......Page 426
  The traditional view of conflict......Page 427
 Types and loci of conflict......Page 428
  Loci of conflict......Page 429
  Stage I: Potential opposition or incompatibility......Page 430
  Stage III: Intentions......Page 432
  Stage IV: Behaviour......Page 434
  Stage V: Outcomes......Page 435
  Face the facts......Page 436
 Negotiation......Page 438
  Bargaining strategies......Page 439
  Myth or science? ‘Teams negotiate better than individuals in collectivistic cultures’......Page 441
  The negotiation process......Page 442
  Employability AND Negotiation......Page 443
  Third-party negotiations......Page 446
 Summary......Page 448
 Point/Counterpoint Conflict benefits organizations......Page 449
 Experiential exercise A negotiation role play......Page 450
 Ethical dilemma Is it unethical to lie, deceive or collude during negotiations?......Page 451
 Case incident 2 The complexities of negotiation......Page 452
 Endnotes......Page 453
Chapter 15: Foundations of Organization Structure......Page 457
 This organization is dis-organization!......Page 458
  Work specialization......Page 459
  Departmentalization......Page 460
  Chain of command......Page 461
  Span of control......Page 462
  Centralization and decentralization......Page 463
  The simple structure......Page 464
  The bureaucracy......Page 465
  The matrix structure......Page 466
  The virtual organization......Page 468
  The boundaryless organization......Page 469
  The leaner organization: downsizing......Page 470
  OB in the news Volkswagen cost cuts will test Herbert Diess......Page 471
 Why do structures differ?......Page 472
  Organization size......Page 473
  Environment......Page 474
 Organizational designs and employee behaviour......Page 475
 Summary......Page 477
 Point/Counterpoint The end of management?......Page 478
 Experiential exercise Dismantling a bureaucracy......Page 479
 Ethical dilemma Ethical concerns of deskless workplaces......Page 480
 Case incident 1 New demands on managers and organizations......Page 481
 Endnotes......Page 482
Chapter 16: Organizational Culture......Page 485
 A culture out of this world: Mars Inc.......Page 486
  A definition of organizational culture......Page 487
  Do organizations have uniform cultures?......Page 488
  Strong versus weak cultures......Page 489
  The functions of culture......Page 490
  Culture creates climate......Page 491
  The ethical dimension of culture......Page 492
  Culture as an asset......Page 493
  Institutionalization......Page 494
  How a culture begins......Page 495
  Keeping a culture alive......Page 496
  Myth or science? ‘People socialize themselves’......Page 497
  Stories......Page 500
 Creating an ethical organizational culture......Page 501
  Building on employee strengths......Page 503
  Emphasizing vitality and growth......Page 504
  Why spirituality now?......Page 505
  Criticisms of spirituality......Page 506
 Global implications......Page 507
 Implications for managers......Page 508
 Questions for review......Page 509
 Ethical dilemma Is there room for snooping in an organization’s culture?......Page 510
 Case incident 1 Culture drives success at Hilti......Page 511
 Endnotes......Page 512
Chapter 17: Human Resource Policies and Practices......Page 517
 The Cadbury HR battle......Page 518
  How the selection process works......Page 519
  Initial selection......Page 520
  glOBal Perceptions of fairness in selection methods......Page 521
  Substantive selection......Page 523
  Contingent selection......Page 525
  Types of training......Page 526
  Face the facts Employee training in Europe......Page 527
  Training methods......Page 528
 Performance evaluation......Page 529
  What do we evaluate?......Page 530
  Who should do the evaluating?......Page 531
  Methods of performance evaluation......Page 533
  Suggestions for improving performance evaluations......Page 534
  Providing performance feedback......Page 535
 The leadership role of HR......Page 536
  Managing work–life conflicts......Page 537
 Implications for managers......Page 539
 Point/Counterpoint Social media is a great source of new hires......Page 540
 Ethical dilemma Is it unethical to ‘shape’ your curriculum vitae (CV)?......Page 541
 Case incident 2 The end of the performance appraisal?......Page 542
 Endnotes......Page 543
Chapter 18: Organizational Change and Stress Management......Page 549
 Lego: King of the castle......Page 550
 Forces for change......Page 551
 Planned change......Page 552
 Resistance to change......Page 553
  Overcoming resistance to change......Page 554
  The politics of change......Page 556
  Lewin’s three-step model......Page 557
  Kotter’s eight-step plan for implementing change......Page 558
  Organizational development......Page 559
  glOBal The state of perpetual change......Page 562
  Stimulating a culture of innovation......Page 563
  Creating a learning organization......Page 564
  What is stress?......Page 566
  Face the facts Work-related stress......Page 567
  Potential sources of stress......Page 568
  Individual differences......Page 570
  Consequences of stress......Page 571
  Managing stress......Page 572
  OB in the news High cost of mental health problems forces employers to act......Page 573
 Implications for managers......Page 574
 Point/Counterpoint Managing change is an episodic activity......Page 575
 Experiential exercise Strategy and change......Page 576
 Case incident 1 When companies fail to change......Page 577
 Endnotes......Page 578
Glossary......Page 583
Indexes......Page 594