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Concepts, Controversies, ·
Eighth Canadian
Edition
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Concepts, Controversies, Applications
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Concepts, Controversies, Applications
Nancy Langton University of British Columbia
Stephen P. Robbins San Diego State University
Timothy A. Judge University of Notre Dame
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9780134645858
10 9 8 7 6 5 4 3 2 1
Library and Archives C ana da Cataloguing in Public ation
R obbins, Stephen P., 1943- , author O rganizational behaviour: concepts, controversies, applications I N ancy Langton (University of British Columbia), Stephen P. R obbins (San Diego State U niversity), Timothy A. J udge (University of Notre Daine) – 8th Canadian ed.
Includes index. ISBN 978-0-13-464585-8
1. O rganizational behavior-Textbooks. 2. M anagement-Textbooks. l. Langton, N ancy, author II. Judge, Tim, author Ill. Title.
Q E28.2.T37 201 1 550 C 2010-905691-4
‘i> Pearson
BRIEF CONTENTS
PART 1 Understanding the Workplace
CHAPTER 1 CHAPTER 2 CHAPTER 3
What Is Organizational Behaviour? Perception, Personality, and Emotions Values, Attitudes, and Diversity in the Workplace
OB ON THE EDGE Stress at Work
PART 2 Striving for Performance
PART 3
CHAPTER 4 Theories of Motivation CHAPTER 5 Motivation in Action CHAPTER 6 Groups and Teamwork OB ON THE EDGE Trust
Interacting Effectively
CHAPTER 7 CHAPTER 8 CHAPTER 9
Communication Power and Pol itics Conflict and Negotiation
OB ON THE EDGE Workplace Bullying
PART 4 Sharing the Organizational Vision
CHAPTER 10 Organizational Culture CHAPTER 11 Leadership CHAPTER 12 Decision Making, Creativity, and Ethics OB ON THE EDGE Spiritua lity in the Workplace
PART 5 Reorganizing the Workplace
CHAPTER 13 Organizational Structure CHAPTER 14 Organizational Change
ADDITIONAL CASES ENDNOTES GLOSSARY/SUBJECT INDEX NAME AND OR GANIZATION INDEX LIST OF CANADIAN COMPANIES, BY PROVINCE
520 548 610 629 638
2
2 36 80
116
124 124 162 198 240
246 246 274 310 344
350
350 382 414 450
456 456 490
CONTENTS
PART 1
PREFACE ABOUT THE AUTHORS
Understanding the Workplace
CHAPTER 1 What Is Organ izational Behaviou r? The Importance of Interpersonal Skills Defining Organizational Behaviour
What Do We Mean by Organization? OB Is for Eveiyone
Complementing Intuition with Systematic Study Big Data
Disciplines That Contribute to the OB Field The Building Blocks of OB The Rigour of OB
OB Has Few Absolutes OB Taf1es a Contingency Approach
Challenges and Opportunities in the Canadian Workplace Economic Pressures Continuing Globalization Understanding Worf1force Diversity Customer Service People Skills Networked Organizations Social Media Enhancing Employee Well-Being at Work Creating a Positive Work Environment Ethical Behaviour
Coming Attractions: Developing an OB Model An Overview Inputs Processes Outcomes
Summary 08 at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: The Battle of the Texts BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Managing the OB ,fay
ETHICAL DILEMMA: There’s a Drone in Your Soup CASE INCIDENT: Apple Goes Global CASE INCIDENT: Big Data for Dummies FROM CONCEPTS TO SKILLS: Developing /111erpersonal Skills
XVII
XXIX
2
2
4
s s 6
6 7
9 9
11
11 11
12 12 13 14 16 16 16 17 17 18 19 19 20 20 20 21
25 27 28 29 29 30 31 31 32
Contents vii
CHAPTER 2 Perception , Personality, and Emotions 36 Perception 38
Factors That Influence Perception 38 Perceptual Errors 39 Why Do Perception and Judgment Matter? 46
Personality 47 What Is Personality? 47 Measuring Personality 47 Personality Determinants 48 Personality Traits 48 The Dark Triad 54 Other Personality Attributes That Influence OB 56 Situation Strength Theory 59
Emotions 60 What Are Emotions and Moods? 60 Moral Emotions 61 Choosing Emotions: Emotional Labour 62 Why Should We Care About Emotions in the Workplace? 63
Global Implications 68 Perception 68 Attributions 69 Personality 69 Emotions 69
Summary 70 OB at Work FOR REVIEW FOR MANAGERS FOR YOU 72
POINT/COUNTIRPOINT: Sometimes Yelling Is for Everyone’s Good 73 BREAKOUT GROUP EXERCISES 74 EXPERIENTIAL EXERCISE: ,’ho Om Catch a Liar? 74 ETMICAL DILEMMA: Happiness Coaches for Employees 74 CASE INCIDENT: The Power of Quiet 75 CASE INCIDENT: Tall Poppy Syndrome 76 FROM CONCEPTS TO SKILLS: Rending Emotions 77
CHAPTER 3 Values, Attitudes, and Diversity in the Workplace 80 Va lues 82
Rokeach Value Survey 82 Hodgson’s General Moral Principles 83
Assess ing Cultural Values 83 Hofstede’s Framework for Assessing Cultures 83 The GLOBE Framework for Assessing Cultures 86
Va lues in the Canadian Workplace 86 Generational Differences 86 Cultural Differences 88
Attitudes 89 Job Satisfaction 90 Organizational Commitment 96 Job Involvement 96 Perceived Organizational Support 97 Employee Engagement 98
Managing Divers ity in the Workplace 99 Effective Diversity Programs 100 Cultural Intelligence 103
v iii Contents
PART 2
Global Implications 106 ls Job Satisfaction a North American Concept? 106 Are Emplo)’ees in Western Cultures More Satisfied with Their Jobs? 106 ls Diversity Managed Different!)’ across Cultures? 107
Summary 107 08 at Work
DB ON THE EDGE Stress at Work
Striving for Performance
FOR REVIEW FOR MANAGERS FOR YOU POINT/COUNTIRPOINT: Millem,ials Haiie Inflated Images
of 11,emselves Compared to Their Parents
BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Feeling Excluded ETMICAL DILEMMA: Tell-All Websites
CASE INCIDENT: Job Crafting CASE INCIDENT: Walking the Walk FROM CONCEPTS TO SKILLS: Changing Attitudes
CHAPTER 4 Theories of Motivation What Is Motivation? Needs Theories of Motivation
Maslow’s Hierarchy of Needs Theory Trvo· Factor Theory McClelland’s Theory of Needs Summarizing Needs Theories
Process Theories of Motivation Expectancy Theor)’ Goal-Setting Theory Self-Efficacy Theory Reinforcement Theory
Responses to the Reward System Equity Theory Fair Process and Treatment Self-Determination Theory Increasing Intrinsic Motivation
Motivation for Whom? Job Engagement Putting It All Together
Global Implications Needs Theories Goal-Setting Theory Equity Theory and Fairness Justice Intrinsic and Extrinsic Motivation Cross-Cultural Consistencies
Summary 08 at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: Coals Get You to ~’here You Want to Be BREAKOUT GROUP EXERCISES
EXPERIENTIAL EXERCISE: OrganiZlltional Justice ETHICAL DILEMMA: The New CPA CASE INCIDENT: &Juity and Executi,ie Pay CASE INCIDENT: Wage Reduction Proposal FROM CONCEPTS TO SKILLS: Setting Coals
109
llO lll lll ll2 ll2 ll3 ll4
116
124
124
126 127 128 128 130 131 133 134 137 140 141 143 144 146 148 149 150 151 152 152 152 153 153 153 154 154 154
156 157 158 158 158 159 160 160
Contents ix
CHAPTER 5 Motivation in Action 162 From Theory to Practice: The Role of Money 164 Creating Effective Reward Systems 164
What to Pay: Establishing a Pay Structure 164 How to Pay: Rewarding Individuals through Variable-Pay Programs 165 Flexible Benefits: Developing a Benefits Package 170 Intrinsic Rewards: Employee Recognition Programs 171 Beware the Signals That Are Sent by Rewards 172
Motivating by Job Redesign 17 4 The Job Characteristics Model 17 4 Job Redesign in the Canadian Context: The Role of Unions 177 How Can Jobs Be Redesigned? 177 Relational Job Design 178 Alternative Work Arrangements 180 Flextime 180
Employee Involvement and Participation 184 Examples of Employee Involvement Programs 185 Linf1ing Employee Involvement Programs and Motivation Theories 186
Motivation: Putting It All Together 186 Global Implications 186
Variable Pay 18 7 Flexible Benefits 18 7 Job Characteristics and Job Enrichment 187 Telecommuting 188 Employee Involvement 188
Summary 188 OB at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: ‘Face-Time’ Matters BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Anal)’zing and Redesigning Jobs ETMICAL DILEMMA: Are CEOs Paid Too Much? CASE INCIDENT: Motivation for Leisure CASE INCIDENT: Pay Rnises Every Day FROM CONCEPTS TO SKILLS: Designing Enriched Jobs
CHAPTER 6 Groups and Teamwork Teams vs. Groups: What Is the Difference?
Why Have Teams Become So Popular? Types of Teams
From Individual to Team Member Roles Norms
Stages of Group and Team Development The Five-Stage Model The Punctuated-Equilibrium Model
Creating Effective Teams Context Composition Team Processes
Beware! Teams Are Not Always the Answer Global Implications
Team Cultural Diversity and Team Performance Group Cohesiveness
Summary
190 191 192 192 193 194 194 195
198
200 200 200
204 206 207
211 211 213
216 218 221 226
230
230 230 231
231
x Contents
PART 3
OB at Work FOR REVIEW FOR MANAGERS FOR YOU 233 POINT/COUNTIRPOINT: To Get 11ie Most Out of Teams, Empower Them 234 BREAKOUT GROUP EXERCISES 235 EXPERIENTIAL EXERCISE: 71ie Paper Tower Exercise 235 ETMICAL DILEMMA: Dealing wi1h Shirkm 235 CASE INCIDENT: Tongue-Tied in Teams 236 CASE INCIDENT: lntragroup TniSI and Suroival 237 FROM CONCEPTS TO SKILLS: Omducting a Team Meeting 238
OB ON THE EDGE Trust 240
Interacting Effectively
CHAPTER 7 Communication The Communication Process
Choosing a Channel Barriers to Effective Communication
Filtering Selective Perception Information Overload Emotions Language Silence Lying
Organizational Communication Direction of Communication Small-Group Networks The Grapevine
Modes of Communication Oral Communication Written Communication Nonverbal Communication
Global Implications Cultural Barriers to Communication Cultural Context A Cultural Guide
Su mmary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: Employees’ Social Media Presence
246
246
248 248 251 251 251 252 252 252 253 253 254 254 255 256 257 257 258 262 263 263 264 264 266
267
Should Matter 10 Managers 268 BREAKOUT GROUP EXERCISES 269 EXPERIENTIAL EXERCISE: An Absence of Nonverbal Comm1mica1ion 269
ETHICAL DILEMMA: BYOD 269 CASE INCIDENT: Organiza1ional Leveraging of Social Media 270 CASE INCIDENT: PowerPoi111 Purga1ory 271 FROM CONCEPTS TO SKILLS: Effective LiSlening 272
CHAPTER 8 Power and Politics A Definition of Power Bases of Power
Formal Power Personal Power Which Bases of Power Are Most Effective?
274
276 277 277 278 279
Dependence: The Key to Power The General Dependence Post11late What Creates Dependence?
Influence Tactics Abo11t Infl11ence Tactics Applying Infl11ence Tactics
How Power Affects People Power Variables Harassment: Une411al Power in the Workplace
Empowerment: Giving Power to Employees Definition of Empowerment
Politics: Power in Action Definition of Political Behavio11r The Rea.lity of Poli tics Impression Management The Ethics of Behaving Politically
Global Implications Views on Empowerment Preference for Infl11ence Tactics
Summary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: EVl!T),me Wants Power BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: Comparing Influence Tactics CTHICAL DILEMMA: How Much Should You Defer to Those in Power! CASE INCIDENT: Delegate Power; or Keep It Close! CASE INCIDENT: Barry’s Peer Becomes His Boss FROM CONCEPTS TO SKILLS: Politicking
CHAPTER 9 Conflict and Negotiation Conflict Defined
F11nctional vs. Dysf11nctiona.l Conflict Types of Conflict Loci of Conflict So11rces of Conflict
Conflict Resolution Conflict Management Strategies Based on Dual Concern Theory What Can lndivid11als Do to Manage Conflict? Resolving Persona.lity Conflicts
Conflict Outcomes Negotiation
Bargaining Strategies How to Negotiate
Individual Differences in Negotiation Effectiveness Personality Traits in Negotiation Moods/Emotions in Negotiation Gender Differences in Negotiation
Negotiating in a Social Context Reputation Relationships
Third-Party Negotiations Mediator Arbitrator
Contents xi
280 280 281 282 283 283 284 285 285 288 289 291 291 292 294 298 299 300 300 301
302 303 304 304 304 305 306 306
310
312 312 312 314 315 317 317 318 320 320 321 323 325 327 327 329 330 332 332 333 333 333 334
xii Contents
PART 4
Conciliator Global Implications
Conflict Resolution. and Culture Cultural Differences in. Negotiating Style Culture, Negotiations, and Emotions
Summary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
334 334 334 335 335 335
337 POINT/COUNTIRPOINT: Pro Sports Strikes Are Caused by Greedy Owners 338 BREAKOUT GROUP EXERCISES 339 EXPERIENTIAL EXERCISE: A Negotiation Role Play 339 ETMICAL DILEMMA: The Lowba/1 Applicant 340 CASE INCIDENT: Disorderly Conduct 340 CASE INCIDENT: The Pros and Cons of Collective Bargai11ing 341 FROM CONCEPTS TO SKILLS: Negotiating 342
OB ON THE EDGE Worf1place Bullying 344
Sharing the Organizational Vision
CHAPTER 10 Organizational Cu lture What Is Organizational Culture?
Culture Is a Descriptive Term Do Organizations Have Uniform Cultures? Strong us. Weak Cultures Culture us. Formalization
What Do Cultures Do? Culture’s Functions Culture Creates Climate The Ethical Dimension of Culture Culture and Sustainability Culture and Innovation Culture as a Liability
Creating and Sustaining an Organization’s Culture How a Culture Begins Keeping a Culture Alive
How Employees Learn Culture Stories Rituals Material Symbols Language
Changing Organizational Culture Creating an Ethical Organizationa.l Culture Creating a Positive Organizational Culture
Global Implications Summary
OB at Work FOR REVIEW FOR MANAGERS FOR YOU POINT/COUNTIRPOINT: Orga11izntiom Should Stri,ie to Create
350
350
352 352 353 354 354 354 354 355 355 357 358 359 360 361 361 366 367 367 367 367 368 369 370 372 373
374
a Positive Organizatio11al Cul111re 375 BREAKOUT GROUP EXERCISES 376 EXPERIENTIAL EXERCISE: Greeting Newcomers 376 ETMICAL DILEMMA: Culture of Deceit 377 CASE INCIDENT: The Place Makes the People 377 CASE INCIDENT: Active Cul111res 378 FROM CONCEPTS TO SKILLS: How to ‘Read’ a11 Organization’s Culture 379
CHAPTER 11 Leadership What Is Leadership? Leadership as Supervision
Trait Theories: Are Leaders Different from Others? Behavioural Theories: Do Leaders Behave in Particular Ways? Summary of Trait Theories and Behavioural Theories Contingency Theories: Does the Situation Matter?
Inspirational Leadership Charismatic Leadership Transactional and Transformationa.l Leadership
Responsible Leadership Authentic Leadership Ethical Leadership Servant Leadership Mentoring
Challenges to Our Understanding of Leadership Leadership as an Attribution Substitutes for and Neutralizers of Leadership Online Leadership
Global Implications How to Lead Servant Leadership
Summary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
POINT/COUNTIRPOINT: Heroes Are Made, Not Bom BREAKOUT GROUP EXERCISES EXPERIENTIAL EXERCISE: ,’hat ls Leadership! CTHICAL DILEMMA: Smoki11g Success CASE INCIDENT: Leaders/tip Mettle Forged i11 Battle CASE INCIDENT: Leaders/tip by Algorithm FROM CONCEPTS TO SKILLS: Practising to be Charismatic
CHAPTER 12 Decis ion Making, Creativity, and Ethics How Should Decisions Be Made?
The Rational Decision-Making Process How Do Individuals Actually Make Decisions?
Bounded Rationality in Considering Alternatives Intuition Judgment Shortcuts
Group Decision Making Groups vs. the Individua.l Groupthink and Groupshift Group Decision-Making Techniques
Creativity in Organizational Decision Making Creative Behaviour Causes of Creative Behaviour Creative Outcomes (Innovation)
What About Ethics in Decision Making? Four Ethical Decision Criteria Making Ethical Decisions
Global Implications Decision Making
Contents xiii
382
384 384 384 386 387 388 392 392 394 398 399 399 400 401 403 403 404 404 405 405 405 406
407 408 409 409 409 410 410 411
414
416 416 417 418 420 421 425 425 426 429 430 431 432 434 435 435 437 440 440
xiv Contents
PART 5
Creativity Ethics
Summary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
440 440 441
442 POINT/COUNTIRPOINT: People Are More Creative W/Je11 T/Jey ,fork Alo11e 443 BREAKOUT GROUP EXERCISES 444 EXPERIENTIAL EXERCISE: .Vildemess Survival 444 ETHICAL DILEMMA: Five Ethical Decisiom: Wltat Would You Do! 446 CASE INCIDENT: T/Je You11gest Female Self-Made Billio11aire 446 CASE INCIDENT: lf1ivo Heads Are Better 11ia11 011e, Are Four Eve11 Better! 447 FROM CONCEPTS TO SKILLS: Solvi11g Problems Creative/)’ 448
OB ON THE EDGE Spirituality in the Workplace 450
Reorganizing the Workplace
CHAPTER 13 Organizational Structure What Is Organizational Structure?
Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Boundary Spanning
Common Organizational Designs The Simple Structure The Bureaucracy The Matrix Structure
Alternate Design Options The Virtual Structure The Team Structure The Circular Structure The Leaner Organization: Do111nsizing
Why Do Structures Differ? Organizational Strategies Organizational Size Technology Environment Institutions
Organizational Designs and Employee Behaviour Global Implications
Culture and Organizationa.l Structure Culture and Emplo)’ee Structure Preferences Culture and the Impact of Downsizing
Summary OB at Work FOR REVIEW FOR MANAGERS FOR YOU
456
456
458 458 459 461 462 463 464 464 465 466 466 468 469 470 471 473 473 474 475 476 476 477 478 478 480 480 481 481 481
483 POINT/COUNTIRPOINT: Tlte E11d of Ma11ageme11t 484 BREAKOUT GROUP EXERCISES 485 EXPERIENTIAL EXERCISE: 71te Sa11dwiclt Sltop 485 ETHICAL DILEMMA: Post·Mille1111ium Te11sio11s i11 tlte Flexible Orga11izatio11 486 CASE INCIDENT: Creative Deviance: Bucking tlte Hieran;ltyl 486 CASE INCIDENT: ‘l Detest Bureaucracy’ 487 FROM CONCEPTS TO SKILLS: Delegating Autltorit)’ 488
CHAPTER 14 Organizational Change Forces for Change
Opportunities for Change Change Agents
Approaches to Managing Change Lewin’s Three-Step Model Kotter’s Eight-Step Plan for Implementing Change Action Research Appreciative Inquiry
Resistance to Change Individual Resistance Organizational Resistance Overcoming Resistance to Change The Politics of Change
Creating a Culture for Change Managing Paradox Stimulating a Culture of Innovation Creating a Leaming Organiza.tion
Global Implications Su mmary
OB at Work FOR REVIEW FOR MANAGERS FOR YOU
Contents xv
490
492 493 494 494 495 496 497 498 500 500 501 502 sos 506 506 507 509 511 512
513 POINT/COUNTERPOINT: Orga11izational Clia11ge Is Like Saili11g Calm Waters 514 BREAKOUT GROUP EXERCISES 515 EXPERIENTIAL EXERCISE: Strategizing Change 515
ETHICAL DILEMMA: Cha11ges at the Television S1atio11 516 CASE INCIDENT: Sprnci11g Up Walmart 517 CASE INCIDENT: When Compa11ies Fail 10 C/Ja11ge 517 FROM CONCEPTS TO SKILLS: Carryi11g 0111 Organizatio11al Cha11ge 518
ADDITIONAL CASES 520 ENDNOTES 548 GLOSSARY/SUBJECT INDEX 610 NAME AND ORGANIZATION INDEX 629 LIST OF CANADIAN COMPANIES, BY PROVINCE 638
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PREFACE
Welcome lo the eighth Canadian edition of Organizacional Behaviour. Since its arrival in Canada, Organizational Behaviour has enjoyed widespread acclaim across the country for its rich Canadian content and has quickly established iL~elf as the leading text in the field.
Organizational Behaviour, Eighth Canadian edition, is truly a Canadian product. Whi le it draws upon the strongest aspects of its American cousin, it expresses its own vision and voice. It provides the context for understanding organizational behaviour {OB) in the Canadian workplace and highlights the many Canadian contributions to the field. Indeed, it goes a step further than most OB texts prepared for the Canadian marketplace.
Specifically, il asks, in many instances:
How does th is theory apply in the Canadian vorkplace of today?
What are the implications of the theory for managers and employees working in the twenty-first century?
What are the implica tions of the theory for everyday life? OB, after all, is not something that applies only in the workplace.
This text is sensitive to important Canadian issues. Subject matter reflects the broad multicultural flavour of Canada and also highlights the ro les of women and visible minorities in the workplace. Examples reflect the broad range of organizations in Canada: large, small, public and private sector, unionized and non-unionized.
Organizational Behaviour continues lo be a vibrant and relevant text because it’s a product of the Canadian classroom. It is used in Canada by the first author and her col- leagues. Thus, there is a front-line” approach to considering revisions. We also solicit considerable feedback from OB instructors and studenL~ throughout the country. While we have kept the features of the previous edition that adopters continue lo say they like, there is also a grea t deal that is new.
Key Changes to the Eighth Canadian Edition The eighth edition was designed to evolve with today’s students. There are more relevant examples, updated theory coverage, and a continued emphasis on providing the latest research findings. Based on reviews from numerous instructors and students across Canada, we have found that many potential users want chapters that have the right bal- ance of theory, research, and appl ication material, while being relevant lo student learning.
NEW feature in every chapter’ Career Objectives offers advice in a question- and-answer format to help students think through issues they may face in the workforce today.
NEW Opening Vigneue in every chapter brings current business trends and events to the forefront.
NEW key terms presented in bold throughout the text highlight new vocabu- lary pertinent lo today’s s tudy of organizational behaviour.
NEW photos and captions in every chapter link the chapter content to con- temporary real-life worldwide situations to enhance the student’s understand- ing of hands-on application of concepts.
xviii Preface
NEW These features are either completely ne,v or substantially updated with in each chapter as applicable to reflect ongoing challenges in business worldwide and focus the student’s attention on new topics:
Learning Objectives
Exhibits
Point/Counterpoint
NEW The followi ng end-of-chapter material is either completely ne,v or sub- stantially revised and updated for each chapter to bring the most contempo- rary thinking to the attention of students:
Summary
OB at Work: For Review
OB at Work: For Managers
Experiential Exercise
Ethical Dilemma
Case Incidents
Chapter-by-Chapter Changes Chapter 1: What Is Organizational Behaviour?
Revised Lean1ing 011tco1nes
New Opening Vigneue (Target’s fa ilure in Canada)
New research in The Importance of Interpersonal Skills
New research in Big Data
New feature! Career Objectives (What Do I Say About My Termination?)
New Point/Counterpoint (The Battle of the Texts)
New Experiential Exercise (Managing the OB Way)
New Ethical Dilemma (There’s a Drone in Your Soup)
Updated Case Incident (Apple Goes Global)
New Case Incident (Big Data for Dummies)
Chapter 2: Perception, Personality, and Emotions
New Opening Vigneue (Michele Romanow)
New section in The Myers-Briggs Type Indicator
New research and discussion in The Big Five Personality Model
New sections on Big Five personality tra it research: Conscientiousness, Emotional Stabi lity, Extraversion, Openness to Experience, and Agreeableness
New research in The Dark Triad
New major section: O ther Traits ( on traits that are socially undesirable)
New research and discussion in Moral Emotions
Preface xix
New research and d iscussion in Choosing Emotions: Emotional Labour
New section: Emotion Regulation Techniques
New feature! Career Objectives (So What If I’m a Few Minutes Late to Work?)
New Point/Counterpoint (Sometimes Yelling Is for Everyone’s Good)
New Case Incident (The Power of Quiel)
New Case Incident (Tall Poppy Syndrome)
Chapter 3: Values, Attitudes, and Diversity in the Workplace
New Opening Vigneue (Ladies Learning Code)
New research in What Causes Job Satisfaction?
New section: Job Conditions
New section: Personality
New section: Pay
New section: Life Satisfaction
New major section: Counterproductive Work Behaviour (CWB)
New feature! Career Objectives (Is ll Okay lo Be Gay at Work?)
New Point/Counterpoint (Millennials Have Inflated Images ofThemselves Compared lo Their Parents)
New Ethical Dilemma (Tell-All Websites)
New Case Incident (Job Crafting)
New Case Incident (Walking lhe Walk)
OB on the Edge: Stress at Work
New Opening Vignette (workspaces are not for ea ting)
Updated list of The Most and Least Stressful Jobs
New research in Causes of Stress
New research and d iscussion in Organizational Approaches
Chapter 4: Theories of Motivation
Revised Lean1ing 011tco1nes
New Opening Vigneue (Lee Valley Tools)
New research and d iscussion in Maslow’s Hierarchy of Needs Theory
New international research and d iscussion in McClelland’s Theory of Needs
New feature! Career Objectives (Why Won’t He Take My Advice?)
New research and d iscussion in Self-Determination Theory
New Global Impl ications section: Justice
New Ethical Dilemma (The New GPA)
xx Preface
Chapter 5: Motivation in Action
New Opening Vignette (G Adventures)
New research and discussion in Job Rotation
New section and research in Relational Job Design
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