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Concepts, Controversies, ·

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Concepts, Controversies, Applications

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Concepts, Controversies, Applications

Nancy Langton University of British Columbia

Stephen P. Robbins San Diego State University

Timothy A. Judge University of Notre Dame

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9780134645858

10 9 8 7 6 5 4 3 2 1

Library and Archives C ana da Cataloguing in Public ation

R obbins, Stephen P., 1943- , author O rganizational behaviour: concepts, controversies, applications I N ancy Langton (University of British Columbia), Stephen P. R obbins (San Diego State U niversity), Timothy A. J udge (University of Notre Daine) - 8th Canadian ed.

Includes index. ISBN 978-0-13-464585-8

1. O rganizational behavior-Textbooks. 2. M anagement-Textbooks. l. Langton, N ancy, author II. Judge, Tim, author Ill. Title.

Q E28.2.T37 201 1 550 C 2010-905691-4

'i> Pearson •

BRIEF CONTENTS

PART 1 Understanding the Workplace

CHAPTER 1 CHAPTER 2 CHAPTER 3

What Is Organizational Behaviour? Perception, Personality, and Emotions Values, Attitudes, and Diversity in the Workplace

OB ON THE EDGE Stress at Work

PART 2 Striving for Performance

PART 3

CHAPTER 4 Theories of Motivation CHAPTER 5 Motivation in Action CHAPTER 6 Groups and Teamwork OB ON THE EDGE Trust

Interacting Effectively

CHAPTER 7 CHAPTER 8 CHAPTER 9

Communication Power and Pol itics Conflict and Negotiation

OB ON THE EDGE Workplace Bullying

PART 4 Sharing the Organizational Vision

CHAPTER 10 Organizational Culture CHAPTER 11 Leadership CHAPTER 12 Decision Making, Creativity, and Ethics OB ON THE EDGE Spiritua lity in the Workplace

PART 5 Reorganizing the Workplace

CHAPTER 13 Organizational Structure CHAPTER 14 Organizational Change

ADDITIONAL CASES ENDNOTES GLOSSARY/SUBJECT INDEX NAME AND OR GANIZATION INDEX LIST OF CANADIAN COMPANIES, BY PROVINCE

520 548 610 629 638

2

2 36 80

116

124 124 162 198 240

246 246 274 310 344

350

350 382 414 450

456 456 490

CONTENTS

PART 1

PREFACE ABOUT THE AUTHORS

Understanding the Workplace

CHAPTER 1 What Is Organ izational Behaviou r? The Importance of Interpersonal Skills Defining Organizational Behaviour

What Do We Mean by Organization? OB Is for Eveiyone

Complementing Intuition with Systematic Study Big Data

Disciplines That Contribute to the OB Field The Building Blocks of OB The Rigour of OB

OB Has Few Absolutes OB Taf1es a Contingency Approach

Challenges and Opportunities in the Canadian Workplace Economic Pressures Continuing Globalization Understanding Worf1force Diversity Customer Service People Skills Networked Organizations Social Media Enhancing Employee Well-Being at Work Creating a Positive Work Environment Ethical Behaviour

Coming Attractions: Developing an OB Model An Overview Inputs Processes Outcomes

Summary 08 at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: The Battle of the Texts BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Managing the OB \,\fay

ETHICAL DILEMMA: There's a Drone in Your Soup CASE INCIDENT: Apple Goes Global CASE INCIDENT: Big Data for Dummies FROM CONCEPTS TO SKILLS: Developing /111erpersonal Skills

XVII

XXIX

2

2

4

s s 6

6 7

9 9

11

11 11

12 12 13 14 16 16 16 17 17 18 19 19 20 20 20 21

25 27 28 29 29 30 31 31 32

Contents vii

CHAPTER 2 Perception , Personality, and Emotions 36 Perception 38

Factors That Influence Perception 38 Perceptual Errors 39 Why Do Perception and Judgment Matter? 46

Personality 47 What Is Personality? 47 Measuring Personality 47 Personality Determinants 48 Personality Traits 48 The Dark Triad 54 Other Personality Attributes That Influence OB 56 Situation Strength Theory 59

Emotions 60 What Are Emotions and Moods? 60 Moral Emotions 61 Choosing Emotions: Emotional Labour 62 Why Should We Care About Emotions in the Workplace? 63

Global Implications 68 Perception 68 Attributions 69 Personality 69 Emotions 69

Summary 70 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 72

POINT/COUNTIRPOINT: Sometimes Yelling Is for Everyone's Good 73 BREAKOUT GROUP EXERCISES 74 EXPERIENTIAL EXERCISE: \,\'ho Om Catch a Liar? 74 ETMICAL DILEMMA: Happiness Coaches for Employees 74 CASE INCIDENT: The Power of Quiet 75 CASE INCIDENT: Tall Poppy Syndrome 76 FROM CONCEPTS TO SKILLS: Rending Emotions 77

CHAPTER 3 Values, Attitudes, and Diversity in the Workplace 80 Va lues 82

Rokeach Value Survey 82 Hodgson's General Moral Principles 83

Assess ing Cultural Values 83 Hofstede's Framework for Assessing Cultures 83 The GLOBE Framework for Assessing Cultures 86

Va lues in the Canadian Workplace 86 Generational Differences 86 Cultural Differences 88

Attitudes 89 Job Satisfaction 90 Organizational Commitment 96 Job Involvement 96 Perceived Organizational Support 97 Employee Engagement 98

Managing Divers ity in the Workplace 99 Effective Diversity Programs 100 Cultural Intelligence 103

v iii Contents

PART 2

Global Implications 106 ls Job Satisfaction a North American Concept? 106 Are Emplo)'ees in Western Cultures More Satisfied with Their Jobs? 106 ls Diversity Managed Different!)' across Cultures? 107

Summary 107 08 at Work

DB ON THE EDGE Stress at Work

Striving for Performance

FOR REVIEW • FOR MANAGERS • FOR YOU POINT/COUNTIRPOINT: Millem,ials Haiie Inflated Images

of 11,emselves Compared to Their Parents

BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Feeling Excluded ETMICAL DILEMMA: Tell-All Websites

CASE INCIDENT: Job Crafting CASE INCIDENT: Walking the Walk FROM CONCEPTS TO SKILLS: Changing Attitudes

CHAPTER 4 Theories of Motivation What Is Motivation? Needs Theories of Motivation

Maslow's Hierarchy of Needs Theory Trvo· Factor Theory McClelland's Theory of Needs Summarizing Needs Theories

Process Theories of Motivation Expectancy Theor)' Goal-Setting Theory Self-Efficacy Theory Reinforcement Theory

Responses to the Reward System Equity Theory Fair Process and Treatment Self-Determination Theory Increasing Intrinsic Motivation

Motivation for Whom? Job Engagement Putting It All Together

Global Implications Needs Theories Goal-Setting Theory Equity Theory and Fairness Justice Intrinsic and Extrinsic Motivation Cross-Cultural Consistencies

Summary 08 at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: Coals Get You to ~\'here You Want to Be BREAKOUT GROUP EXERCISES

EXPERIENTIAL EXERCISE: OrganiZlltional Justice ETHICAL DILEMMA: The New CPA CASE INCIDENT: &Juity and Executi,ie Pay CASE INCIDENT: Wage Reduction Proposal FROM CONCEPTS TO SKILLS: Setting Coals

109

llO lll lll ll2 ll2 ll3 ll4

116

124

124

126 127 128 128 130 131 133 134 137 140 141 143 144 146 148 149 150 151 152 152 152 153 153 153 154 154 154

156 157 158 158 158 159 160 160

Contents ix

CHAPTER 5 Motivation in Action 162 From Theory to Practice: The Role of Money 164 Creating Effective Reward Systems 164

What to Pay: Establishing a Pay Structure 164 How to Pay: Rewarding Individuals through Variable-Pay Programs 165 Flexible Benefits: Developing a Benefits Package 170 Intrinsic Rewards: Employee Recognition Programs 171 Beware the Signals That Are Sent by Rewards 172

Motivating by Job Redesign 17 4 The Job Characteristics Model 17 4 Job Redesign in the Canadian Context: The Role of Unions 177 How Can Jobs Be Redesigned? 177 Relational Job Design 178 Alternative Work Arrangements 180 Flextime 180

Employee Involvement and Participation 184 Examples of Employee Involvement Programs 185 Linf1ing Employee Involvement Programs and Motivation Theories 186

Motivation: Putting It All Together 186 Global Implications 186

Variable Pay 18 7 Flexible Benefits 18 7 Job Characteristics and Job Enrichment 187 Telecommuting 188 Employee Involvement 188

Summary 188 OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: 'Face-Time' Matters BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Anal)'zing and Redesigning Jobs ETMICAL DILEMMA: Are CEOs Paid Too Much? CASE INCIDENT: Motivation for Leisure CASE INCIDENT: Pay Rnises Every Day FROM CONCEPTS TO SKILLS: Designing Enriched Jobs

CHAPTER 6 Groups and Teamwork Teams vs. Groups: What Is the Difference?

Why Have Teams Become So Popular? Types of Teams

From Individual to Team Member Roles Norms

Stages of Group and Team Development The Five-Stage Model The Punctuated-Equilibrium Model

Creating Effective Teams Context Composition Team Processes

Beware! Teams Are Not Always the Answer Global Implications

Team Cultural Diversity and Team Performance Group Cohesiveness

Summary

190 191 192 192 193 194 194 195

198

200 200 200

204 206 207

211 211 213

216 218 221 226

230

230 230 231

231

x Contents

PART 3

OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU 233 POINT/COUNTIRPOINT: To Get 11ie Most Out of Teams, Empower Them 234 BREAKOUT GROUP EXERCISES 235 EXPERIENTIAL EXERCISE: 71ie Paper Tower Exercise 235 ETMICAL DILEMMA: Dealing wi1h Shirkm 235 CASE INCIDENT: Tongue-Tied in Teams 236 CASE INCIDENT: lntragroup TniSI and Suroival 237 FROM CONCEPTS TO SKILLS: Omducting a Team Meeting 238

OB ON THE EDGE Trust 240

Interacting Effectively

CHAPTER 7 Communication The Communication Process

Choosing a Channel Barriers to Effective Communication

Filtering Selective Perception Information Overload Emotions Language Silence Lying

Organizational Communication Direction of Communication Small-Group Networks The Grapevine

Modes of Communication Oral Communication Written Communication Nonverbal Communication

Global Implications Cultural Barriers to Communication Cultural Context A Cultural Guide

Su mmary OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: Employees' Social Media Presence

246

246

248 248 251 251 251 252 252 252 253 253 254 254 255 256 257 257 258 262 263 263 264 264 266

267

Should Matter 10 Managers 268 BREAKOUT GROUP EXERCISES 269 EXPERIENTIAL EXERCISE: An Absence of Nonverbal Comm1mica1ion 269

ETHICAL DILEMMA: BYOD 269 CASE INCIDENT: Organiza1ional Leveraging of Social Media 270 CASE INCIDENT: PowerPoi111 Purga1ory 271 FROM CONCEPTS TO SKILLS: Effective LiSlening 272

CHAPTER 8 Power and Politics A Definition of Power Bases of Power

Formal Power Personal Power Which Bases of Power Are Most Effective?

274

276 277 277 278 279

Dependence: The Key to Power The General Dependence Post11late What Creates Dependence?

Influence Tactics Abo11t Infl11ence Tactics Applying Infl11ence Tactics

How Power Affects People Power Variables Harassment: Une411al Power in the Workplace

Empowerment: Giving Power to Employees Definition of Empowerment

Politics: Power in Action Definition of Political Behavio11r The Rea.lity of Poli tics Impression Management The Ethics of Behaving Politically

Global Implications Views on Empowerment Preference for Infl11ence Tactics

Summary OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: EVl!T),me Wants Power BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Comparing Influence Tactics CTHICAL DILEMMA: How Much Should You Defer to Those in Power! CASE INCIDENT: Delegate Power; or Keep It Close! CASE INCIDENT: Barry's Peer Becomes His Boss FROM CONCEPTS TO SKILLS: Politicking

CHAPTER 9 Conflict and Negotiation Conflict Defined

F11nctional vs. Dysf11nctiona.l Conflict Types of Conflict Loci of Conflict So11rces of Conflict

Conflict Resolution Conflict Management Strategies Based on Dual Concern Theory What Can lndivid11als Do to Manage Conflict? Resolving Persona.lity Conflicts

Conflict Outcomes Negotiation

Bargaining Strategies How to Negotiate

Individual Differences in Negotiation Effectiveness Personality Traits in Negotiation Moods/Emotions in Negotiation Gender Differences in Negotiation

Negotiating in a Social Context Reputation Relationships

Third-Party Negotiations Mediator Arbitrator

Contents xi

280 280 281 282 283 283 284 285 285 288 289 291 291 292 294 298 299 300 300 301

302 303 304 304 304 305 306 306

310

312 312 312 314 315 317 317 318 320 320 321 323 325 327 327 329 330 332 332 333 333 333 334

xii Contents

PART 4

Conciliator Global Implications

Conflict Resolution. and Culture Cultural Differences in. Negotiating Style Culture, Negotiations, and Emotions

Summary OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU

334 334 334 335 335 335

337 POINT/COUNTIRPOINT: Pro Sports Strikes Are Caused by Greedy Owners 338 BREAKOUT GROUP EXERCISES 339 EXPERIENTIAL EXERCISE: A Negotiation Role Play 339 ETMICAL DILEMMA: The Lowba/1 Applicant 340 CASE INCIDENT: Disorderly Conduct 340 CASE INCIDENT: The Pros and Cons of Collective Bargai11ing 341 FROM CONCEPTS TO SKILLS: Negotiating 342

OB ON THE EDGE Worf1place Bullying 344

Sharing the Organizational Vision

CHAPTER 10 Organizational Cu lture What Is Organizational Culture?

Culture Is a Descriptive Term Do Organizations Have Uniform Cultures? Strong us. Weak Cultures Culture us. Formalization

What Do Cultures Do? Culture's Functions Culture Creates Climate The Ethical Dimension of Culture Culture and Sustainability Culture and Innovation Culture as a Liability

Creating and Sustaining an Organization's Culture How a Culture Begins Keeping a Culture Alive

How Employees Learn Culture Stories Rituals Material Symbols Language

Changing Organizational Culture Creating an Ethical Organizationa.l Culture Creating a Positive Organizational Culture

Global Implications Summary

OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU POINT/COUNTIRPOINT: Orga11izntiom Should Stri,ie to Create

350

350

352 352 353 354 354 354 354 355 355 357 358 359 360 361 361 366 367 367 367 367 368 369 370 372 373

374

a Positive Organizatio11al Cul111re 375 BREAKOUT GROUP EXERCISES 376 EXPERIENTIAL EXERCISE: Greeting Newcomers 376 ETMICAL DILEMMA: Culture of Deceit 377 CASE INCIDENT: The Place Makes the People 377 CASE INCIDENT: Active Cul111res 378 FROM CONCEPTS TO SKILLS: How to 'Read' a11 Organization's Culture 379

CHAPTER 11 Leadership What Is Leadership? Leadership as Supervision

Trait Theories: Are Leaders Different from Others? Behavioural Theories: Do Leaders Behave in Particular Ways? Summary of Trait Theories and Behavioural Theories Contingency Theories: Does the Situation Matter?

Inspirational Leadership Charismatic Leadership Transactional and Transformationa.l Leadership

Responsible Leadership Authentic Leadership Ethical Leadership Servant Leadership Mentoring

Challenges to Our Understanding of Leadership Leadership as an Attribution Substitutes for and Neutralizers of Leadership Online Leadership

Global Implications How to Lead Servant Leadership

Summary OB at Work FOR REVIEW • FOR MANAGERS • FOR YOU

POINT/COUNTIRPOINT: Heroes Are Made, Not Bom BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: \,\'hat ls Leadership! CTHICAL DILEMMA: Smoki11g Success CASE INCIDENT: Leaders/tip Mettle Forged i11 Battle CASE INCIDENT: Leaders/tip by Algorithm FROM CONCEPTS TO SKILLS: Practising to be Charismatic

CHAPTER 12 Decis ion Making, Creativity, and Ethics How Should Decisions Be Made?

The Rational Decision-Making Process How Do Individuals Actually Make Decisions?

Bounded Rationality in Considering Alternatives Intuition Judgment Shortcuts