Additional Information
Book Details
Abstract
This second European edition of this classic textbook brings the exceptional introduction to organizational behaviour written by the masters of the subject, and adapts it to meet the needs of students studying in Europe today. Fully updated and revised, this adaptation continues the tradition of making current, relevant research come alive for students, while maintaining its hallmark features – clear writing style, cutting-edge content and compelling pedagogy.
This new edition offers real-life examples drawn from a global range of organizations including Google, Cadbury, Apple, Capital One, Microsoft, Lego, Ferrari and more, plus up-to-date insights into the latest research and hot topics from across the world.
Key features include:
- ‘Myth or science?’ boxes, which provide repeated evidence that common sense can often lead us astray in the attempt to understand human behaviour, and that behavioural research offers a means for testing the validity of common-sense notions.
- ‘OB in the news’ which prepares students to recognise and evaluate OB issues which often appear in the news when presented with them in newspapers, magazines, TV, etc.
- ‘Face the facts’: these boxes highlight interesting facts from recent surveys that emphasise key aspects of the text. For example, diversity across Europe, the extent of employee engagement, and the popularity of working in teams.
"As a whole, the content of the book is strong, and is well-structured with a European focus.” Mohammad Lafiti, Uppsala University, Sweden
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Brief Contents | v | ||
| Contents | vii | ||
| Preface | xxii | ||
| Authors’ Acknowledgements | xxiv | ||
| Publisher’s Acknowledgements | xxv | ||
| Chapter 1: What is Organizational Behaviour? | 2 | ||
| Google: the happiness machine | 3 | ||
| Reflection | 4 | ||
| The importance of interpersonal skills | 4 | ||
| Employability AND Organizational behaviour | 5 | ||
| What managers do | 5 | ||
| Management functions | 5 | ||
| Management roles | 6 | ||
| Management skills | 7 | ||
| Effective versus successful managerial activities | 8 | ||
| A review of the manager’s job | 9 | ||
| Enter organizational behaviour | 9 | ||
| Complementing intuition with systematic study | 9 | ||
| Myth or science? ‘Preconceived notions versus substantive evidence’ | 10 | ||
| Big data | 11 | ||
| Disciplines that contribute to the OB field | 12 | ||
| Psychology | 12 | ||
| Social psychology | 13 | ||
| Sociology | 13 | ||
| Anthropology | 13 | ||
| There are few absolutes in OB | 13 | ||
| Challenges and opportunities for OB | 14 | ||
| Responding to economic pressures | 14 | ||
| Responding to globalization | 14 | ||
| Managing workforce diversity | 18 | ||
| Improving customer service | 18 | ||
| Face the facts Demographic ageing | 18 | ||
| Improving people skills | 19 | ||
| Working in networked organizations | 19 | ||
| Enhancing employee well-being at work | 19 | ||
| Creating a positive work environment | 20 | ||
| OB in the news Richard Branson tells staff – take as much holiday as you like | 20 | ||
| Improving ethical behaviour | 21 | ||
| glOBal Does national culture affect organizational practices? | 21 | ||
| Coming attractions: developing an OB model | 22 | ||
| An overview | 22 | ||
| Inputs | 23 | ||
| Processes | 23 | ||
| Outcomes | 23 | ||
| Summary | 26 | ||
| Implications for managers | 26 | ||
| Point/Counterpoint Lost in translation? | 27 | ||
| Questions for review | 27 | ||
| Experiential exercise Workplace diversity | 28 | ||
| Ethical dilemma Lying in business | 29 | ||
| Case incident 1 Trust, pride and camaraderie at Ferarri | 29 | ||
| Case incident 2 Should managers walk around? | 30 | ||
| Endnotes | 31 | ||
| Chapter 2: Diversity in Organizations | 34 | ||
| Life without limits | 35 | ||
| Reflection | 36 | ||
| Diversity | 36 | ||
| Demographic characteristics of the European workforce | 36 | ||
| Levels of diversity | 36 | ||
| Discrimination | 37 | ||
| Biographical characteristics | 38 | ||
| Age | 38 | ||
| Gender | 39 | ||
| Myth or science? ‘You can’t teach an old dog new tricks!’ | 40 | ||
| Race and ethnicity | 41 | ||
| Disability | 41 | ||
| OB in the news Obesity can be considered a disability, European Court rules | 42 | ||
| Other biographical characteristics: tenure, religion and cultural identity | 42 | ||
| glOBal The benefits of cultural intelligence | 44 | ||
| Ability | 44 | ||
| Intellectual abilities | 44 | ||
| Physical abilities | 45 | ||
| The role of disabilities | 47 | ||
| Implementing diversity management strategies | 47 | ||
| Attracting, selecting, developing and retaining diverse employees | 47 | ||
| Diversity in groups | 48 | ||
| Effective diversity programmes | 48 | ||
| Employability AND Diversity | 49 | ||
| Face the facts Company diversity policies | 49 | ||
| Summary | 50 | ||
| Implications for managers | 50 | ||
| Point/Counterpoint Men have more mathematical ability than women | 50 | ||
| Questions for review | 51 | ||
| Experiential exercise Feeling excluded | 51 | ||
| Ethical dilemma Board quotas | 52 | ||
| Case incident 1 The Flynn effect | 52 | ||
| Case incident 2 Increasing age diversity in the workplace | 53 | ||
| Endnotes | 54 | ||
| Chapter 3: Attitudes and job Satisfaction | 58 | ||
| The most satisfying jobs in the world? | 59 | ||
| Reflection | 60 | ||
| Attitudes | 60 | ||
| What are the main components of attitudes? | 60 | ||
| Does behaviour always follow from attitudes? | 61 | ||
| What are the major job attitudes? | 63 | ||
| Employability AND Attitudes | 63 | ||
| glOBal Exodus phenomenon | 66 | ||
| Job satisfaction | 67 | ||
| Measuring job satisfaction | 67 | ||
| How satisfied are people in their jobs? | 67 | ||
| OB in the news Unhappy workers feel much of their day is a waste of time | 68 | ||
| What causes job satisfaction? | 68 | ||
| Myth or science? ‘Happy workers are productive workers’ | 69 | ||
| The impact of satisfied and dissatisfied employees on the workplace | 70 | ||
| Global implications | 73 | ||
| Face the facts Job satisfaction | 73 | ||
| Summary | 74 | ||
| Implications for managers | 74 | ||
| Point/Counterpoint Managers can create satisfied employees | 74 | ||
| Questions for review | 75 | ||
| Experiential exercise What factors are most important to your job satisfaction? | 75 | ||
| Ethical dilemma The inspector’s dilemma | 76 | ||
| Case incident 1 Money isn’t everything in life | 76 | ||
| Case incident 2 Extreme jobs | 77 | ||
| Endnotes | 78 | ||
| Chapter 4: Personality and Values | 82 | ||
| Bankers to the poorest of the poor | 83 | ||
| Reflection | 84 | ||
| Personality | 84 | ||
| What is personality? | 84 | ||
| The Myers-Briggs Type Indicator | 86 | ||
| OB in the news Facebook reveals secrets you haven’t shared | 87 | ||
| The Big Five personality model | 87 | ||
| Other personality traits relevant to OB | 89 | ||
| Face the facts Personality | 89 | ||
| Personality and situations | 94 | ||
| Myth or science? ‘We can accurately judge individuals’ personalities a few seconds after meeting them’ | 94 | ||
| Values | 96 | ||
| glOBal An expat personality | 96 | ||
| The importance of values | 97 | ||
| Employability AND Values | 97 | ||
| Classifying values | 98 | ||
| Contemporary work values | 98 | ||
| Linking an individual’s personality and values to the workplace | 100 | ||
| Person–job fit | 100 | ||
| Person–organization fit | 100 | ||
| Global implications | 101 | ||
| Personality | 101 | ||
| Values | 101 | ||
| Summary | 105 | ||
| Implications for managers | 105 | ||
| Point/Counterpoint Traits are powerful predictors of behaviour | 106 | ||
| Questions for review | 107 | ||
| Experiential exercise What organizational culture do you prefer? | 107 | ||
| Ethical dilemma Do you have a cheating personality? | 107 | ||
| Case incident 1 Style and substance had German and French leaders at odds | 108 | ||
| Case incident 2 Bankers back in the classroom | 108 | ||
| Endnotes | 109 | ||
| Chapter 5: Perception, Individual Decision Making and Creativity | 114 | ||
| The pricetag for creativity: €27 million. The return: priceless | 115 | ||
| Reflection | 116 | ||
| What is perception? | 116 | ||
| Factors that influence perception | 116 | ||
| Person perception: making judgements about others | 117 | ||
| OB in the news European stereotypes | 117 | ||
| Attribution theory | 117 | ||
| Frequently used shortcuts in judging others | 120 | ||
| Specific applications of shortcuts in organizations | 121 | ||
| The link between perception and individual decision making | 122 | ||
| Decision making in organizations | 123 | ||
| glOBal Does multicultural experience make for better decisions? | 123 | ||
| The rational model, bounded rationality and intuition | 123 | ||
| Common biases and errors in decision making | 125 | ||
| Myth or science? ‘No one thinks they’re biased’ | 127 | ||
| Influences on decision making: individual differences and organizational constraints | 129 | ||
| Individual differences | 129 | ||
| Organizational constraints | 130 | ||
| What about ethics in decision making? | 131 | ||
| Three ethical decision criteria | 131 | ||
| Creativity, creative decision making and innovation in organizations | 133 | ||
| Creative behaviour | 133 | ||
| Employability AND Creativity | 134 | ||
| Causes of creative behaviour | 134 | ||
| Summary | 136 | ||
| Implications for managers | 136 | ||
| Point/Counterpoint When in doubt, do! | 137 | ||
| Questions for review | 137 | ||
| Experiential exercise Decision making | 138 | ||
| Ethical dilemma Five ethical decisions: what would you do? | 138 | ||
| Case incident 1 The games industry – where are all the women? | 139 | ||
| Case incident 2 The worst business decisions? | 140 | ||
| Endnotes | 141 | ||
| Chapter 6: Motivation Concepts | 146 | ||
| Arnold Power | 147 | ||
| Reflection | 148 | ||
| Defining motivation | 148 | ||
| Face the facts Employee motivation | 148 | ||
| Early theories of motivation | 149 | ||
| Hierarchy of needs theory | 149 | ||
| Theory X and Theory Y | 150 | ||
| Myth or science? ‘Helping others and being a good citizen is good for your career’ | 150 | ||
| Two-factor theory | 151 | ||
| McClelland’s theory of needs | 152 | ||
| Contemporary theories of motivation | 153 | ||
| OB in the news Could plants be the key to improving employee motivation? | 154 | ||
| Self-determination theory | 154 | ||
| glOBal How managers evaluate their employees depends on culture | 155 | ||
| Goal-setting theory | 156 | ||
| Self-efficacy theory | 159 | ||
| Reinforcement theory | 161 | ||
| Employability AND Motivation | 162 | ||
| Equity theory/organizational justice | 163 | ||
| Expectancy theory | 167 | ||
| Integrating contemporary theories of motivation | 168 | ||
| Summary | 170 | ||
| Implications for managers | 170 | ||
| Point/Counterpoint Goals get you to where you want to be | 170 | ||
| Questions for review | 171 | ||
| Experiential exercise Goal-setting task | 171 | ||
| Ethical dilemma Employee monitoring | 171 | ||
| Case incident 1 From good to great: motivation at Torfs | 172 | ||
| Case incident 2 Workplace cyberbullies | 172 | ||
| Endnotes | 173 | ||
| Chapter 7: Motivation: from Concepts to Applications | 178 | ||
| Motivation lessons from the best in Europe | 179 | ||
| Reflection | 180 | ||
| Motivating by job design: the job characteristics model | 180 | ||
| The job characteristics model | 180 | ||
| How can jobs be redesigned? | 182 | ||
| Myth or science? ‘Money can’t buy happiness’ | 183 | ||
| Alternative work arrangements | 185 | ||
| Face the facts Teleworking in Europe | 188 | ||
| The social and physical context of work | 188 | ||
| Employee involvement | 188 | ||
| Examples of employee involvement programmes | 189 | ||
| Linking employee involvement programmes and motivation theories | 189 | ||
| Using rewards to motivate employees | 190 | ||
| glOBal Outcry over executive pay is heard everywhere | 190 | ||
| What to pay: establishing a pay structure | 190 | ||
| How to pay: rewarding individual employees through variable-pay programmes | 191 | ||
| OB in the news Most UK employees say green benefits would increase their loyalty to employers | 195 | ||
| Flexible benefits: developing a benefits package | 196 | ||
| Intrinsic rewards: employee recognition programmes | 196 | ||
| Summary | 198 | ||
| Implications for managers | 198 | ||
| Point/Counterpoint Being in the office matters | 198 | ||
| Questions for review | 199 | ||
| Experiential exercise Assessing employee motivation and satisfaction using the job characteristics model | 199 | ||
| Ethical dilemma How much to pay – the minimum wage or a living wage? | 200 | ||
| Case incident 1 The most boring job in the world? | 200 | ||
| Case incident 2 Wearables at work: the new frontier of employee surveillance? | 201 | ||
| Endnotes | 202 | ||
| Chapter 8: Emotions and Moods | 208 | ||
| Affective computing: reading your mind | 209 | ||
| Reflection | 210 | ||
| What are emotions and moods? | 210 | ||
| The basic emotions | 211 | ||
| The basic moods: positive and negative affect | 212 | ||
| Myth or science? ‘Smile, and the work world smiles with you’ | 212 | ||
| The function of emotions | 214 | ||
| Sources of emotions and moods | 215 | ||
| glOBal Creating highly productive teams across the cultural emotional barrier | 218 | ||
| Emotional labour | 219 | ||
| Affective events theory | 220 | ||
| Emotional intelligence | 221 | ||
| Employability AND Emotions | 223 | ||
| The case for EI | 223 | ||
| The case against EI | 224 | ||
| Emotion regulation | 224 | ||
| OB applications of emotions and moods | 225 | ||
| Face the facts Feelings in the workplace | 226 | ||
| Selection | 226 | ||
| Decision making | 226 | ||
| Creativity | 226 | ||
| Motivation | 227 | ||
| Leadership | 227 | ||
| Negotiation | 227 | ||
| Customer service | 228 | ||
| OB in the news Ignore customer’s emotions at your peril | 228 | ||
| Job attitudes | 228 | ||
| Deviant workplace behaviours | 229 | ||
| Safety and injury at work | 229 | ||
| How managers can influence moods | 229 | ||
| Summary | 230 | ||
| Implications for managers | 230 | ||
| Point/Counterpoint The benefits and costs of displaying the emotions the organization wants you to | 230 | ||
| Questions for review | 231 | ||
| Experiential exercise Who can catch a liar? | 231 | ||
| Ethical dilemma Are workplace romances unethical? | 232 | ||
| Case incident 1 Should managers use emotional intelligence (EI) tests? | 232 | ||
| Case incident 2 Abusive customers cause emotions to run high | 233 | ||
| Endnotes | 234 | ||
| Chapter 9: Foundations of Group Behaviour | 240 | ||
| Supergroup: learning from The Rolling Stones | 241 | ||
| Reflection | 242 | ||
| Defining and classifying groups | 242 | ||
| Why do people form groups? | 242 | ||
| Stages of group development | 243 | ||
| Employability AND Groups | 244 | ||
| The five-stage model | 244 | ||
| An alternative model for temporary groups with deadlines | 245 | ||
| Group properties: roles, norms, status, size, cohesiveness and diversity | 246 | ||
| Group property 1: roles | 246 | ||
| Group property 2: norms | 249 | ||
| Group property 3: status | 252 | ||
| Group property 4: size | 253 | ||
| Group property 5: cohesiveness | 254 | ||
| Group property 6: diversity | 255 | ||
| glOBal Making global virtual teams effective | 255 | ||
| Group decision making | 257 | ||
| Groups versus the individual | 257 | ||
| Groupthink and groupshift | 258 | ||
| Myth or science? ‘Are two heads better than one?’ | 258 | ||
| OB in the news Groupthink for an Enron jury? | 260 | ||
| Group decision-making techniques | 261 | ||
| Face the facts Group working | 261 | ||
| Summary | 263 | ||
| Implications for managers | 263 | ||
| Point/Counterpoint People are more creative when they work alone | 263 | ||
| Questions for review | 264 | ||
| Experiential exercise Surviving the wild: join a group or go it alone? | 264 | ||
| Ethical dilemma Is social loafing unethical? | 266 | ||
| Case incident 1 Brainstorming: A lousy idea for ideas? | 266 | ||
| Case incident 2 The dangers of groupthink | 267 | ||
| Endnotes | 268 | ||
| Chapter 10: Understanding Work Teams | 272 | ||
| Food for thought: Lessons from the kitchen for executives | 273 | ||
| Reflection | 274 | ||
| Why have teams become so popular? | 274 | ||
| Differences between groups and teams | 274 | ||
| Facts the facts Team working | 275 | ||
| Types of teams | 276 | ||
| Problem-solving teams | 276 | ||
| Self-managed work teams | 276 | ||
| Cross-functional teams | 277 | ||
| Virtual teams | 277 | ||
| Multiteam systems | 278 | ||
| Creating effective teams | 278 | ||
| OB in the news Teamwork gives us added personbyte | 279 | ||
| Context: what factors determine whether teams are successful | 280 | ||
| glOBal Developing team members’ trust across cultures | 280 | ||
| Team composition | 281 | ||
| Team process | 284 | ||
| Myth or science? ‘Team members who are “hot” should make the play’ | 285 | ||
| Turning individuals into team players | 287 | ||
| Employability AND Work teams | 288 | ||
| Beware! Teams aren’t always the answer | 289 | ||
| Summary | 289 | ||
| Implications for managers | 289 | ||
| Point/Counterpoint To get the most out of teams, empower them | 290 | ||
| Questions for review | 291 | ||
| Experiential exercise Composing the ‘perfect’ team | 291 | ||
| Ethical dilemma It’s easy to be unethical when everyone else is | 291 | ||
| Case incident 1 Pressure to be a team player | 292 | ||
| Case incident 2 Team building: sociable climbing | 292 | ||
| Endnotes | 293 | ||
| Chapter 11: Communication | 298 | ||
| Communication: the difference between life and death? | 299 | ||
| Reflection | 300 | ||
| Functions of communication | 300 | ||
| glOBal Multinational firms adopt English as global language strategy | 301 | ||
| The communication process | 301 | ||
| Direction of communication | 302 | ||
| Downward communication | 302 | ||
| Upward communication | 303 | ||
| Lateral communication | 303 | ||
| Organizational communication | 304 | ||
| Formal small-group networks | 304 | ||
| The grapevine | 304 | ||
| Modes of communication | 305 | ||
| Oral communication | 305 | ||
| Written communication | 306 | ||
| OB in the news How best to protect your employees from internet trolls | 308 | ||
| Face the facts Communication | 309 | ||
| Nonverbal communication | 309 | ||
| Choice of communication channel | 310 | ||
| Channel richness | 310 | ||
| Choosing communication methods | 310 | ||
| Information security | 314 | ||
| Employability AND Communication | 315 | ||
| Persuasive communication | 315 | ||
| Automatic and controlled processing | 315 | ||
| Interest level | 315 | ||
| Prior knowledge | 316 | ||
| Personality | 316 | ||
| Message characteristics | 316 | ||
| Barriers to effective communication | 316 | ||
| Filtering | 316 | ||
| Selective perception | 317 | ||
| Information overload | 317 | ||
| Emotions | 317 | ||
| Language | 317 | ||
| Silence | 318 | ||
| Communication apprehension | 318 | ||
| Lying | 319 | ||
| Myth or science? ‘People are good at catching liars at work’ | 319 | ||
| Cross-cultural communication | 319 | ||
| Cultural barriers | 320 | ||
| Cultural context | 320 | ||
| A cultural guide | 321 | ||
| Summary | 322 | ||
| Implications for managers | 322 | ||
| Point/Counterpoint Social media presence | 322 | ||
| Questions for review | 323 | ||
| Experiential exercise An absence of nonverbal communication | 323 | ||
| Ethical dilemma Defining the boundaries of technology | 324 | ||
| Case incident 1 Communicating at Go Fly | 324 | ||
| Case incident 2 Using social media to your advantage | 325 | ||
| Endnotes | 326 | ||
| Chapter 12: Leadership | 330 | ||
| Christine Lagarde’s advice? Grit your teeth and smile | 331 | ||
| Reflection | 332 | ||
| What is leadership | 332 | ||
| Trait theories | 332 | ||
| Myth or science? ‘You need to be popular to be an effective leader’ | 334 | ||
| Behavioural theories | 334 | ||
| Summary of trait theories and behavioural theories | 335 | ||
| OB in the news Leadership in small and medium enterprises | 335 | ||
| Contingency theories | 336 | ||
| Fiedler model | 336 | ||
| Other contingency theories | 338 | ||
| Leader–member exchange (LMX) theory | 339 | ||
| Charismatic leadership and transformational leadership | 340 | ||
| Charismatic leadership | 340 | ||
| Employability AND Leadership | 343 | ||
| Transformational leadership | 343 | ||
| Authentic leadership: ethics and trust | 346 | ||
| What is authentic leadership? | 346 | ||
| Ethical leadership | 346 | ||
| Servant leadership | 347 | ||
| Trust and leadership | 348 | ||
| glOBal Leaders broaden their span of control in multinational organizations | 350 | ||
| Leading for the future: mentoring | 350 | ||
| Mentoring | 350 | ||
| Challenges to the leadership construct | 351 | ||
| Leadership as an attribution | 352 | ||
| Substitutes for and neutralizers of leadership | 352 | ||
| Online leadership | 353 | ||
| Finding and creating effective leaders | 353 | ||
| Selecting leaders | 353 | ||
| Training leaders | 354 | ||
| Face the facts Leadership | 354 | ||
| Summary | 355 | ||
| Implications for managers | 355 | ||
| Point/Counterpoint Leaders are born, not made | 355 | ||
| Questions for review | 356 | ||
| Experiential exercise What is a leader? | 356 | ||
| Ethical dilemma Rewards for failure? | 356 | ||
| Case incident 1 The right stuff: Jeff Bezos of Amazon | 357 | ||
| Case incident 2 Who makes the best leaders: Europeans or North Americans? | 358 | ||
| Endnotes | 359 | ||
| Chapter 13: Power and Politics | 366 | ||
| Sepp Blatter: the most powerful man in football | 367 | ||
| Reflection | 368 | ||
| A definition of power | 368 | ||
| Contrasting leadership and power | 368 | ||
| Bases of power | 369 | ||
| Formal power | 369 | ||
| Personal power | 370 | ||
| Which bases of power are most effective? | 371 | ||
| Dependency: the key to power | 371 | ||
| The general dependency postulate | 371 | ||
| What creates dependency? | 371 | ||
| Power tactics | 372 | ||
| glOBal Influence tactics in China | 373 | ||
| How power affects people | 374 | ||
| Politics: power in action | 375 | ||
| Definition of organizational politics | 375 | ||
| Face the facts Politics in the workplace | 376 | ||
| The reality of politics | 376 | ||
| Myth or science? ‘Power breeds contempt’ | 378 | ||
| Causes and consequences of political behaviour | 378 | ||
| Factors contributing to political behaviour | 378 | ||
| Employability AND Politics | 380 | ||
| How do people respond to organizational politics? | 381 | ||
| Defensive behaviours | 382 | ||
| Impression management | 382 | ||
| OB in the news Who is the ‘real’ Bernie Madoff? | 384 | ||
| The ethics of behaving politically | 385 | ||
| Mapping your political career | 385 | ||
| Summary | 387 | ||
| Implications for managers | 387 | ||
| Point/Counterpoint Managing impressions is unethical | 387 | ||
| Questions for review | 388 | ||
| Experiential exercise Power dynamics in teams | 388 | ||
| Ethical dilemma Surviving in tough times | 389 | ||
| Case incident 1 Barry’s peer becomes his boss | 390 | ||
| Case incident 2 Delegate power or keep it close? | 390 | ||
| Endnotes | 391 | ||
| Chapter 14: Conflict and Negotiation | 396 | ||
| Jamie Dimon and the London Whale | 397 | ||
| Reflection | 398 | ||
| A definition of conflict | 398 | ||
| The traditional view of conflict | 398 | ||
| The interactionist view of conflict | 399 | ||
| OB in the news 1 in 4 of us have an ongoing difficult relationship at work, finds CIPD report | 399 | ||
| Types and loci of conflict | 399 | ||
| Loci of conflict | 400 | ||
| The conflict process | 401 | ||
| Stage I: Potential opposition or incompatibility | 401 | ||
| Stage II: Cognition and personalization | 403 | ||
| Stage III: Intentions | 403 | ||
| Stage IV: Behaviour | 405 | ||
| Stage V: Outcomes | 406 | ||
| Face the facts | 407 | ||
| glOBal Conflict and culture | 409 | ||
| Negotiation | 409 | ||
| Bargaining strategies | 410 | ||
| Myth or science? ‘Teams negotiate better than individuals in collectivistic cultures’ | 412 | ||
| The negotiation process | 413 | ||
| Individual differences in negotiation effectiveness | 414 | ||
| Employability AND Negotiation | 414 | ||
| Third-party negotiations | 417 | ||
| Summary | 419 | ||
| Implications for managers | 420 | ||
| Point/Counterpoint Conflict benefits organizations | 420 | ||
| Questions for review | 421 | ||
| Experiential exercise A negotiation role play | 421 | ||
| Ethical dilemma Is it unethical to lie, deceive or collude during negotiations? | 422 | ||
| Case incident 1 Easily offended? | 423 | ||
| Case incident 2 The complexities of negotiation | 423 | ||
| Endnotes | 424 | ||
| Chapter 15: Foundations of Organization Structure | 428 | ||
| This organization is dis-organization! | 429 | ||
| Reflection | 430 | ||
| What is organizational structure? | 430 | ||
| Work specialization | 430 | ||
| Departmentalization | 431 | ||
| Chain of command | 432 | ||
| Span of control | 433 | ||
| Centralization and decentralization | 434 | ||
| Formalization | 435 | ||
| Common organizational designs | 435 | ||
| The simple structure | 435 | ||
| The bureaucracy | 436 | ||
| Myth or science? ‘Hierarchies are a thing of the past’ | 437 | ||
| The matrix structure | 437 | ||
| New design options | 439 | ||
| The virtual organization | 439 | ||
| The boundaryless organization | 440 | ||
| glOBal The world is my corporate headquarters | 441 | ||
| The leaner organization: downsizing | 441 | ||
| OB in the news Volkswagen cost cuts will test Herbert Diess | 442 | ||
| Why do structures differ? | 443 | ||
| Organizational strategy | 444 | ||
| Organization size | 444 | ||
| Technology | 445 | ||
| Environment | 445 | ||
| Employability AND Structure | 446 | ||
| Organizational designs and employee behaviour | 446 | ||
| Face the facts Work organization | 448 | ||
| Summary | 448 | ||
| Implications for managers | 449 | ||
| Point/Counterpoint The end of management? | 449 | ||
| Questions for review | 450 | ||
| Experiential exercise Dismantling a bureaucracy | 450 | ||
| Ethical dilemma Ethical concerns of deskless workplaces | 451 | ||
| Case incident 1 New demands on managers and organizations | 452 | ||
| Case incident 2 How have organizational structures changed? | 453 | ||
| Endnotes | 453 | ||
| Chapter 16: Organizational Culture | 456 | ||
| A culture out of this world: Mars Inc. | 457 | ||
| Reflection | 458 | ||
| What is organizational culture? | 458 | ||
| A definition of organizational culture | 458 | ||
| Culture is a descriptive term | 459 | ||
| Do organizations have uniform cultures? | 459 | ||
| Strong versus weak cultures | 460 | ||
| Face the facts Organizational culture | 461 | ||
| Culture versus formalization | 461 | ||
| What do cultures do? | 461 | ||
| The functions of culture | 461 | ||
| Culture creates climate | 462 | ||
| The ethical dimension of culture | 463 | ||
| Culture and innovation | 464 | ||
| Culture as an asset | 464 | ||
| Culture as a liability | 465 | ||
| Institutionalization | 465 | ||
| Creating and sustaining culture | 466 | ||
| How a culture begins | 466 | ||
| Keeping a culture alive | 467 | ||
| Employability AND Organizational culture | 468 | ||
| Myth or science? ‘People socialize themselves’ | 468 | ||
| Summary: how cultures form | 471 | ||
| How employees learn culture | 471 | ||
| Stories | 471 | ||
| Rituals | 472 | ||
| Symbols | 472 | ||
| Language | 472 | ||
| Creating an ethical organizational culture | 472 | ||
| OB in the news Toshiba’s once lauded culture became the cause of its problems | 474 | ||
| Creating a positive organizational culture | 474 | ||
| Building on employee strengths | 474 | ||
| Rewarding more than punishing | 475 | ||
| Emphasizing vitality and growth | 475 | ||
| Limits of positive culture | 476 | ||
| Spirituality and organizational culture | 476 | ||
| What is spirituality? | 476 | ||
| Why spirituality now? | 476 | ||
| Characteristics of a spiritual organization | 477 | ||
| Criticisms of spirituality | 477 | ||
| glOBal Creating a multinational organizational culture | 478 | ||
| Global implications | 478 | ||
| Summary | 479 | ||
| Implications for managers | 479 | ||
| Point/Counterpoint Organizational cultures can’t be changed | 480 | ||
| Questions for review | 480 | ||
| Experiential exercise Rate your classroom culture | 481 | ||
| Ethical dilemma Is there room for snooping in an organization’s culture? | 481 | ||
| Case incident 1 Culture drives success at Hilti | 482 | ||
| Case incident 2 An odd couple? P&G and Google combine cultures | 483 | ||
| Endnotes | 483 | ||
| Chapter 17: Human Resource Policies and Practices | 488 | ||
| The Cadbury HR battle | 489 | ||
| Reflection | 490 | ||
| Employability AND HR | 490 | ||
| Selection practices | 490 | ||
| How the selection process works | 490 | ||
| Initial selection | 491 | ||
| glOBal Perceptions of fairness in selection methods | 492 | ||
| Substantive selection | 494 | ||
| Myth or science? ‘It’s first impressions that count’ | 496 | ||
| Contingent selection | 496 | ||
| Training and development programmes | 497 | ||
| Types of training | 497 | ||
| Face the facts Employee training in Europe | 498 | ||
| Training methods | 499 | ||
| Evaluating effectiveness | 500 | ||
| Performance evaluation | 500 | ||
| What is performance? | 501 | ||
| Purposes of performance evaluation | 501 | ||
| What do we evaluate? | 501 | ||
| Who should do the evaluating? | 502 | ||
| OB in the news Round-the-clock performance review: why some companies are saying goodbye to annual performance reviews | 504 | ||
| Methods of performance evaluation | 504 | ||
| Suggestions for improving performance evaluations | 505 | ||
| Providing performance feedback | 506 | ||
| The leadership role of HR | 507 | ||
| Designing and administering benefit programmes | 508 | ||
| Drafting and enforcing employment policies | 508 | ||
| Managing work–life conflicts | 508 | ||
| Mediations, terminations and layoffs | 510 | ||
| Summary | 510 | ||
| Implications for managers | 510 | ||
| Point/Counterpoint Social media is a great source of new hires | 511 | ||
| Questions for review | 512 | ||
| Experiential exercise Evaluating performance and providing feedback | 512 | ||
| Ethical dilemma Is it unethical to ‘shape’ your curriculum vitae (CV)? | 512 | ||
| Case incident 1 Sack the poor performers! | 513 | ||
| Case incident 2 The end of the performance appraisal? | 513 | ||
| Endnotes | 514 | ||
| Chapter 18: Organizational Change and Stress Management | 520 | ||
| Lego: King of the castle | 521 | ||
| Reflection | 522 | ||
| Forces for change | 522 | ||
| Planned change | 523 | ||
| Resistance to change | 524 | ||
| Overcoming resistance to change | 525 | ||
| Employability AND Change | 527 | ||
| The politics of change | 527 | ||
| Myth or science? ‘Change is easier when you are in a crisis’ | 528 | ||
| Approaches to managing organizational change | 528 | ||
| Lewin’s three-step model | 528 | ||
| Kotter’s eight-step plan for implementing change | 529 | ||
| Action research | 530 | ||
| Organizational development | 530 | ||
| glOBal The state of perpetual change | 533 | ||
| Creating a culture for change | 534 | ||
| Stimulating a culture of innovation | 534 | ||
| Creating a learning organization | 535 | ||
| Organizational change and stress | 537 | ||
| Work stress and its management | 537 | ||
| What is stress? | 537 | ||
| Face the facts Work-related stress | 538 | ||
| Potential sources of stress | 539 | ||
| Individual differences | 541 | ||
| Cultural differences | 542 | ||
| Consequences of stress | 542 | ||
| Managing stress | 543 | ||
| OB in the news High cost of mental health problems forces employers to act | 544 | ||
| Summary | 545 | ||
| Implications for managers | 545 | ||
| Point/Counterpoint Managing change is an episodic activity | 546 | ||
| Questions for review | 547 | ||
| Experiential exercise Strategy and change | 547 | ||
| Ethical dilemma Is using manipulation to drive change unethical? | 548 | ||
| Case incident 1 When companies fail to change | 548 | ||
| Case incident 2 Preventing burnout and stress at Siemens, Belgium | 549 | ||
| Endnotes | 549 | ||
| Glossary | 554 | ||
| Indexes | 565 | ||
| A | 565 | ||
| B | 565 | ||
| C | 565 | ||
| D | 565 | ||
| E | 566 | ||
| F | 566 | ||
| G | 566 | ||
| H | 566 | ||
| I | 566 | ||
| J | 567 | ||
| K | 567 | ||
| L | 567 | ||
| M | 567 | ||
| N | 567 | ||
| O | 568 | ||
| P | 568 | ||
| Q | 568 | ||
| R | 568 | ||
| S | 568 | ||
| T | 568 | ||
| U | 568 | ||
| V | 568 | ||
| W | 569 | ||
| Y | 569 | ||
| Z | 569 |