Organizational Behavior

Dr. Mitchell NeubertDr. Neubert's interest in organizations was initially stirred by observing the ups and downs of a parent in a small family business. He completed his bachelor of science in business degree at the University of Minnesota, and, after his own experiences with a regional bank, a global manufacturing company, and a nonprofit organization, earned his Ph.D. in Business Administration at the University of Iowa, with emphases on human resources management and organizational behavior.Dr. Bruno DyckGrowing up the son of an immigrant entrepreneur, Dr. Dyck has always been interested in how organizations are managed and how they can help to make the world a better place. He studied management as an undergraduate student in Manitoba and Virginia, and earned a Ph.D. in business from the University of Alberta in 1991. As an organizational theorist, Dr. Dyck has focused his research on social and ecological thought, organizational learning and change, sustainable development and on how people’s beliefs and values influence what they do.

• Preface ixChapter 1 Putting People First 2OPENING CASE:: In Business to Serve 4Why Study Organizational Behavior? 5What Is Effective Organizational Behavior: Two Approaches 6My OB: Does Money Buy Happiness? 7Description of Two Approaches 7My OB: The Bottom Line(S) about Effectiveness 8Implications of Two Approaches 9OB in Action: The Importance of Critical Thinking 10Organizational Behavior and Management 10OB in Action: From Fired to Hired 11Planning 11Organizing 12Leading 12Controlling 12What You Will Explore in This Book 12CLOSING CASE: Surfing Their Way to Sustainability 14Summary 15Key Terms 15Questions for Reflection and Discussion 15OB ACTIVITIES 15Self-Assessment Exercise: Are You Ready for This Adventure in Learning? 15Self-Assessment Exercise: What Is Your View of Effective Leadership? 16Ethics Scenario 17Discussion Starter: Is It the People or the Place? 17Application Journal 17Chapter 2 exploring the Landscape of oB 20OPENING CASE: Seeds of Community 22A Brief History of OB 23The Scientific Management Era (1910–1930) 24The Human Relations Era (1930–1950) 25The Systems Era (1950–1970) 25The Beliefs Era (1970–1990) 26The Sustainability Era (1990–present) 27OB as a Science 28OB in Action: Hungry for Evidence 29Stakeholder Relationships 30OB in Action: Communities of Stakeholders 32Global Environment 34CLOSING CASE: The Bittersweet Story of Chocolate 39Summary 40Key Terms 40Questions for Reflection and Discussion 41OB ACTIVITIES 41Self-Assessment Exercise: What Are Your Views on the Natural Environment? 41Ethics Scenario 42Discussion Starter: Cultural Comparisons 42Discussion Starter: A Case of Unusual Collaboration 42Application Journal 43Chapter 3 Understanding Individual Attributes 46OPENING CASE: From Failure to Fab Finances 48Diversity and Surface Characteristics 49My OB: Do Generational Differences Make a Difference? 52Abilities and Personality 52Abilities 52Personality 53OB in Action: Thinking about Cognitive Testing 53Core Self-Evaluations 56My OB: Humility and Grit All in One Package 57Beliefs and Values 58Beliefs 58Values 59OB in Action: Values as the Basis for Political Opinions and Action 61CLOSING CASE: Life in the Fast Lane—Elon Musk 62Summary 63Key Terms 63Questions for Reflection and Discussion 63OB ACTIVITIES 64Self-Assessment Exercise: What Is Your Myers–Briggs Type? 64Self-Assessment Exercise: What Are Your Values? 65Ethics Scenario 66Discussion Starter: Personalities on YouTube.com 66Application Journal 67Chapter 4 Considering Individual States 70OPENING CASE: Jack Dorsey: Billionaire Bad Boy or Bad Boss? 72Ethics 73Individual Characteristics Affecting Ethical Behavior 74OB in Action: Business Ethics and Personal Standards of Honesty 77Organizational Characteristics Affecting Ethical Behavior 77OB in Action: Ethical Breakdowns in Surprising Places 79Attitudes and Commitments 80Attitudes 80My OB: What Makes a Job Satisfying? 81Commitments 82Perceptions 83OB in Action: Deceptive First Impressions 86Emotions 86CLOSING CASE: Finding Character in Second Chances 88Summary 89Key Terms 89Questions for Reflection and Discussion 89OB ACTIVITIES 90Self-Assessment Exercise: What Is Your Emotional intelligence? 90Self-Assessment Exercise: How Do You Act When No One Is Looking? 91Ethics Scenario 91Discussion Starter: YouTubing Ethical Challenges 91Discussion Starter: Reflections from a U.S. Woman Working in a Filipino Garment Factory 92Application Journal 92Chapter 5 Motivating Individuals 96OPENING CASE: Brewing Motivation at Starbucks 98My OB: What Does It Take to Motivate You? 99Innate Needs 100Desire for Achievement 103Goal-Setting Theory 103OB in Action: Olympic-Sized Aspirations 104OB in Action: OK Boomer: What I Value Has Changed 107Expectancy Theory 107My OB: Is Your Motivation Intrinsic or Extrinsic? 109Desire for Fairness 110Desire for Affiliation 112Desire for Power 113CLOSING CASE: JANCOA: Managing Dreams 115Summary 116Key Terms 116Questions for Reflection and Discussion 116OB ACTIVITIES 117Self-Assessment Exercise: What Is Your Approach to Motivation? 117Ethics Scenario 117Discussion Starter: SMART2 Goals Activity 118Discussion Starter: Desire for Achievement Activity 118Application Journal 118Chapter 6 Making Decisions 122OPENING CASE: Decision Making in High-Risk Situations: The Boeing 737 Max 124Step 1: Identify the Need for a Decision 125My OB: Neuroscience and Decision Making 126Step 2: Develop Alternative Responses 127Step 3: Choose the Appropriate Alternative 129Goal Consensus 129Available Knowledge 130My OB: Networks That Promote Sustainable OBDecision Making 133OB in Action: How Do Managers Actually Make Ethical Decisions? 134Step 4: Implement the Choice 135OB in Action: Culture and the Decision-Making Process 137CLOSING CASE: Deciding How to Make Dough 139Summary 140Key Terms 140Questions for Reflection and Discussion 140OB ACTIVITIES 140Self-Assessment Exercise: How Courageous Are You in Decisions? 140Self-Assessment Exercise: What Is Your Cognitive Style in Making Decisions? 141Ethics Scenario 142Discussion Starter: Recalling a Classic Decision 142Discussion Starter: Factors That Influence the Quality of Decision Making 143Application Journal 143Chapter 7 Leading Self 146OPENING CASE: Courage to Break the Silence 148Knowing Self 150My OB: Has Your Image Been Fixed-Up? 153OB in Action: Self-Regulation in the CEO Suite 154Living Intentionally 154Managing Stress and Roles 157Workplace Stress 157Role Conflict 157OB in Action: More Stressed as a Leader or Follower? 158Dealing with Stress 159OB in Action: Give Me a Break 161Acting Creatively 161The Creative Process 161Characteristics of Creative Individuals 162Improving Creativity in Organizations 162CLOSING CASE: A Pioneer in Leading Self 164Summary 165Key Terms 165Questions for Reflection and Discussion 165OB ACTIVITIES 165Self-Assessment Exercise: What Are Your Self-Leadership Behaviors? 165Ethics Scenario 166Discussion Starter: Debate: To Be or Not to Be Responsible 166Discussion Starter: Authentic Leadership 167Application Journal 167Chapter 8 Understanding Relationships 170OPENING CASE: The Sun Sets on DC Solar 172Politics and Self-Interest 173My OB: Politics at Your University? 174Trust 175OB in Action: Community Trust at Lululemon 177My OB: Fair or Foul 180Fairness 181Negotiation 182Influence Tactics 182Approaches to Negotiation 183My OB: Are You Open to Difficult Conversations? 187Conflict Styles 188CLOSING CASE: Transformational Relationships at Tata 190Summary 191Key Terms 191Questions for Reflection and Discussion 191OB ACTIVITIES 192Self-Assessment Exercise: How Do You React to People Who Act or Think Differently? 192Self-Assessment Exercise: What Is Your Style in Dealing with Conflict? 192Ethics Scenario 193Discussion Starter: Trust Bank Activity 194Discussion Starter: Norton Manufacturing 194Application Journal 195Chapter 9 Leading Others 198OPENING CASE: Creating a Culture of Joy 200Leadership Traits 202OB in Action: Charisma or Courage 203My OB: All for One or One for All? 203Leadership Behavior 205Dimensions of Leadership Behavior 205The Leadership Grid 206My OB: Gender and Leadership—Does One Size Fit All? 206Servant Leadership 208Contingency Theories 209Fiedler’s Contingency Theory 209House’s Path–Goal Theory 210Leader–Member Exchange 211Integrative Models 211Situational Leadership Models 211Integrated Conventional Leadership Model 213Integrated Sustainable Leadership Model 214OB in Action: Serving up a Different Kind of Leadership 218CLOSING CASE: Sustainable Leadership at Work in the Philippines 219Summary 220Key Terms 220Questions for Reflection and Discussion 220OB ACTIVITIES 221Self-Assessment Exercise: What Type of Leader Are You? 221Ethics Scenario 222Discussion Starter: Leading for Peace 222Discussion Starter: What Are the Characteristics of an Outstanding Leader? 223Application Journal 223Chapter 10 Leading Groups and Teams 226OPENING CASE: Teamwork at Gore 228Groups and Teams 229Forming 232My OB: What Makes an Effective Student Team? 234Storming 235OB in Action: Groupthink 238Norming 238My OB: Stimulating Information Sharing 240Performing 241OB in Action: Creating and Celebrating High Performance Teams Is Their Pleasure at Chick-fil-A. 243CLOSING CASE: LEGO Mindstorms 244Summary 245Key Terms 245Questions for Reflection and Discussion 246OB ACTIVITIES 246Self-Assessment Exercise: How Do You Lead teams? 246Ethics Scenario 247Discussion Starter: Wilderness Survival 247Discussion Starter: Avoiding Team Dysfunctions 248Application Journal 249Chapter 11 Communicating with Purpose 252OPENING CASE: People Respect Hershey 254Step 1: Identify Your Message 256Step 2: Encode and Transmit the Message 258Identify and Overcome Communication Barriers 258OB in Action: Your Seat at the Table Sends a Message 259My OB: Communicating across Cultures 260Choose Communication Media and Channels 261My OB: Impersonally Delivering What Is Personal 262My OB: Trouble for Organizations When Members Text and Tweet? 264Step 3: Receive and Decode the Message 265Step 4: Confirm the Message with Feedback 267CLOSING CASE: Lessons in Teaching Abroad 269Summary 270Key Terms 270Questions for Reflection and Discussion 270OB ACTIVITIES 271Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? 271Ethics Scenario 271Discussion Starter: Communicating Your Interests and Active Listening 272Discussion Starter: The Empty Seat 272Application Journal 272Chapter 12 Understanding Organizational Culture and Structure 276OPENING CASE: Ultimate Software: The Ultimate Place to Work 278Basic Assumptions of Organizational Culture 280My OB: What Is the Culture of Your Class? 281Key Values That Shape Organizational Culture 281The Competing Values Framework 282OB in Action: HubSpot’s Culture Code 283Artifacts of Organizational Culture 283Fundamentals of Organizational Structure 284OB in Action: Will a Spoonful of Efficiency Change the Culture of Starbucks? 287My OB: Pros and Cons of the Sharing Economy: Airbnb and Uber 295CLOSING CASE: New Ways of Organizing for New Needs 297Summary 298Key Terms 298Questions for Reflection and Discussion 298OB ACTIVITIES 299Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? 299Ethics Scenario 299Discussion Starter: Organizational Assessment 300Discussion Starter: Chief Sustainability Officers 300Application Journal 300Chapter 13 Developing Organizational Culture and Structures 304OPENING CASE: Managing a Smile Factory 306Creating an Organizational Culture 307OB in Action: When Misfit Is the Right Fit 309Prioritizing a Form of Organizational Culture 310Clan Organizational Culture 310Hierarchy Organizational Culture 311Adhocracy Organizational Culture 312Market Organizational Culture 312My OB: Culture at Your Workplace 313Aligning Organizational Culture with Structure, Technology, and Strategy 314Organizational Structure 314OB in Action: Organizational Structure in the Global Marketplace 317Technology 317Strategy 318OB in Action: Mission-Driven Organizations 320Combining the Pieces to Make Four Organizational Types 320The Simple Type 321The Defender Type 322OB in Action: Culture at Lincoln Electric Has Far-Reaching Benefits 322The Prospector Type 323The Analyzer Type 323CLOSING CASE: Food for Thought about Zero Waste 324Summary 325Key Terms 326Questions for Reflection and Discussion 326OB ACTIVITIES 326Self-Assessment Exercise: Where Are You alongthe Conventional–Sustainable Continuum? 326Ethics Scenario 327Discussion Starter: Introducing Sustainable Culture and Structures in the Classroom 327Discussion Starter: Design for a Soup Kitchen 327Application Journal 328Chapter 14 Motivating with Systems 332OPENING CASE: High-Tech Loyalty at SAS Institute 334Job Design 336My OB: Was Your Big Mac a Big Mistake? 338Performance Management 339OB in Action: Are Awards Stupid? 340Performance Appraisal 340Compensation 343My OB: Is Rank-and-Yank an Effective Motivational Method? 343Training and Development 346Training 346Career Development 347Mission and Vision 348OB in Action: From Garage to the Globe, Google’s Mission Perseveres 351CLOSING CASE: People, the Planet, and Profits at Herman Miller 352Summary 353Key Terms 353Questions for Reflection and Discussion 354OB ACTIVITIES 354Self-Assessment Exercise: Diagnosing Your Job 354Self-Assessment Exercise: Personal Career SWOT Analysis 356Ethics Scenario 356Discussion Starter: Top of Mind 356Discussion Starter: Advertising a Mission (group activity) 357Application Journal 357Chapter 15 Leading Organizational Change 360OPENING CASE: Change or Else 362Step 1: Recognize Need 365OB in Action: Diverging Thoughts at Harvard 366Step 2: Unfreeze 367OB in Action: Managing the Morning After the Merger 369Step 3: Change 370My OB: How Does Change Make You Feel? 371Members’ Confidence in Organizational Leaders 372Members’ Confidence in Their Own Ability 373Members’ Attitudes toward the Change 374OB in Action: Change in the Family at Edgerton Gear 375Step 4: Refreeze 375CLOSING CASE: Ethical Outage at PG&E 377Summary 378Key Terms 378Questions for Reflection and Discussion 378OB ACTIVITIES 379Self-Assessment Exercise: How Do You Cope with Change? 379Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? 380Ethics Scenario 380Discussion Starter: Balls of Fun 380Discussion Starter: Engineering Change in Bangladesh 381Application Journal 381Chapter 16 Creating Organizations 384OPENING CASE: A Profitable Business Rises from the Trash 386Identify Opportunity 389Take Initiative 390My OB: When a Hobby Becomes a New Venture 392OB in Action: From Failure to Famous 394Develop Plans 394OB in Action: Recipe for Success 397Mobilize Resources 399OB in Action: Are the Waters Safe for Entrepreneurs? 399CLOSING CASE: Beauty in Entrepreneurship 402Summary 403Key Terms 403Questions for Reflection and Discussion 403OB ACTIVITIES 404Self-Assessment Exercise: What Kind of Entrepreneur Might You Be? 404Ethics Scenario 404Discussion Starter: Intrapreneurship in Academia 405Discussion Starter: U2 Can Be a Social Entrepreneur 405Application Journal 405Glossary G-1Endnotes E-1Name Index I-1Organization Index I-6Subject Index I-11