(BQ) Part 1 book Organizational behavior has contents: Introduction to the field of organizational behavior; individual behavior, personality, and values; perceiving ourselves and others in organizations; workplace emotions, attitudes, and stress; foundations of employee motivation; applied performance practices,...and other contents.
Trang 1ORGANIZATIONAL
BEHAVIOR
ORGANIZATIONAL
BEHAVIOR
EMERGING KNOWLEDGE GLOBAL REALIT Y
McShane Von Glinow
Trang 2organizational behavior
e i g h t h e d i t i o n
Steven L McShane
Curtin University (Australia) and University of Victoria (Canada)
Mary Ann Von Glinow
Florida International University
Trang 3ORGANIZATIONAL BEHAVIOR:
EMERGING KNOWLEDGE. GLOBAL REALITY, EIGHTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121 Copyright © 2018 by McGraw-Hill Education All rights reserved Printed in the United States of America Previous editions © 2015, 2013, 2010, and 2008 No part of this publication may be reproduced or distributed in any form or by any means, or stored in
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ISBN 978-1-259-56279-2
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Library of Congress Cataloging-in-Publication Data
Names: McShane, Steven Lattimore, author | Von Glinow, Mary Ann Young,
author.
Title: Organizational behavior : emerging knowledge, global reality / Steven
L McShane, The University of Western Australia, Mary Ann Von Glinow,
Florida International University.
Description: Eighth edition | New York, NY : McGraw-Hill Education, [2018]
Identifiers: LCCN 2016047935 | ISBN 9781259562792 (alk paper) | ISBN
1259562794 (alk paper)
Subjects: LCSH: Organizational behavior.
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Trang 4Steven L McShane
Steven L McShane is adjunct professor at the Curtin Graduate School of Business
(Australia) and the Peter B Gustavson School of Business, University of Victoria
(Canada) He previously held the positions of professor at Simon Fraser University
Business School in Canada and professor of management at the University of Western
Australia Business School He currently teaches in the Shanghai Jiao Tong University
IMBA program Early in his career, Steve taught at Queen’s University in Canada
Steve has received awards for his teaching quality and innovation, and receives high
ratings from students in Perth, Shanghai, Singapore, Manila, and other cities where
he has taught He is also a popular visiting speaker, having given dozens of invited
talks and seminars in recent years to faculty and students in the United States,
China, Canada, Malaysia, India, and other countries
Steve earned his PhD from Michigan State University, where he specialized in
organizational behavior and labor relations He also holds a Master’s of Industrial
Relations from the University of Toronto and an undergraduate degree from Queen’s
University in Canada Steve is a past president of the Administrative Sciences
Asso-ciation of Canada (the Canadian equivalent of the Academy of Management) and
served as director of graduate programs in Simon Fraser University’s business faculty
He has conducted executive programs with Nokia, TÜV-SÜD, Wesfarmers Group,
Main Roads WA, McGraw-Hill, ALCOA World Alumina Australia, and many other
organizations.
Along with coauthoring Organizational Behavior, Eighth Edition, Steve is
lead coauthor of Canadian Organizational Behaviour, Ninth Edition (2016),
Or-ganisational Behaviour: Asia Pacific, Fifth Edition (2016), and M:
Organiza-tional Behavior, Third Edition (2016) He is also coauthor of editions or
translations of his organizational behavior books in China, India, Quebec,
Tai-wan, and Brazil Steve has published several dozen articles and conference papers
on workplace values, training transfer, organizational learning, exit–voice–loyalty,
employee socialization, wrongful dismissal, media bias in business magazines,
and other diverse topics
Steve enjoys spending his leisure time hiking, swimming, body board surfing,
canoeing, skiing, and traveling with his wife and two daughters
Mary Ann Von Glinow
Dr Von Glinow is a Knight Ridder Eminent Scholar Chair in International
Management at Florida International University and is senior editor for the
Journal of International Business Studies (JIBS) She served as 2010 to 2012
president of the Academy of International Business (AIB) and the 1994–1995
president of the Academy of Management (AOM) Previously on the Marshall
School faculty of the University of Southern California, she has an MBA and a
PhD in management science from Ohio State University, and is a Fellow of the
Academy of Management, the Academy of International Business, and the
Pan-Pacific Business Association She sits on 13 editorial review boards and
Trang 5numerous international panels and teaches in executive programs in Latin America, Asia, and the United States.
Dr Von Glinow has authored over 100 journal articles and 13 books, most of which have been translated into Chinese, Hindi, and Spanish Her book on organizational learning capability won a Gold Book Award from the Ministry of Economic Affairs in Taiwan in
2002 She is the 2005 recipient of the Academy of Management’s Distinguished Service Award, one of the highest honors bestowed by the Academy
Mary Ann has consulted widely and is on the board of directors of several tions, including the advisory board to Volvo-Geely in China She is actively involved in several animal welfare organizations and received the 1996 Humanitarian Award of the Year from Miami’s Adopt-a-Pet
Trang 7Chapter 5 Foundations of Employee Motivation 120
Chapter 6 Applied Performance Practices 152
Chapter 7 Decision Making and Creativity 180
TEAM PROCESSES
Chapter 8 Team Dynamics 212
Chapter 9 Communicating in Teams and
Organizations 246
Chapter 10 Power and Influence in the Workplace 276
Chapter 11 Conflict and Negotiation in the
Workplace 302
Chapter 12 Leadership in Organizational Settings 334
ORGANIZATIONAL PROCESSES
Chapter 13 Designing Organizational Structures 360
Chapter 14 Organizational Culture 386
Chapter 15 Organizational Change 414
ADDITIONAL CASES
Case 1 A Mir Kiss? 440
Case 2 Arctic Mining Consultants 441
Case 3 From REO to Nuclear to Nucor 443
Case 4 Going to the X-Stream 445
Case 5 Keeping Suzanne Chalmers 448
Case 6 The Regency Grand Hotel 449
Case 7 Simmons Laboratories 450
Case 8 Tamarack Industries 454
Case 9 The Outstanding Faculty Award 454
Case 10 The Shipping Industry Accounting Team 455
Case 11 Vêtements Ltée 456
Appendix A
Theory Building and Systematic Research Methods 457
Endnotes EN1 Organization Index I1 Name Index I5 Glossary/Subject Index I28
Trang 8The Journey Begins 26
Chapter Summary 26 Key Terms 27 Critical Thinking Questions 27
Case Study: Ancol Corp 28 Web Exercise: Diagnosing Organizational Stakeholders 28
Class Exercise: It All Makes Sense? 29
INDIVIDUAL BEHAVIOR AND PROCESSES 30
Chapter 2 Individual Behavior, Personality, and Values 30
MARS Model of Individual Behavior and Performance 32
Employee Motivation 32 Ability 33
Welcome to the Field of Organizational Behavior! 4
The Field of Organizational Behavior 4
Historical Foundations of Organizational Behavior 5
Why Study Organizational Behavior? 6
Contemporary Developments Facing
Organizations 8
Technological Change 8
Globalization 9
Emerging Employment Relationships 9
Global Connections 1.1: From Commute to Telecommute
in Japan 10
Increasing Workforce Diversity 11
Connect Self-Assessment 1.1: Are You a Good
Telecommuter? 11
The Systematic Research Anchor 14
Anchors of Organizational Behavior
Knowledge 14
Debating Point: Is There Enough Evidence to Support
Evidence-Based Management? 15
The Multidisciplinary Anchor 15
The Contingency Anchor 16
The Multiple Levels of Analysis Anchor 16
Perspectives of Organizational Effectiveness 16
Open Systems Perspective 17
Global Connections 1.2: Zara’s Open Systems
Thinking 18
Organizational Learning Perspective 19
Global Connections 1.3: Having a Hoot with
Organizational Learning 21
High-Performance Work Practices Perspective 21
Stakeholder Perspective 22
Global Connections 1.4: 21 Days of Y’ello Care 24
Connecting the Dots: An Integrative Model of
Trang 9Connect Assessment 3.2: How Much General Efficacy Do You Have? 68
Self-Connect Self-Assessment 3.3: What Is Your Locus of Control? 69
The Social Self 69 Self-Concept and Organizational Behavior 70
Perceiving the World around Us 70 Global Connections 3.1: Confirmation Bias Leads to False Arrests 72
Perceptual Organization and Interpretation 72
Connect Self-Assessment 3.4: How Much Perceptual Structure Do You Need? 72
Specific Perceptual Processes and Problems 73
Stereotyping in Organizations 73
Global Connections 3.2: Perceptual Barriers to Women on Corporate Boards 76
Attribution Theory 77 Self-Fulfilling Prophecy 79 Other Perceptual Effects 80
Global Mindset: Developing Perceptions across Borders 84 Global Connections 3.3: Encouraging a Global
Mindset in a Global Business 85
Developing a Global Mindset 85
Chapter Summary 86 Key Terms 87 Critical Thinking Questions 87
Case Study: Hy Dairies, Inc 88
Web Exercise: Diversity and Stereotyping on Display in Corporate Websites 89
Team Exercise: Personal and Organizational Strategies for Developing a Global Mindset 89
Chapter 4 Workplace Emotions, Attitudes, and Stress 90
Emotions in the Workplace 92 Connect Self-Assessment 4.1: What Is Your Emotional Personality? 92
Types of Emotions 92 Emotions, Attitudes, and Behavior 93 Cognitive Dissonance 96
Connect Self-Assessment 2.4: Are You a Sensing or
Intuitive Type? 43
Debating Point: Should Companies Use Personality Tests
to Select Job Applicants? 44
Values in the Workplace 45
Global Connections 2.2: Values Congruence Generates
Bags of Enthusiasm and Intent 48
Ethical Values and Behavior 48
Three Ethical Principles 49
Moral Intensity, Moral Sensitivity, and Situational
Influences 49
Global Connections 2.3: Alcoa Executive Sets Ethical
Standard in Russia 50
Supporting Ethical Behavior 51
Values across Cultures 51
Individualism and Collectivism 52
Connect Self-Assessment 2.6: How Much Do You Value
Individualism and Collectivism? 53
Caveats about Cross-Cultural Knowledge 54
Cultural Diversity in the United States 55
Chapter Summary 55
Key Terms 56
Critical Thinking Questions 56
Case Study: SNC-Lavalin Group Inc 57
Class Exercise: Test Your Knowledge of Personality 58
Class Exercise: Personal Values Exercise 60
Team Exercise: Ethics Dilemma Vignettes 60
Chapter 3 Perceiving Ourselves and
Others in Organizations 62
Self-Concept: How We Perceive Ourselves 64
Self-Concept Complexity, Consistency,
and Clarity 64
Connect Self-Assessment 3.1: How Much Does Work
Define Your Self-Concept? 65
Self-Enhancement 66
Self-Verification 67
Self-Evaluation 68
Trang 10Chapter 5 Foundations of Employee Motivation 120
Global Connections 5.1: DHL Express Employees Get Engaged 122
Employee Engagement 122 Employee Drives and Needs 123
Individual Differences in Needs 124 Maslow’s Needs Hierarchy Theory 124
Connect Self-Assessment 5.1: How Strong Are Your Growth Needs? 126
Intrinsic and Extrinsic Motivation 126 Learned Needs Theory 127
Connect Self-Assessment 5.2: How Strong Are Your Learned Needs? 128
Four-Drive Theory 129
Expectancy Theory of Motivation 130
Expectancy Theory in Practice 131
Organizational Behavior Modification and Social Cognitive Theory 133
Organizational Behavior Modification 133
Global Connections 5.2: AirBaltic Motivates Employee Involvement and Learning with Gamification 135
Social Cognitive Theory 136
Goal Setting and Feedback 137 Connect Self-Assessment 5.3: What Is Your Goal Orientation? 138
Characteristics of Effective Feedback 138 Sources of Feedback 139
Evaluating Goal Setting and Feedback 140
Case Study: Predicting Harry’s Work Effort 146
Case Study: Cincinnati Super Subs 147
Class Exercise: Needs Priority Exercise 148
Class Exercise: The Learning Exercise 149
Team Exercise: Bonus Decision Exercise 150
Debating Point: Is Having Fun at Work Really a Good
Idea? 97
Emotions and Personality 97
Managing Emotions at Work 98
Emotional Display Norms across
Connect Self-Assessment 4.2: How
Well Do You Recognize and Regulate
Emotions? 100
Emotional Intelligence Outcomes and
Development 101
Job Satisfaction 102
Job Satisfaction and Work Behavior 103
Job Satisfaction and Performance 104
Job Satisfaction and Customer
Building Organizational Commitment 107
Work-Related Stress and Its Management 108
Connect Self-Assessment 4.4: How Stressed
Are You? 109
General Adaptation Syndrome 109
Consequences of Distress 109
Stressors: The Causes of Stress 110
Global Connections 4.2: Chronic Work Overload in
China 111
Individual Differences in Stress 112
Connect Self-Assessment 4.5: Are You a
Workaholic? 112
Managing Work-Related Stress 113
Connect Self-Assessment 4.6: How Do You Cope with
Stressful Situations? 115
Chapter Summary 115
Key Terms 116
Critical Thinking Questions 116
Case Study: Diana’s Disappointment: The Promotion
Trang 11Connect Self-Assessment 6.4: Do You Have a Proactive Personality? 175
Chapter Summary 175 Key Terms 176 Critical Thinking Questions 176
Case Study: Yakkatech, Inc 177
Team Exercise: Is Student Work Enriched? 178
Chapter 7 Decision Making and Creativity 180
Rational Choice Decision Making 182
Rational Choice Decision-Making Process 182 Problems with Rational Choice Decision Making 184
Identifying Problems and Opportunities 184
Problems with Problem Identification 184 Identifying Problems and Opportunities More Effectively 186
Searching for, Evaluating, and Choosing Alternatives 186
Problems with Goals 187 Problems with Information Processing 187 Problems with Maximization 189
Evaluating Opportunities 190 Emotions and Making Choices 190 Intuition and Making Choices 191
Connect Self-Assessment 7.1: What Is Your Preferred Decision-Making Style? 192
Making Choices More Effectively 192
Implementing Decisions 193 Evaluating Decision Outcomes 194
The Creative Process 196
Connect Self-Assessment 7.2: How Well Do You Engage in Divergent Thinking? 197
Characteristics of Creative People 198
Connect Self-Assessment 7.3: Do You Have a Creative Personality? 199
Organizational Conditions Supporting Creativity 199
Activities That Encourage Creativity 200
Employee Involvement in Decision Making 202
Benefits of Employee Involvement 202
Global Connections 7.2: Brasilata, the Ideas Company 203
Contingencies of Employee Involvement 203
Chapter 6 Applied Performance
Practices 152
The Meaning of Money in the Workplace 154
Connect Self-Assessment 6.1: What Is Your Attitude
toward Money? 154
Financial Reward Practices 155
Membership- and Seniority-Based Rewards 155
Global Connections 6.1: Mega Reward for Tiens Group
Employees 156
Job Status–Based Rewards 156
Competency-Based Rewards 157
Performance-Based Rewards 157
Improving Reward Effectiveness 159
Debating Point: Is It Time to Ditch the Performance
Review? 160
Link Rewards to Performance 160
Ensure That Rewards Are Relevant 161
Use Team Rewards for Interdependent Jobs 161
Ensure That Rewards Are Valued 161
Watch Out for Unintended Consequences 161
Global Connections 6.2: When Rewards
Go Wrong 162
Job Design Practices 162
Job Design and Work Efficiency 162
Scientific Management 163
Problems with Job Specialization 164
Job Design and Work Motivation 165
Core Job Characteristics 166
Critical Psychological States 166
Individual Differences 167
Social and information Processing Job Characteristics 167
Job Design Practices That Motivate 168
Trang 12Debating Point: Are Virtual Teams More Trouble Than They’re Worth? 236
Team Decision Making 237
Constraints on Team Decision Making 237 Improving Creative Decision Making
in Teams 238
Chapter Summary 240 Key Terms 241 Critical Thinking Questions 241
Case Study: Conifer Corp. 241
Team Exercise: Team Tower Power 243
Team Exercise: Human Checkers 243
Team Exercise: Survival on the Moon 244
Chapter 9 Communicating in Teams and Organizations 246
The Importance of Communication 248
Workplace Communication through Social Media 253
Global Connections 9.1: Bosch Employees Improve Collaboration through Social Media 255
Nonverbal Communication 255
Choosing the Best Communication Channel 257
Synchronicity 257 Social Presence 258 Social Acceptance 258 Media Richness 258
Global Connections 9.2: Multicommunicating across the Pacific 261
Communication Channels and Persuasion 261
Communication Barriers (Noise) 262
Information Overload 263
Cross-Cultural and Gender Communication 264 Global Connections 9.3: Politely Waiting for Some Silence 265
Nonverbal Differences across Cultures 265 Gender Differences in Communication 265
Improving Interpersonal Communication 266
Getting Your Message Across 266 Active Listening 267
Critical Thinking Questions 206
Case Study: Employee Involvement Cases 207
Team Exercise: Where in the World Are We? 208
Class Exercise: The Hopping Orange 211
Class Exercise: Creativity Brainbusters 211
TEAM PROCESSES 212
Chapter 8 Team Dynamics 212
Teams and Informal Groups 214
Informal Groups 215
Advantages and Disadvantages of
Teams 216
The Challenges of Teams 217
A Model of Team Effectiveness 219
Organizational and Team Environment 219
Global Connections 8.1: European Firms
Enhance Team Performance with Obeya
Global Connections 8.3: Buurtzorg Nederland’s
Self-Directed Nursing Teams 234
Success Factors for Self-Directed Teams 235
Virtual Teams 235
Success Factors for Virtual Teams 235
Trang 13Connect Self-Assessment 10.2: What Is Your Approach to Influencing Coworkers? 291
Types of Influence Tactics 291 Consequences and Contingencies of Influence Tactics 295
Organizational Politics 296 Connect Self-Assessment 10.3: How Politically Charged Is Your School? 296
Global Connections 10.3: Playing Politics with the Vacation Schedule 297
Minimizing Organizational Politics 297
Connect Self-Assessment 10.4: How Machiavellian Are You? 298
Chapter Summary 298 Key Terms 299 Critical Thinking Questions 299
Case Study: Resonus Corporation 300
Team Exercise: Deciphering the Network 301
Team Exercise: Managing Your Boss 301
Chapter 11 Conflict and Negotiation in the Workplace 302
The Meaning and Consequences of Conflict 304
Is Conflict Good or Bad? 304
The Emerging View: Task and Relationship Conflict 306
Separating Task from Relationship Conflict 307
Conflict Process Model 308 Structural Sources of Conflict in Organizations 308
Incompatible Goals 309 Differentiation 309 Interdependence 309 Scarce Resources 310 Ambiguous Rules 310 Communication Problems 310
Interpersonal Conflict-Handling Styles 311 Connect Self-Assessment 11.1: What Is Your Preferred Conflict-Handling Style? 312
Choosing the Best Conflict-Handling Style 312
Cultural and Gender Differences in Conflict-Handling Styles 314
Structural Approaches to Conflict Management 314
Emphasizing Superordinate Goals 314 Reducing Differentiation 315
Improving Communication and Mutual Understanding 315
Connect Self-Assessment 9.1: Are You an Active
Listener? 268
Improving Communication throughout the
Hierarchy 268
Workspace Design 268
Internet-Based Organizational Communication 268
Direct Communication with Top Management 269
Communicating through the Grapevine 270
Grapevine Characteristics 270
Grapevine Benefits and Limitations 270
Debating Point: Should Management Use the Grapevine to
Communicate to Employees? 271
Chapter Summary 271
Key Terms 272
Critical Thinking Questions 272
Case Study: Silver Lines: Challenges in Team
The Meaning of Power 278
Sources of Power in Organizations 280
Legitimate Power 280
Global Connections 10.1: Deference to Authority Leads
People to the Extreme 281
The Power of Social Networks 286
Connect Self-Assessment 10.1: Do You Have a Guanxi
Orientation? 287
Social Capital and Sources of Power 287
Global Connections 10.2: Energy Company Improves
Productivity through Social Networks 287
Gaining Power through Social Networks 288
Consequences of Power 290
Influencing Others 290
Trang 14Global Connections 11.1: L’Oréal Canada Improves
Mutual Understanding across Generations 316
Reducing Interdependence 316
Increasing Resources 317
Clarifying Rules and Procedures 317
Third-Party Conflict Resolution 317
Choosing the Best Third-Party Intervention
Strategy 318
Resolving Conflict through Negotiation 319
Distributive versus Integrative Approaches to
Negotiation 319
Preparing to Negotiate 320
The Negotiation Process 321
The Negotiation Setting 324
Gender and Negotiation 325
Chapter Summary 326
Key Terms 327
Critical Thinking Questions 327
Case Study: Elaine’s Challenging Experience 328
Class Exercise: The Contingencies of Conflict Handling 329
Team Exercise: Kumquat Conflict Role Play 332
Chapter 12 Leadership in Organizational
Transformational Leadership Perspective 337
Develop and Communicate a Strategic Vision 338
Global Connections 12.2: Lasvit’s Vision of Breathtaking
Light and Design 338
Model the Vision 340
Encourage Experimentation 340
Build Commitment toward the Vision 340
Connect Self-Assessment 12.1: What Are Your
Transformational Leadership Tendencies? 340
Transformational Leadership and Charisma 341
Global Connections 12.3: Tencent’s Uncharismatic
Tranformational Leader 341
Evaluating the Transformational Leadership Perspective 342
Managerial Leadership Perspective 342
Task-Oriented and People-Oriented Leadership 343
Connect Self-Assessment 12.2: What Is Your Preferred
Managerial Leadership Style? 344
Servant Leadership 344
Path–Goal Leadership Theory 345
Other Managerial Leadership Theories 347
Leadership Substitutes 349
4
Implicit Leadership Perspective 349
Prototypes of Effective Leaders 349 The Romance of Leadership 350
Global Connections 12.4: Semco CEO Warns against the Romance of Charismatic Leadership 350
Connect Self-Assessment 12.3: Do Leaders Make a Difference? 350
Personal Attributes Perspective of Leadership 351
Authentic Leadership 353
Debating Point: Should Leaders Really Be
Authentic All the Time? 354
Personal Attributes Perspective Limitations and Practical Implications 354
Cross-Cultural and Gender Issues in Leadership 355
Gender and Leadership 355
Chapter Summary 356 Key Terms 357 Critical Thinking Questions 357
Case Study: A Window on Life 358
Team Exercise: Leadership Diagnostic Analysis 359
ORGANIZATIONAL PROCESSES 360
Chapter 13 Designing Organizational Structures 360
Division of Labor and Coordination 362
Division of Labor 362 Coordination of Work Activities 363
Elements of Organizational Structure 365
Span of Control 365
Global Connections 13.1: BBC Further Flattens the Hierarchy 367
Centralization and Decentralization 369
Debating Point: Should Organizations Cut Back Middle Management? 369
Formalization 369 Mechanistic versus Organic Structures 370
Connect Self-Assessment 13.1: Which Organizational Structure Do You Prefer? 371
Forms of Departmentalization 371
Simple Structure 371 Functional Structure 371
Global Connections 13.2: Chapman’s Ice Cream Grows Its Organizational Structure 372
Divisional Structure 373
Source: Tim Eulitz/Wikimedia
Trang 15Changing and Strengthening Organizational Culture 401
Actions of Founders and Leaders 401 Align Artifacts with the Desired Culture 402 Introduce Culturally Consistent Rewards and Recognition 402
Support Workforce Stability and Communication 403 Use Attraction, Selection, and Socialization
for Cultural Fit 404
Global Connections 14.1: Spinning the Wheel for Culture Fit 404
Organizational Socialization 404
Learning and Adjustment Process 405 Psychological Contracts 405
Stages of Organizational Socialization 406
Global Connections 14.2: Connected Socialization
at trivago 407
Improving the Socialization Process 408
Chapter Summary 409 Key Terms 409 Critical Thinking Questions 410
Case Study: Hillton’s Transformation 410
Team Exercise: Organizational Culture Metaphors 411
Class Exercise: Diagnosing Corporate Culture Proclamations 413
Chapter 15 Organizational Change 414
Lewin’s Force Field Analysis Model 416 Understanding Resistance to Change 418
Why Employees Resist Change 419
Connect Self-Assessment 15.1: Are You Ready for Change? 419
Unfreezing, Changing, and Refreezing 421
Creating an Urgency for Change 421
Global Connections 15.1: Panasonic Generates an Urgency for Change by Revealing the Truth 422
Connect Self-Assessment 15.2: Are You Tolerant of Change? 423
Reducing the Restraining Forces 423 Refreezing the Desired Conditions 425
Global Connections 15.2: Communicate, Involve, or Change Your People 426
Leadership, Coalitions, and Pilot Projects 426
Transformational Leadership and Change 426 Coalitions, Social Networks, and Change 427
Global Connections 13.3: Toyota’s Evolving
Global Connections 13.5: Matrix Structure Troubles at
Hana Financial Group 378
Connect Self-Assessment 13.2: Does
Your Job Require an Organic or Mechanistic
Structure? 382
Organizational Strategy 382
Chapter Summary 383
Key Terms 383
Critical Thinking Questions 384
Case Study: Merritt’s Bakery 384
Team Exercise: The Club Ed Exercise 385
Chapter 14 Organizational Culture 386
Elements of Organizational Culture 388
Espoused versus Enacted Values 389
Content of Organizational Culture 390
Connect Self-Assessment 14.1: Which Corporate Culture
Rituals and Ceremonies 393
Physical Structures and Symbols 394
Is Organizational Culture Important? 395
Meaning and Potential Benefits of a
Organizational Culture and Business Ethics 398
Merging Organizational Cultures 399
Bicultural Audit 399
Strategies for Merging Different Organizational
Cultures 399
Trang 16Global Connections 15.3: Trailblazing Viral Change at
RSA Insurance 428
Pilot Projects and Diffusion of Change 428
Four Approaches to Organizational Change 430
Action Research Approach 430
Debating Point: What’s the Best Speed for
Organizational Change? 431
Appreciative Inquiry Approach 432
Global Connections 15.4: Appreciative Inquiry Guides
Leadership at Toronto Western Hospital 434
Large Group Intervention Approach 434
Parallel Learning Structure Approach 435
Cross-Cultural and Ethical Issues in Organizational
Change 435
Organizational Behavior: The Journey Continues 436
Chapter Summary 436
Key Terms 437
Critical Thinking Questions 437
Case Study: TransAct Insurance Corporation 438
Team Exercise: Strategic Change Incidents 439
ADDITIONAL CASES
Case 1: A Mir Kiss? 440
Case 2: Arctic Mining Consultants 441
Case 3: From REO to Nuclear to Nucor 443
Case 4: Going to the X-Stream 445
Case 5: Keeping Suzanne Chalmers 448
Case 6: The Regency Grand Hotel 449
Case 7: Simmons Laboratories 450
Case 8: Tamarack Industries 454
Case 9: The Outstanding Faculty Award 454
Case 10: The Shipping Industry Accounting Team 455
Case 11: Vêtements Ltée 456
Appendix A
Theory Building and Systematic Research Methods 457
Endnotes EN1 Organization Index I1 Name Index I5 Glossary/Subject Index I28
Trang 17Welcome to the exciting world of organizational behavior! Knowledge is replacing structure Social media and virtual teams are transforming the way employees work to-gether Values and self-leadership are replacing command-and-control management Companies are looking for employees with emotional intelligence and effective team-work skills, not just technical smarts
infra-Organizational Behavior, Eighth Edition, is written in the context of these emerging
workplace realities This edition explains how emotions are the foundation of employee motivation, attitudes, and decisions; how social networks generate power and shape communication patterns; how self-concept influences individual behavior, team cohe-sion, and leadership; and how adopting a global mindset has become an important employee characteristic in this increasingly interconnected world This book also presents the reality that organizational behavior is not just for managers; it is relevant and valuable to anyone who works in and around organizations
Linking Theory with Reality
Every chapter of Organizational Behavior is filled with examples to make OB knowledge
more meaningful as well as to illuminate the relevance and excitement of this field These stories about real people and organizations translate academic theories into useful knowl-edge and real-life applications For example, we describe how employees at Airbnb, the San Francisco–based online vacation accommodation company, are intrinsically motivated through autonomy and personal growth; how John Dean, executive chair of Hawaii’s Central Pacific Bank, helped his executive team work together more effectively by learning about each other’s personalities; how easyJet CEO Carolyn McCall revived the discount airline through transformational leadership behaviors and effective leadership skills; how police forces in San Diego and Baltimore are improving officers’ interpersonal skills through emotional intelligence training; and how David Sacks (cofounder of Yammer and one of PayPal’s earliest executives) applied change leadership practices to transform Silicon Valley start-up Zenefits into a more compliance-driven company
These real-life stories, which the authors personally selected and incorporated into this book, appear in many forms Every chapter is filled with photo captions and in-text anec-
dotes about work life Global Connections features “connect” OB concepts with events in
real-world companies around the planet Case studies in each chapter also connect OB concepts to the emerging workplace realities These anecdotes and detailed descriptions discuss large and small organizations around the world and in a wide range of industries
Global Focus
From its first edition, this book has been crafted around the reality of increasing ization The Eighth Edition continues this global focus by introducing the theme in the first chapter and by discussing global and cross-cultural issues in many other chapters Furthermore, every chapter includes truly global examples, not just how American com-panies operate in other parts of the world For example, we describe how New Zealand drinks manufacturer Frucor Beverages maintains a highly engaged workforce; how China’s e-commerce giant Alibaba Group has nurtured a strong organizational culture; how Buurtzorg Nederland organized its 8,000 professionals into self-directed teams to become one of the world’s best-managed community health care organizations; how In-fosys, one of India’s leading technology companies, is improving employee creativity and decision making through design thinking principles and practices; how the president
global-of Panasonic Corporation created an urgency for change at the Japanese conglomerate; and how trivago, the German-based hotel metasearch company, puts considerable resources into the employee socialization process
preface
Trang 18Contemporary Theory Foundation
Vivid real-world examples and practices are valuable only if they are connected to good
theory. Organizational Behavior has developed a reputation for its solid foundation in
con-temporary and classic research and writing This evidence-based foundation is apparent from the number and quality of literature cited in each chapter, including dozens of articles, books, and other sources The most recent literature receives thorough coverage, resulting
in what we believe is the most up-to-date organizational behavior textbook available These references also reveal that we reach out to marketing, information management, human resource management, and other disciplines for new ideas This book is rigorously focused
on information that readers value, namely OB knowledge and practices Consequently, with a few classic exceptions, we avoid writing a “who’s who” book; most scholars are named in the references, not in the main text
One of the driving forces for writing Organizational Behavior is to provide a more
responsive conduit for emerging OB knowledge to reach students, practitioners, and fellow
scholars To its credit, Organizational Behavior is apparently the first major OB book to
discuss the full self-concept model (not just core self-evaluation), workplace emotions, social identity theory, global mindset, four-drive theory, predictors of moral intensity, specific elements of social networks, appreciative inquiry, affective events theory (but without the jargon), somatic marker hypothesis (also without the jargon), virtual teams, mindfulness in ethical behavior, Schwartz’s values model, employee engagement, learning orientation, social and information processing characteristics of job design, and several other groundbreaking topics This edition continues this leadership by introducing the latest knowledge on design thinking, self-concept distinctiveness versus inclusion, and the four factors to consider when selecting the best communication channel
Organizational Behavior Knowledge
for Everyone
Another distinctive feature of Organizational Behavior is that it is written for everyone
in organizations, not just managers The philosophy of this book is that everyone who works in and around organizations needs to understand and make use of organizational behavior knowledge People throughout the organization—systems analysts, production employees, accounting professionals—are taking on more responsibilities as companies remove layers of management and give the rest of us more autonomy and accountability for our work outcomes This book helps everyone make sense of organizational behavior, and provides the conceptual tools to work more effectively in the workplace
Active Learning and Critical Thinking Support
We teach organizational behavior, so we understand how important it is to use a textbook that offers deep support for active learning and critical thinking Business school accreditation associations also emphasize the importance of the learning experience, which further reinforces our attention on classroom activities This Eighth Edition in-cludes more than two dozen case studies in various forms and levels of complexity, as well as four dozen self-assessments, most of which have been empirically tested and validated This book is also a rich resource for in-class activities, some of which are not available in other organizational behavior books, such as the Personal Values Exercise, Employee Involvement Cases, Deciphering the (Social) Network, Test Your Knowledge
of Personality, and the Cross-Cultural Communication Game
Trang 19Changes to the Eighth Edition
Organizational Behavior, Eighth Edition, incorporates numerous improvements, thanks
to reviews by dozens of organizational behavior instructors across several countries, along with our regular practice of scanning the diverse literature for new ideas that have gained sufficient evidential support Almost every chapter in this edition has noticeable updates and revisions, but the most substantial changes have occurred in Chapter 1 (introduction to OB), Chapter 7 (decision making and creativity), Chapter 9 (communi-cation), and Chapter 11 (conflict and negotiation).
Together with dozens of conceptual improvements, this edition replaces most ples with new real-world stories that satisfy our criteria of being recent, interesting, and relevant Almost all of the chapter-opening case studies are new; only two opening vi-gnettes remain from the previous edition, both of which have been updated Most cap-tioned photos and Global Connections features are new or updated We have also added dozens of new in-text examples as well as several new case studies for class discussion
exam-or course assignments A unique strength of Organizational Behaviexam-or, Eighth Edition
(and previous editions), is that the authors personally researched and wrote all of the conceptual content, in-text examples, captioned photos, and features This provides bet-ter integration of the knowledge and ensures that the examples are truly relevant and useful additions to the learning experience
Here are the main conceptual improvements in Organizational Behavior, Eighth Edition:
• Chapter 1: Introduction to the Field of Organizational Behavior—This chapter
has been substantially updated, revised, and reorganized from the previous edition
We have incorporated an integrated model of organizational behavior to help students visualize the relationship among the main concepts throughout this book Technological change has been added in the section on contemporary developments facing organizations The section on perspectives of organizational effectiveness has been streamlined and moved to the latter part of the chapter Most topics have been rewritten, but particularly the text on the four contemporary developments, why study OB, and several aspects of organizational effectiveness
• Chapter 2: Individual Behavior, Personality, and Values—Several topics in this
chapter have been updated, particularly coverage of the five-factor model of sonality and work performance, values and individual behavior, moral sensitivity, and cultural diversity within the United States
per-• Chapter 3: Perceiving Ourselves and Others in Organizations—This book apparently
pioneered the full model of self-concept and its relevance to organizational behavior This edition further develops this important topic and provides new information
on the opposing motives for distinctiveness and inclusion The section on typing also includes new information about stereotype threat
stereo-• Chapter 4: Workplace Emotions, Attitudes, and Stress—This edition significantly
revises and updates discussion on four key workplace stressors, with new writing about organizational constraints and interpersonal conflict as stressors Other parts
of this chapter received minor revision, such as discussion of attitude–behavior contingencies
• Chapter 5: Foundations of Employee Motivation—New to this edition is the topic
of intrinsic and extrinsic motivation, as well as the question of whether introducing extrinsic sources of motivation reduces intrinsic motivation We have also refined the writing on four-drive theory, drives and needs, Maslow’s needs hierarchy, and feedback
• Chapter 6: Applied Performance Practices—The previous edition was among the
first OB books to introduce recent knowledge about the social and information
Trang 20processing characteristics of jobs This edition further refines that emerging topic
It also has updated content on the meaning of money, supporting empowerment, and self-leadership effectiveness
• Chapter 7: Decision Making and Creativity—This chapter has been substantially
revised and updated in several ways The emerging topic of design thinking was briefly introduced in the previous edition, but this chapter now presents the topic fully as a set of principles and activities to improve creative decision making Another area with substantial rewriting is the topic of problems with information processing when choosing alternatives Several topics have also received minor updates, particularly on solution-focused problems, problems with goals, implicit favorite bias, and satisficing (problems with maximization)
• Chapter 8: Team Dynamics—This edition refines discussion introduced in the
previous edition on the three characteristics that distinguish types of teams It also updates and offers more detail about social loafing This chapter incorporates task variability and analyzability (introduced in Chapter 6) as task characteristics that influence the need for teamwork Several other topics have also been revised, such
as team mental models (as part of team development), team development through team building, the team cohesion–performance relationship, and brainstorming
• Chapter 9: Communicating in Teams and Organizations—This edition includes a
complete revision and update on choosing the best communication medium This topic now fully discusses four key factors (synchronicity, social presence, social acceptance, and media richness), along with their associated contingencies to communication channel selection This edition further shifts the focus toward various forms of digital communication (less focus on email alone) It also has minor revisions on the encoding–decoding process and the benefits of enterprise social media
• Chapter 10: Power and Influence in the Workplace—This chapter has a few minor
changes, such as on the topic of nonsubstitutability
• Chapter 11: Conflict and Negotiation in the Workplace—This edition substantially
reorganizes and updates the entire section on resolving conflict through negotiation The new or revised topics include distributive and integrative approaches to bar-gaining, understanding needs, bargaining zone dynamics, how BATNA increases bargaining power, the importance of listening, and strategies for making conces-sions This edition also introduces recent knowledge about gender and negotiation Elsewhere in this chapter, we update coverage on task and relationship conflict, including further clarification of these concepts, reference to process conflict, and problems resulting from relationship conflict
• Chapter 12: Leadership in Organizational Settings—The previous edition
sub-stantially revised and reorganized this chapter Aside from new examples and references, this edition has relatively minor changes, notably on the topics of communicating the vision, evaluating path–goal theory, and the personal attributes
of effective leaders
• Chapter 13: Designing Organizational Structures—This chapter has minor
revisions, notably on span of control and on the structural contingency of diverse versus integrated environments
• Chapter 14: Organizational Culture—Along with replacing most examples and
updating references, this chapter has a number of subtle changes, particularly on the topics of espoused versus enacted values, content of organizational culture, types of organizational culture artifacts, the integration strategy for merging cultures, and how founders and leaders shape and strengthen culture
• Chapter 15: Organizational Change—The main changes to this chapter are examples
and updated literature references
Trang 21Organizational behavior is a fascinating subject It is also incredibly relevant and
valu-able, which becomes apparent while developing a world-class book such as tional Behavior, Eighth Edition Throughout this project, we witnessed the power of
Organiza-teamwork, the excitement of creative thinking, and the motivational force of the vision that we collectively held as our aspiration The tight coordination and innovative synergy was evident throughout this venture Our teamwork is even more amazing when you con-sider that most team members on this project are scattered throughout the United States, and the lead coauthor (Steve) spends most of his time on the other side of the planet!
Executive brand manager Mike Ablassmeir led the development of Organizational Behavior with unwavering enthusiasm and foresight Katie Eddy and Tracey Douglas
orchestrated the daily process with superhuman skill and determination, which is ticularly important given the magnitude of this revision, the pressing deadlines, and the 24-hour time zones in which we operated Jennifer Blankenship, our photo researcher, continues to amaze us She tracked down photos that we sought from every corner of the globe Jessica Cuevas created a refreshing book design that elegantly incorporated the writing, exhibits, anecdotes, photos, and many other resources that we pack into this volume We also extend our thanks to Sharon O’Donnell for superb copyediting, Christine Vaughan for leading the production process like a precision timepiece, Judy Bulin for her work on Connect, Integra for its work on the test bank, Kepos Media for its work on LearnSmart, and Necco McKinley for her excellent marketing and sales development work Thanks to you all This has been a truly wonderful journey!
par-Several dozen instructors around the world reviewed parts or all of Organizational Behavior, Eighth Edition, or related editions in other countries over the past few years
Their compliments were energizing, and their suggestions significantly improved the final product The following people from U.S colleges and universities provided the most recent feedback for improvements specifically for this edition:
Trang 22We also extend our sincere thanks to Eileen Hogan for exceptional work on revision
of the test bank, as well as to Judith Bulin, Linda M Hoffman, and Todd Korol for their
assistance in creating and updating the Connect and LearnSmart content In addition, we
thank the many instructors in the United States and abroad who contributed cases and
exercises to this edition of Organizational Behavior.
Steve also extends special thanks to his students for sharing their learning experiences
and assisting with the development of this organizational behavior textbook in the United
States, Canada, and the Asia-Pacific region Steve is honored to work with Mary Ann
Von Glinow as well as with his other coauthors, including Kevin Tasa (Schulich School
of Business, York University) and Sandra Steen (University of Regina) on the Canadian
edition, and Mara Olekalns (Melbourne Business School), Alex Newman (Deakin
University), and Tony Travaglione (Curtin University) on the Asia-Pacific edition He
also thanks the coauthors of other translations and adaptations Most of all, Steve is
forever indebted to his wife, Donna McClement, and to their wonderful daughters,
Bryton and Madison Their love and support give special meaning to Steve’s life
Mary Ann would also like to acknowledge the many professionals at McGraw-Hill/
Irwin who have worked to make the Eighth Edition a reality In addition, she would like
to thank the many, many students who have used and hopefully enjoyed this book, so a
big shout-out to all students everywhere who have used and enjoyed previous editions of
this book She would also like to thank the faculty and staff at Florida International
University Most importantly, though, Mary Ann thanks coauthor Steve McShane for his
tireless efforts Finally, Mary Ann would like to thank her family, starting with the
immediate ones, Chloe, Jackson, Boomer, and Blue She would also like to thank John,
Rhoda, Lauren, Lindsay, and Christen She also acknowledges the critical role that some
very special people play in her life: Janet, Peter M., Bill, Lana, Karen, Alan, Danny,
Peter W., Letty D., John D., CEK, and Jeff, Damian, Debra, Mary T., Linda C., Joanne M.,
and Susan RW Thanks to you all!
Trang 24AN INTERNATIONAL AUTHOR TEAM FOR THE GLOBAL EMPLOYEE
Drawing on their extensive international teaching and research experience, the authors have produced a book that is highly regarded for its global focus Steve McShane teaches
in Australia and throughout Asia, and gives talks each year to schools throughout Asia and North America As director of the Center for International Business Education, Mary Ann Von Glinow regularly visits and conducts research in South America, China, and elsewhere around the world.
DEBATING POINTS
Debating Point boxes help students think critically and recognize that even seemingly obvious ideas have logical counterarguments Debating Points also raise the bar by focusing on topics that are central to the world of work.
REAL-WORLD EXAMPLES BRING OB TO LIFE
Every chapter is filled with examples to make OB knowledge more meaningful and reflect the relevance and excitement of this field Opening case studies set the stage; captioned photos depict OB concepts; and Global Connections features present more international examples of OB concepts in practice.
SELF-ASSESSMENTS
Self-assessments are an important and engaging part of the active learning process This edition features self-assessments associated with content in every chapter, such as power-distance orientation, romance of leadership, preferred organizational structure, work centrality, sensing-intuitive type, and guanxi orientation These self-assessments are available online in Connect with self-scoring results and written feedback.
xxiii
supporting the learning process
Trang 25Online Learning Center (www.mhhe.com/mcshane8e)
The Online Learning Center provides instructors with the following teaching tools
INSTRUCTOR’S MANUAL
This is one of the few textbooks for which the authors write the Instructor’s Manual, ensuring that the instructor materials represent the textbook’s content and support in-structor needs Each chapter includes the learning objectives, glossary of key terms, a chapter synopsis, complete lecture outline with thumbnail images of corresponding PowerPoint slides, and suggested answers to the end-of-chapter discussion questions Also included are teaching notes for the chapter case(s), team exercises, and self- assessments The Instructor’s Manual also provides complete teaching notes for the additional cases
TEST BANK AND EZ TEST
Updated for this edition, the Test Bank includes more than 2,000 multiple-choice, true/false, and essay questions Each question identifies the relevant learning objective, Bloom’s taxonomy level, AACSB standard for assurance of learning, and difficulty level
In addition, McGraw-Hill’s testing software, EZ Test, allows you to easily query for learning objectives that directly relate to the learning objectives for your course; the reporting features of EZ Test also enable you to aggregate student results, making the collection and presentation of assurance-of-learning data quick and easy The program provides a means to create tests that are book-specific and even add your own ques-tions Multiple versions of a test can be created, and any test can be exported for use with course management systems such as WebCT and Blackboard or with any other course management system
POWERPOINT PRESENTATION SLIDES
The PowerPoint slides have been prepared by the authors, allowing seamless tion between the slides and the Instructor’s Manual Each chapter includes more than
integra-two dozen slides, featuring key points, photographs, and figures from the text, as well
as teaching tips and notes for using the slides
Organizational Behavior, Eighth Edition, includes a variety of supplemental materials to help instructors prepare and present the material in this textbook more effectively.
student and instructor support
materials
xxiv
Trang 26Video Resources
MANAGER’S HOT SEAT
Now instructors can put students in the hot seat with access to an interactive program Students watch real managers apply their years of experience when confronting un-scripted issues As the scenario unfolds, questions about how the manager is handling the situation pop up, forcing the student to make decisions along with the manager At the end of the scenario, students watch a post-scenario interview with the manager, to see how their responses matched up with the manager’s decisions The Manager’s Hot Seat videos are now available as assignments in Connect
AACSB Statement
McGraw-Hill Education is a proud corporate member of AACSB International standing the importance and value of AACSB accreditation, the authors of Organiza-tional Behavior, Eighth Edition, recognize the curricula guidelines detailed in the
Under-AACSB standards for business accreditation by connecting selected questions in the text and/or the Test Bank to the six general knowledge and skill guidelines in the AACSB standards
The statements contained in Organizational Behavior, Eighth Edition, are provided
only as a guide for the users of this textbook The AACSB leaves content coverage and assessment within the purview of individual schools, the mission of the school, and the faculty While Organizational Behavior and the teaching package make no claim of any specific AACSB qualification or evaluation, we have within Organizational Behavior labeled selected questions according to the six general knowledge and skill areas
Ebook Options
Ebooks are an innovative way for students to save money and to “go green.” McGraw-Hill’s ebooks are typically 40% off the bookstore price Students have the choice between an online and a downloadable CourseSmart ebook
Through CourseSmart, students have the flexibility to access an exact replica of their textbook from any computer that has Internet service, without plug-ins or special software, via the online version, or to create a library of books on their hard drive via the down-loadable version Access to the CourseSmart ebooks lasts for one year
Features CourseSmart ebooks allow students to highlight, take notes, organize notes, and share the notes with other CourseSmart users Students can also search for terms across all ebooks in their purchased CourseSmart library CourseSmart ebooks can be printed (five pages at a time)
xxv
Trang 27McGraw-Hill Connect ®
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Mobile
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Connect Insight is Connect’s new
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for both instructors and students—that
provides at-a-glance information regarding
student performance, which is immediately actionable
By presenting assignment, assessment, and topical
performance results together with a time metric that
is easily visible for aggregate or individual results, Connect
Insight gives the user the ability to take a just-in-time approach
to teaching and learning, which was never before available
Connect Insight presents data that empowers students and
helps instructors improve class performance in a way that is
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73% of instructors who use
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Students can view their results for any
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Analytics
Connect’s new, intuitive mobile interface gives students
and instructors flexible and convenient, anytime–anywhere
access to all components of the Connect platform.
Trang 28SmartBook ®
Proven to help students improve grades and
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Trang 29xxviii
Trang 30organizational behavior
Trang 31After studying this chapter, you should be able to:
1-1 Define organizational behavior and organizations, and discuss the importance of this
field of inquiry
1-2 Debate the organizational opportunities and challenges of technological change,
globalization, emerging employment relationships, and workforce diversity
1-3 Discuss the anchors on which organizational behavior knowledge is based
1-4 Compare and contrast the four perspectives of organizational effectiveness
fter completing an international MBA, Megan Kates joined Anheuser-Busch InBev (InBev), the world’s largest brewer, as a brand manager in its Mexican operations Kates, who previously held a marketing job in Miami for French jeweler Cartier, was assigned the premium European import brew, Stella Artois Later, she was handed additional responsibilities throughout Mexico for Michelob Ultra and Budweiser “[InBev] basically handed me a brand and told
me to run with it,” says Kates “It’s a very lean company.”
As one of the world’s most admired organizations, Anheuser-Busch InBev has a performance culture that continually challenges employees to develop their potential The Belgium-based brewer instills an owner-like commitment by giving Megan Kates and other staff deep responsibility and autonomy to run their part of the business “We create restaurant owners, not waiters,” explains an InBev manager
Trang 32AB InBev applies high-performance work practices and other organizational behavior strategies to become one of the world’s most successful companies.
© David Hecker/AP Images
PART 1: INTRODUCTION
InBev’s performance culture eschews complacency “We set ourselves stretch targets and are never completely satisfied with our results,” says one of the firm’s 10 guiding principles The company regularly takes people out of their comfort zones by transferring them to new positions with increasing
responsibilities and challenges “I never get to that stage of being bored and looking elsewhere,” says a British InBev manager who currently works at the brewer’s offices in Belgium
As Megan Kates observes, InBev is a very lean company Its industry-leading profit margins result from a relentless drive for operational efficiency through practices that continually drive out waste It applies zero-based budgeting, so costs must be justified annually InBev is also famously frugal The brewer avoids many executive perks (no cars or golf memberships), allows business class travel only for long-haul flights, and has moderately priced office decor.1
3
Trang 33Welcome to the Field of Organizational Behavior!
High-performance work practices Values-driven organization Motivating jobs tional leadership These are just a few of the organizational behavior topics and practices that have made Anheuser-Busch InBev a successful organization in a highly competitive and dynamic environment In every sector of the economy, organizations need to employ skilled and motivated people who can be creative, work in teams, and maintain a healthy lifestyle They need leaders with foresight and vision, who support innovative work prac-tices, and make decisions that consider the interests of multiple stakeholders In other words, the best companies succeed through the concepts and practices that we discuss in this organizational behavior book
Inspira-Our purpose is to help you understand what goes on in organizations We examine the factors that make companies effective, improve employee well-being, and drive successful collaboration among coworkers We look at organizations from numerous and diverse perspectives, from the deepest foundations of employee thoughts and behavior (personality, self-concept, attitudes, etc.) to the complex interplay between the organization’s structure and culture and its external environment Along this journey, we emphasize why things happen and what you can do to predict and guide organizational events
We begin this chapter by introducing you to the field of organizational behavior and explaining why it is important to your career and to organizations This is followed by an overview of four major societal developments facing organizations: technological change, globalization, emerging employment relationships, and increasing workforce di-versity We then describe four anchors that guide the development of organizational be-havior knowledge The latter part of this chapter describes the “ultimate dependent variable” in organizational behavior by presenting the four main perspectives of organi-zational effectiveness The chapter closes with an integrating model of organizational behavior, which serves as a road map to guide you through the topics in this book
The Field of Organizational Behavior
Organizational behavior (OB) is the study of what people think, feel, and do in and
around organizations It looks at employee behavior, decisions, perceptions, and tional responses It examines how individuals and teams in organizations relate to each other and to their counterparts in other organizations OB also encompasses the study
emo-of how organizations interact with their external environments, particularly in the text of employee behavior and decisions OB researchers systematically study these topics at multiple levels of analysis, namely, the individual, team (including interper-sonal), and organization.2
con-The definition of organizational behavior begs the question: What are organizations?
Organizations are groups of people who work interdependently toward some purpose.3
Notice that organizations are not buildings or government-registered entities In fact, many organizations exist with neither physical walls nor government documentation to confer their legal status Organizations have existed for as long as people have worked together Massive temples dating back to 3500 bc were constructed through the orga-
nized actions of multitudes of people Craftspeople and merchants in ancient Rome formed guilds, complete with elected managers More than 1,000 years ago, Chinese factories were producing 125,000 tons of iron each year.4
One key feature of all organizations throughout tory is that they are collective entities.5 They consist
his-of human beings—typically, but not necessarily,
1-1
organizational behavior (OB)
the study of what people think,
feel, and do in and around
organizations
organizations
groups of people who work interdependently toward some purpose
Trang 34employees—who interact with each other in an organized way This organized
rela-tionship requires some minimal level of communication, coordination, and ration to achieve organizational objectives As such, all organizational members have degrees of interdependence; they accomplish goals by sharing materials, infor-mation, or expertise with coworkers
collabo-A second key feature of organizations is that their members have a collective sense of purpose This collective purpose isn’t always well defined or agreed on Most companies have vision and mission statements, but they are sometimes out of date or don’t describe what employees actually try to achieve Still, imagine an organization without a collec-tive sense of purpose It would be an assemblage of people without direction or unifying force So, whether they are producing and marketing a premium beer at AB InBev or selling almost anything on the Internet at Amazon.com, people working in organizations
do have some sense of collective purpose
HISTORICAL FOUNDATIONS OF ORGANIZATIONAL BEHAVIOR
Several events suggest that OB emerged as a distinct field throughout the 1940s.6 During that decade, a few researchers began describing their research as organizational (rather than sociological or psychological) And by the late 1940s, Harvard had changed the name of its MBA human relations course to “Organizational Behavior.”
Although the field of OB is recent, experts in other fields have been studying zations for many centuries The Greek philosopher Plato (400 bc) wrote about the es-sence of leadership, and the Chinese philosopher Confucius (500 bc) extolled the virtues of ethics and leadership Economist Adam Smith (1770s) discussed the benefits
organi-of job specialization and division organi-of labor German sociologist Max Weber (early 1900s) wrote about rational organizations, the work ethic, and charismatic leadership Industrial engineer Frederick Winslow Taylor (1910s) proposed systematic ways to organize work processes and motivate employees through goal setting and rewards.7
Political scientist Mary Parker Follett (1920s) offered new ways of thinking about constructive conflict, team dynamics, power, and leadership Harvard professor Elton Mayo and his colleagues (1930s and 1940s) established the “human relations” school of
Steve Jobs orchestrated many of
the greatest advances in our
digital lifestyle and animation film
over the past few decades
The cofounder of Apple and Pixar
Animation Studios was renowned
for his vision and persistence Yet
Jobs emphasized that great
achievements also require the
power of organizations “A
company is one of humanity’s
most amazing inventions,” Jobs
once explained “It’s totally
abstract Sure, you have to build
something with bricks and mortar
to put the people in, but basically
a company is this abstract
construct we’ve invented, and it’s
incredibly powerful.” 8
© Tony Avelar/Bloomberg/Getty
Images
Trang 35management, which pioneered research on employee attitudes, formal team dynamics, informal groups, and supervisor leadership style American executive and Harvard associate Chester Barnard (1930s) wrote insightful views regarding organizational communication, coordination, leadership and authority, organizations as open sys-tems, and team dynamics.9 This brief historical tour indicates that OB has been around for a long time; it just wasn’t organized into a unified discipline until around World War II.
WHY STUDY ORGANIZATIONAL BEHAVIOR?
In all likelihood, you are reading this book as part of a required course in tional behavior Apart from degree or diploma requirements, why should you learn the ideas and practices discussed in this book? After all, who ever heard of a career path leading to a “vice president of OB” or a “chief OB officer”? Our answer to this ques-tion begins with survey findings that students who have been in the workforce for some time typically point to OB as one of their most valuable courses Why? Because
organiza-they have learned through experience that OB does make a difference to one’s career
success.10 There are three main reasons why OB theories and practices are important (see Exhibit 1.1):
Comprehend and Predict Workplace Events Every one of us has an herent drive to make sense of what is going on around us.11 This need is particularly strong in organizations because they are highly complex and ambiguous contexts that have a profound effect on our lives The field of organizational behavior uses scien-tific research to discover systematic relationships, which give us a valuable founda-tion for comprehending organizational life.12 This knowledge satisfies our curiosity about why events occur and reduces our anxiety about circumstances that would otherwise be unexpected and unexplained Furthermore, it helps us predict and
in-• Satisfy curiosity
• Reduce anxiety
• Predict future events
Comprehend and predict work events
• Work well with others
• Accomplish personal and org goals
Influence organizational events
• Confirm and refine personal theories
• Correct false common sense
Adopt more accurate personal theories
Why Study Organizational Behavior?
EXHIBIT 1.1
Importance of Organizational
Behavior
Trang 36anticipate future events so we can get along with others, achieve our goals, and mize unnecessary career risks.
mini-Adopt More Accurate Personal Theories A frequent misunderstanding is that OB is common sense Of course, some OB knowledge is very similar to the theories you have developed through personal experience But personal theories are usually not quite as precise as they need to be Perhaps they explain and predict some situations, but not others For example, one study found that when liberal arts students and chief execu-tive officers were asked to choose the preferred organizational structure in various situa-tions, their commonsense answers were typically wrong because they oversimplified well-known theory and evidence on that topic.13 (We discuss organizational structures in Chapter 13.) Throughout this book you’ll also discover that OB research has debunked some ideas that people thought were “common sense.” Overall, we believe the OB knowledge you will gain by reading this book will help you challenge and refine your personal theories, and give you more accurate and complete perspectives of organiza-tional events
Influence Organizational Events Probably the greatest value of OB knowledge
is that it helps us get things done in the workplace by influencing organizational events.14
By definition, organizations are people who work together to accomplish things, so we need a toolkit of knowledge and skills to work successfully with others Studies consis-tently observe that the most important knowledge and skills that employers desire in em-ployees relate to the topics we discuss in this book, such as building teams, motivating coworkers, handling workplace conflicts, making decisions, and changing employee be-havior No matter what career path you choose, you’ll find that OB concepts play an im-portant role in performing your job and working more effectively within organizations
Organizational Behavior Is for Everyone Organizational behavior is cussed by some writers as a topic for managers Effective management does depend
dis-on OB cdis-oncepts and practices, but this book pidis-oneered the broader view that OB is valuable for everyone who works in and around organizations Whether you are a software engineer, customer service representative, foreign exchange analyst, or chief executive officer, you need to understand and apply the many organizational behavior topics that are discussed in this book In fact, OB knowledge is probably more valuable than ever before because employees increasingly need to be proactive, self-motivated, and able to work effectively with coworkers without management inter-vention In the words of one forward-thinking OB writer more than four decades ago: Everyone is a manager.15
OB and the Bottom Line Up to this point, our answer to the question “Why study OB?” has focused on how organizational behavior knowledge benefits you as an indi-vidual However, OB is also vital to the organization’s survival and success.16 For in-stance, the best 100 companies to work for in America (i.e., companies with the highest levels of employee satisfaction) enjoy significantly higher financial performance than other businesses within the same industry Companies with higher levels of employee engagement have higher sales and profitability (see Chapter 5) OB practices are also associated with various indicators of hospital performance, such as lower patient mortal-ity rates and higher patient satisfaction Other studies have consistently found a positive relationship between the quality of leadership and the company’s financial performance
The bottom-line value of organizational behavior is supported by research into the best predictors of investment portfolio performance These investigations suggest that leadership, performance-based rewards, employee development, employee attitudes,
Trang 37and other specific OB characteristics are important “positive screens” for selecting companies with the highest and most consistent long-term investment gains.17 Overall, the organizational behavior concepts, theories, and practices presented throughout this book do make a positive difference to you personally, to the organization, and ultimately to society.
Contemporary Developments Facing Organizations
Organizations are experiencing unprecedented change Technological developments, consumer expectations, global competition, and many other factors have substantially altered business strategy and everyday workplace activities The field of organizational behavior plays a vital role in guiding organizations through this continuous turbulence
As we will explain in more detail later in this chapter, organizations are deeply affected
by the external environment Consequently, they need to maintain a good organization–environment fit by anticipating and adjusting to changes in society Over the next few pages, we introduce four major environmental developments facing organizations: tech-nological change, globalization, emerging employment relationships, and increasing workforce diversity
TECHNOLOGICAL CHANGE
Technological change has always been a disruptive force in organizations, as well as in society.18 Waterwheels, cotton gins, steam engines, microprocessors (such as in auto-mated systems and artificial intelligence), and many other innovations dramatically boost productivity, but also usually displace employees and render obsolete entire oc-cupational groups Not even top-level executives are immune to the effects of these transformational innovations Other technologies, such as the telegraph, smartphone, and the Internet, potentially improve productivity but more profoundly alter our rela-
tionships and patterns of behavior with coworkers, clients, and suppli-ers Still other technologies aim to improve health and well-being, such
as the development of better cines and medical equipment, new leisure apparatus, and environmen-tally safer materials
medi-Information technology is one of the most significant forms of tech-nological change in recent times.19 As we discuss in Chapter 9, the introduction of email has altered communication patterns and power dynamics throughout most work-places Social media and other so-cial collaboration technologies are slowly replacing email, and will fur-ther reshape how people associate and coordinate with each other Some OB experts argue that infor-mation technology gives employees
a stronger voice through direct munication with executives and broader distribution of their opin-ions to coworkers and beyond
com-1-2
of 1,000 American employees polled say they would prefer to work at a company that uses internal (enterprise) social media.
workers polled across 32 countries say
that social media tools have somewhat
or greatly increased their productivity.
American adults say they spend between
1 and 6 hours using social media
tools or mobile applications to
help get their job done.
42%
of 9,908 information workers polled across 32 countries say that social media tools have resulted in more workplace collaboration.
Photo: © pictafolio/Getty Images RF
Trang 38Information technology has also created challenges, such as tethering people to their jobs for longer hours, reducing their attention spans at work, and increasing techno-stress We discuss these concerns below and in Chapter 4 (workplace stress)
At a macro-level, information technology has reconfigured entire organizations by integrating suppliers and other external entities into the transformation process Eventually, technology may render organizations less of a place where people work and more of a process or network where people collaborate across space and time (see Chapter 13)
GLOBALIZATION
Globalization refers to economic, social, and cultural connectivity with people in other
parts of the world Organizations globalize when they actively participate in other tries and cultures Although businesses have traded goods across borders for centuries, the degree of globalization today is unprecedented because information technology and transportation systems allow a much more intense level of connectivity and interdepen-dence around the planet.21
coun-Globalization offers numerous benefits to organizations in terms of larger markets, lower costs, and greater access to knowledge and innovation At the same time, there is considerable debate about whether globalization benefits developing nations and the ex-tent to which it is responsible for increasing work intensification, reduced job security, and poor work–life balance in developed countries.22
The field of organizational behavior focuses on the effects of globalization on zations and how to lead and work effectively in this emerging reality Throughout this book, we will refer to the effects of globalization on teamwork, diversity, cultural values, organizational structure, leadership, and other themes Globalization has brought more complexity and new ways of working to the workplace It also requires additional knowl-edge and skills that we will discuss in this book, such as emotional intelligence, a global mindset, nonverbal communication, and conflict handling
organi-EMERGING EMPLOYMENT RELATIONSHIPS
Technology, globalization, and several other developments have substantially altered the employment relationship in most countries Before the digital age, most employees would finish work after eight or nine hours and could separate their personal time from their employment Today, they are more likely to be connected to work on a 24/7 sched-ule Globalization increases competitive pressure to work longer and creates a 24-hour schedule because coworkers, suppliers, and clients work in different time zones Infor-mation technology enables employers and others to easily and quickly communicate with employees beyond their traditional workday
Little wonder that one of the most important employment issues over the past decade
has been work–life balance Work–life balance occurs when people are able to
mini-mize conflict between their work and nonwork demands.23 Most employees lack this balance because they spend too many hours each week performing or thinking about their job, whether at the workplace, at home, or on vacation This focus on work leaves too little time to fulfill nonwork needs and obligations Our discussion of work-related stress (Chapter 4) will examine work–life balance issues in more detail
Another employment relationship trend is for ees to work away from the organization’s traditional com-mon work site.24 One form of this remote work
employ-arrangement involves performing most job duties at client sites throughout the day Repair technicians and manage-ment consultants regularly work at client sites, for exam-ple Longer-term remote work occurs where employees
globalization
economic, social, and cultural
connectivity with people in
other parts of the world
work–life balance
the degree to which a person minimizes conflict between work and nonwork demands
Trang 39are assigned to partner organizations For instance, biotechnology firm Anteo Diagnostics dispatches its scientists for several weeks or months to partner companies around the world, where they jointly investigate the effectiveness of Anteo’s patented nano glue prod-ucts on the partner firm’s point-of-care technology.
Telecommuting The best-known form of remote work is telecommuting (also
called teleworking) whereby information technology enables employees to work from
home one or more workdays per month rather than commute to the office An estimated
37 percent of U.S workers telecommute, with almost one-third of them working from home at least six days each month The U.S government reports that 23 percent of em-ployees perform some or all of their work at home (but that includes taking work home after attending the office, not just telecommuting).26
Is telecommuting beneficial for employees and organizations? This question ues to be debated because it has advantages, disadvantages, and several contingencies that muddy its effectiveness.27 One advantage is that telecommuters usually experience better work–life balance because they have more time and somewhat more control to juggle work with family obligations For example, a study of 25,000 IBM employees found that female telecommuters with children were able to work 40 hours per week, whereas female employees with children who work solely at the office could manage only 30 hours before feeling work–life balance tension Work–life balance is less likely
contin-to improve when telecommuters lack sufficient workspace and privacy at home and have increased family responsibilities on telecommuting days
Telecommuting is an attractive benefit for younger job applicants, and turnover is usually lower among telecommuting employees Research also indicates that telecom-muters have higher productivity than nontelecommuters, likely because they experience less stress and tend to transfer some former commuting time to work time Telecommut-ing also improves productivity by enabling employees to work at times when the weather
or natural disasters block access to the office
Several companies report that telecommuting has reduced greenhouse gas emissions and office expenses For instance, health insurer Aetna estimates that its telecommuting employees (31 percent of the workforce) annually avoid using two million gallons of gas, thereby reducing carbon dioxide emissions by more than 23,000 metric tons With many
telecommuting
an arrangement whereby,
supported by information
technology, employees work
from home one or more work
days per month rather than
commute to the office
From Commute to Telecommute
in Japan
Yui Nishimura moved closer to her husband’s workplace
when she recently married, but faced a 90-minute
com-mute by train each way to her office in Tokyo
Fortu-nately, Nishimura’s employer, major snack foods
company Calbee, allows the investor relations employee
to telecommute a couple of days each month “I don’t
have to spend time commuting, and I’m now able to
fo-cus more on my work,” says Nishimura Currently, only
4 percent of Japanese employees work from home at
least one day per week The Japanese government
hopes that 10 percent of Japanese employees will be
telecommuting within the next few years 25
global connections 1.1
© Ming Thein/Getty Images
Trang 40employees working from home, Aetna has also been able to reduce its real estate and related costs by between 15 and 25 percent.28
Telecommuting also has several disadvantages.29 Telecommuters frequently report more social isolation, including weaker relationships with coworkers They also receive less word-of-mouth information, which may have implications for promotional opportu-nities and workplace relations “When I’m home, I miss out on going to have coffee with people, and that’s when all kinds of information about employment applications, the ministries and the university comes up,” says Marcel Swart, a chemist at a university in Spain.30 Organizations also potentially suffer from lower team cohesion and a weaker organizational culture when most employees work from home for a significant part of their workweek
Telecommuting success depends on several characteristics of the employee, job, and organization.31 Employees who work effectively from home typically have higher self-motivation, self-organization, need for autonomy, and information technology skills Those who telecommute most of the time also fulfill their social needs more from sources outside the workplace Jobs are better suited to telecommuting when the tasks do not require resources at the workplace, the work is performed independently from coworkers, and task performance is measurable Organizations improve tele-commuting success by rewarding and promoting employees based on their perfor-mance rather than their presence in the office (face time) Effective companies also help telecommuters maintain sufficient cohesion with their team and psychological connectedness with the organization This occurs by limiting the number of telecom-muting days, having special meetings or events where all employees assemble at the workplace, and regularly using video communication and other technology that im-proves personal relatedness
SELF-ASSESSMENT 1.1: Are You a Good Telecommuter?
Telecommuting is an increasingly popular workplace relationship, and it potentially offers benefits for both companies and telecommuters However, some people are better suited than others to telecommuting and other forms of remote work You can discover how well you adjust to telecommuting and remote work by locating this self-assessment in Connect
if it is assigned by your instructor
INCREASING WORKFORCE DIVERSITY
Immigrants to the United States and many other countries have much more tural origins than a few decades ago, resulting in a much more diverse workforce in most organizations In addition, globalization has increased the diversity of people employees interact with in partner organizations (suppliers, clients, etc.) located else-where in the world
multicul-When discussing workforce diversity, we usually think about surface-level diversity—the observable demographic and other overt differences among members of
a group, such as their race, ethnicity, gender, age, and physical capabilities.32 As tioned, surface-level diversity in the United States and many other countries has in-creased substantially over the past few decades For instance, people with non-Caucasian
men-or Hispanic men-origin currently represent one-third of the American population Within the next 50 years, an estimated one-quarter of Americans will be Hispanic, 14 percent will
be African American, and 8 percent will be of Asian descent.33
surface-level diversity
the observable demographic
or physiological differences in
people, such as their race,
ethnicity, gender, age, and
physical disabilities