Canadian Organizational Behaviour PDF 11th Edition (2021) - Mc Shane

lOMoARcPSD|36430620 1 Proof For ORG Canadian Organizational Behaviour, 11th Edition (2021) Mc Shane Behaviour in Organizations (Simon Fraser University) Scan to open on Studocu...

lOMoARcPSD|36430620 1 Proof For ORG Canadian Organizational Behaviour, 11th Edition (2021) Mc Shane Behaviour in Organizations (Simon Fraser University) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Contents Preface xiv Global Connections 1.4: The Doctor Is Ill...But Will See You Now 24 Chapter Summary 25 PART ONE Introduction Key Terms 26 Critical Thinking Questions 27 CHAPTER 1 Case Study Promoting Safe Behaviour at Mother Parkers 27 Introduction to the Field of Organizational Class Exercise World Café on the Emerging Workplace 29 Behaviour 1 Class Exercise IT All Makes Sense? 30 Self-Assessments for Chapter 1 30 LEARNING OBJECTIVES 1 Welcome to the Field of Organizational Behaviour! 2 PART TWO Individual Behaviour What is Organizational Behaviour? 2 and Processes Historical Foundations of Organizational Behaviour 3 CHAPTER 2 Why Organizational Behaviour Is Important 4 Why OB is Important for You 4 Individual Differences: Personality and Values 31 Why OB is Important for Organizations 5 LEARNING OBJECTIVES 31 Global Connections 1.1: 21 Days of Y’ello Care 7 Personality and the Five-Factor Model in Organizations 32 Connecting the Dots: An Integrative Model of What Causes Personality: Nature Versus Nurture 32 Organizational Behaviour 8 Five-Factor Model of Personality 33 Anchors of Organizational Behaviour Knowledge 9 Caveats When Applying the Five-Factor Model 36 The Systematic Research Anchor 9 Other Personality Concepts: The Dark Triad and MBTI Types 37 Debating Point: Is There Enough Evidence to Support The Dark Triad 37 Evidence-Based Management? 10 Global Connections 2.1: Is Your CEO Narcissistic? Count the The Practical Orientation Anchor 11 Tweets 38 The Multidisciplinary Anchor 11 Jungian Personality Theory and the Myers-Briggs Type The Contingency Anchor 11 Indicator 39 The Multiple Levels of Analysis Anchor 12 Debating Point: Should Companies Use Personality Tests to The Emerging Workplace Landscape 12 Select Job Applicants? 40 Diversity and the Inclusive Workplace 13 Values in the Workplace 41 Work–Life Integration 14 Types of Values 42 Remote Work 15 Values and Individual Behaviour 42 Values Congruence 44 Global Connections 1.2: Emsisoft Thrives as a Fully Remote Organization 16 Global Connections 2.2: “Your Values Are More Important Than Your CV” at IKEA 44 Employment Relationships 17 Ethical Values and Behaviour 45 MARS Model of Individual Behaviour and Performance 18 Four Ethical Principles 45 Employee Motivation 18 Moral Intensity, Moral Sensitivity, and Situational Ability 19 Influences 45 Role Perceptions 20 Global Connections 2.3: Alcoa Executive Sets Ethical Situational Factors 20 Standard in Russia 44 Types of Individual Behaviour 21 Supporting Ethical Behaviour 47 Task Performance 21 Values Across Cultures 48 Global Connections 1.3: Adaptive Performance in Daimler’s Individualism and Collectivism 48 Swarm Teams 22 Power Distance 49 Organizational Citizenship Behaviours 23 Uncertainty Avoidance 49 Counterproductive Work Behaviours 23 Achievement-Nurturing Orientation 50 Joining and Staying with the Organization 23 Caveats about Cross-Cultural Knowledge 50 Maintaining Work Attendance 24 Cultural Diversity within Canada 50 vi Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Contents vii Global Connections 2.4: Cross-Cultural Hiccups at Self-Assessments for Chapter 3 84 Beam Suntory 50 Chapter Summary 52 CHAPTER 4 Key Terms 53 Workplace Emotions, Attitudes, and Stress 85 Critical Thinking Questions 53 Case Study SNC-Lavalin Group Inc. 54 LEARNING OBJECTIVES 85 Team Exercise Ethics Dilemma Vignettes 55 Emotions in the Workplace 86 Class Exercise Personal Values Exercise 56 Types of Emotions 86 Self-Assessments for Chapter 2 57 Emotions, Attitudes, and Behaviour 88 CHAPTER 3 How Emotions Influence Attitudes and Behaviour 89 Generating Positive Emotions at Work 90 Perceiving Ourselves and Others in Cognitive Dissonance 91 Organizations 58 Debating Point: Is Having Fun at Work Really a Good Idea? 91 LEARNING OBJECTIVES 58 Emotions and Personality 92 Self-Concept: How We Perceive Ourselves 59 Managing Emotions at Work 92 Self-Concept Complexity, Consistency, and Clarity 59 Emotional Display Norms Across Cultures 92 Global Connections 3.1: Career Alignment Through Global Connections 4.1: Smiling in Russia: More Emotional Self-Concept Clarity 61 Labour than in Canada 93 Self-Enhancement 62 Strategies for Displaying Expected Emotions 93 Self-Verification 62 Emotional Intelligence 94 Self-Evaluation 63 Emotional Intelligence Outcomes and Development 95 The Social Self 63 Global Connections 4.2: Developing Emotional Intelligence Self-Concept and Organizational Behaviour 64 at Indian Railways 96 Global Connections 3.2: Starbucks Nurtures Employees’ Job Satisfaction 96 Social Identity in China 65 Job Satisfaction and Work Behaviour 97 Perceiving the World around Us 65 Job Satisfaction and Performance 98 Perceptual Organization and Interpretation 66 Job Satisfaction and Customer Satisfaction 98 Specific Perceptual Processes and Problems 68 Job Satisfaction and Business Ethics 100 Stereotyping in Organizations 68 Organizational Commitment 100 Global Connections 3.3: You People! Exposing Stereotyping in South Africa 69 Consequences of Affective and Continuance Commitment 100 Attribution Theory 71 Building Affective Commitment 101 Self-Fulfilling Prophecy 72 Work-Related Stress and Its Management 101 Other Perceptual Effects 74 General Adaptation Syndrome 102 Improving Perceptions 75 Consequences of Distress 103 Awareness of Perceptual Biases 75 Improving Self-Awareness 75 Stressors: The Causes of Stress 103 Debating Point: Do Diversity Programs Reduce Individual Differences in Stress 105 Perceptual Biases? 76 Managing Work-Related Stress 105 Meaningful Interaction 78 Global Connections 4.3: Reducing Stress By Global Mindset: Developing Perceptions across Borders 79 Rewarding Longer Sleeps 106 Global Connections 3.4: EY Cultivates a Global Mindset Chapter Summary 107 Through International Secondments 79 Key Terms 108 Developing A Global Mindset 80 Critical Thinking Questions 108 Chapter Summary 80 Case Study Diana’s Disappointment: The Promotion Key Terms 81 Stumbling Block 109 Critical-Thinking Questions 81 Case Study Rough Seas on The Link650 110 Case Study HY Dairies Ltd. 82 Team Exercise Ranking Jobs on Their Emotional Team Exercise Personal and Organizational Strategies for Labour 112 Developing a Global Mindset 83 Self-Assessments for Chapter 4 113 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 viii Contents CHAPTER 5 Improving Reward Effectiveness 151 Link Rewards to Performance 151 Foundations of Employee Motivation 114 Ensure That Rewards Are Relevant 151 LEARNING OBJECTIVES 114 Global Connections 6.2: When Rewards Go Wrong 152 Employee Motivation, Drives, and Needs 115 Use Team Rewards for Interdependent Jobs 152 Employee Drives and Needs 116 Ensure That Rewards Are Valued 152 Individual Differences in Needs 117 Watch Out for Unintended Consequences 153 Drive-Based Motivation Theories 118 Job Design Practices 153 Four-Drive Theory 118 Job Design and Work Efficiency 153 Maslow’s Needs Hierarchy Theory 119 Global Connections 6.3: Job Specialization at the Arsenal of Global Connections 5.1: Petronas Balances Fulfilment of Venice 154 Employees’ Drives 119 Scientific Management 154 Intrinsic and Extrinsic Motivation 121 Problems with Job Specialization 155 Learned Needs Theory 122 Job Design and Work Motivation 155 Expectancy Theory of Motivation 123 Job Characteristics Model 155 Expectancy Theory in Practice 124 Global Connections 6.4: Thriving on Enriched Jobs at Organizational Behaviour Modification and Social Cognitive Softcom Nigeria 156 Theory 125 Social and Information Processing Job Characteristics 157 Organizational Behaviour Modification 126 Job Design Practices That Motivate 158 Social Cognitive Theory 127 Debating Point: Job Rotation Has Costs, Not Just Benefits 159 Global Connections 5.2: KPMG Motivates Employee Psychological Empowerment Practices 161 Learning with Gamification 128 Supporting Psychological Empowerment 161 Goal Setting and Feedback 129 Self-Leadership Practices 161 Characteristics of Effective Feedback 130 Personal Goal Setting 162 Global Connections 5.3: Strengths-Based Coaching at Stryker 131 Constructive Thought Patterns 162 Sources of Feedback 132 Global Connections 6.5: Overcoming Negative Self-Talk 163 Evaluating Goal Setting and Feedback 132 Designing Natural Rewards 163 Organizational Justice 133 Self-Monitoring 163 Distributive Justice and Equity Theory 133 Self-Reinforcement 164 Debating Point: Does Equity Motivate More Than Equality? 134 Effectiveness of Self-Leadership 164 Procedural and Interactional Justice 137 Personal and Situational Predictors of Self-Leadership 164 Chapter Summary 138 Chapter Summary 165 Key Terms 139 Key Terms 166 Critical Thinking Questions 139 Critical Thinking Questions 166 Case Study Predicting Harry’s Work Effort 140 Case Study Yakkatech Ltd. 166 Case Study Barrie Super Subs 141 Team Exercise Is Student Work Enriched? 167 Class Exercise Needs Priority Exercise 142 Self-Assessments for Chapter 6 169 Self-Assessments for Chapter 5 143 CHAPTER 6 PART THREE Team Processes Applied Performance Practices 144 CHAPTER 7 LEARNING OBJECTIVES 144 Decision Making and Creativity 170 The Meaning of Money in the Workplace 145 LEARNING OBJECTIVES 170 Membership- and Seniority-Based Rewards 146 Rational Choice Decision Making 171 Job Status–Based Rewards 147 Rational Choice Decision Process 172 Competency-Based Rewards 147 Problems with Rational Choice Decision Making 173 Performance-Based Rewards 147 Global Connections 6.1: Skill-Based Pay at Wonderful Identifying Problems and Opportunities 173 Company 148 Problems with Problem Identification 173 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Contents ix Global Connections 7.1: Choosing the Best Decision Team Design Elements 206 Process at Bosch Packaging Technology 174 Task Characteristics 206 Identifying Problems and Opportunities More Effectively 175 Team Size 208 Searching for, Evaluating, and Choosing Alternatives 175 Team Composition 208 Problems with Goals 175 Team Processes 210 Global Connections 7.2: Mental Model Myopia Almost Team Development 210 Rejected Seinfeld 176 Global Connections 8.2: Diverse Teams Reorganize Problems with Information Processing 176 Rijksmuseum 211 Problems with Maximization 178 Team Norms 212 Evaluating Opportunities 178 Team Roles 213 Emotions and Intuition in Decision Making 179 Team Cohesion 214 Emotions and Making Choices 179 Global Connections 8.3: Communal Meals Build Team Intuition and Making Choices 180 Cohesion 215 Making Choices More Effectively 181 Team Trust 216 Implementing and Evaluating Decisions 182 Team Mental Models 217 Implementing Decisions 182 Improving Team Processes Through Team Building 218 Evaluating Decisions 182 Self-Directed Teams 218 Escalation of Commitment 182 Success Factors for Self-Directed Teams 219 Evaluating Decision Outcomes More Effectively 183 Remote (Virtual) Teams 219 Creativity 183 Success Factors for Remote Teams 220 The Creative Process 184 Team Decision Making 220 Characteristics of Creative People 185 Constraints on Team Decision Making 220 Organizational Conditions Supporting Creativity 186 Debating Point: Are Remote Teams More Trouble Than They’re Worth? 221 Global Connections 7.3: Supporting Creativity for Everyone at Estée Lauder 187 Global Connections 8.4: Meetups Strengthen Automattic’s Remote Teams 222 Activities That Encourage Creativity 187 Improving Decision Making and Creativity in Employee Involvement in Decision Making 189 Teams 224 Debating Point: Should Organizations Practise Chapter Summary 225 Democracy? 190 Key Terms 227 Benefits of Employee Involvement 191 Critical Thinking Questions 227 Contingencies of Employee Involvement 192 Case Study Arbrecorp Ltée 228 Chapter Summary 193 Team Exercise Team Tower Power 229 Key Terms 193 Team Exercise Survival on the Moon 229 Critical Thinking Questions 194 Self-Assessments for Chapter 8 231 Case Study Dogged By the Wrong Problem 195 Class Exercise Employee Involvement Incidents 196 CHAPTER 9 Class Exercise Creativity Brainbusters 197 Communicating in Teams and Organizations 232 Self-Assessments for Chapter 7 198 LEARNING OBJECTIVES 232 CHAPTER 8 The Importance of Communication 233 Team Dynamics 199 A Model of Communication 234 Influences on Effective Encoding and Decoding 235 LEARNING OBJECTIVES 199 Global Connections 9.1: Encoding–Decoding Challenges Teams and Informal Groups 200 Across Generations 236 Informal Groups 201 Communication Channels 236 Benefits and Limitations of Teams 202 Digital Written Communication 237 The Challenges of Teams 202 Social Media Communication in the Workplace 239 A Model of Team Effectiveness 204 Global Connections 9.2: Bosch Employees Improve Organizational and Team Environment 205 Collaboration Through Social Media 240 Global Connections 8.1: European Firms Support Teamwork Nonverbal Communication 240 with Obeya Rooms 206 Choosing the Best Communication Channel 242 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 x Contents Synchronicity 242 Contingencies of Power 266 Social Presence 242 Nonsubstitutability 266 Social Acceptance 243 Centrality 267 Media Richness 243 Visibility 267 Communication Channels and Persuasion 245 Discretion 267 Communication Barriers (Noise) 246 The Power of Social Networks 267 Perceptions 246 Debating Point: How Much Power Do CEOs Really Possess? 268 Language 246 Social Capital and Sources of Power 269 Jargon 246 Gaining Power Through Social Networks 269 Filtering 246 Consequences of Power 272 Information Overload 247 Influencing Others 272 Cross-Cultural and Gender Communication 247 Types of Influence Tactics 272 Nonverbal Differences Across Cultures 249 Global Connections 10.1: Ontario Firm Systemically Gender Differences In Communication 249 Supports the “Old Boys’” Network 273 Global Connections 10.2: Deadly Consequences of Improving Interpersonal Communication 250 Workplace Bullying 275 Getting Your Message Across 250 Consequences and Contingencies of Influence Tactics 277 Active Listening 250 Organizational Politics 278 Improving Communication Throughout the Hierarchy 251 Individual Differences in Organizational Politics 279 Workspace Design 251 Global Connections 10.3: Playing Politics with the Vacation Digitally Based Organizational Communication 252 Schedule 280 Direct Communication with Top Management 252 Minimizing Organizational Politics 280 Communicating Through the Grapevine 252 Chapter Summary 281 Global Connections 9.3: Advice to CEOs: Listen—Act— Key Terms 282 Repeat 253 Critical Thinking Questions 282 Grapevine Characteristics 253 Case Study Resonus Corporation 283 Grapevine Benefits and Limitations 253 Case Study JP Morgan’s Whale 284 Debating Point: Should Management Use the Grapevine to Team Exercise Deciphering The (Social) Network 285 Communicate to Employees? 254 Team Exercise Managing Your Boss 285 Chapter Summary 255 Self-Assessments for Chapter 10 286 Key Terms 256 Critical Thinking Questions 256 CHAPTER 11 Case Study Difficult Connections 257 Conflict and Negotiation in the Workplace 287 Team Exercise Cross-Cultural Communication Game 258 Team Exercise Practising Active Listening 259 LEARNING OBJECTIVES 287 Self-Assessments for Chapter 9 259 The Meaning and Consequences of Conflict 288 Is Conflict Good or Bad? 289 CHAPTER 10 The Emerging View: Task and Relationship Conflict 290 Task Conflict 290 Power and Influence in the Workplace 260 Relationship Conflict 290 LEARNING OBJECTIVES 260 Minimizing Relationship Conflict During Task Conflict 290 The Meaning of Power 261 Debating Point: Can People Avoid Relationship Conflict Sources of Power in Organizations 262 During Disagreements? 292 Conflict Process Model 293 Legitimate Power 262 Structural Sources of Conflict in Organizations 293 Reward Power 264 Incompatible Goals 293 Coercive Power 264 Global Connections 11.1: Uber Conflict with Incompatible Expert Power 264 Goals and Differentiation 294 Referent Power 264 Differentiation 294 Deference To Power 265 Interdependence 294 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Contents xi Global Connections 11.2: Open Office, Hidden Conflict 295 Transformational Leadership and Charisma 321 Scarce Resources 296 Global Connections 12.2: Did Charismatic Leadership Ambiguous Rules 296 Cause Steinhoff’s Downfall? 322 Communication Problems 296 Evaluating the Transformational Leadership Perspective 323 Interpersonal Conflict-Handling Styles 296 Managerial Leadership Perspective 323 Choosing The Best Conflict-Handling Style 298 Interdependence of Managerial and Transformational Leadership 323 Cultural and Gender Differences in Conflict-Handling Styles 299 Task-Oriented and People-Oriented Leadership 324 Structural Approaches to Conflict Management 299 Servant Leadership 324 Emphasize Superordinate Goals 299 Path–Goal and Leadership Substitutes Theories 326 Global Connections 11.3: Improving Mutual Understanding Path–Goal Leadership Theory 326 Through Lunch Roulettes 300 Leadership Substitutes Theory 328 Reduce Differentiation 300 Implicit Leadership Perspective 329 Improve Communication and Mutual Understanding 301 Prototypes of Effective Leaders 329 Reduce Interdependence 301 The Romance of Leadership 329 Increase Resources 301 Personal Attributes Perspective of Leadership 330 Clarify Rules and Procedures 302 Eight Important Leadership Attributes 331 Third-Party Conflict Resolution 302 Global Connections 12.3: Transformational Leader Carolyn Choosing the Best Third-Party Intervention Strategy 302 McCall Identifies Important Leadership Attributes 332 Authentic Leadership 333 Resolving Conflict Through Negotiation 304 Debating Point: Should Leaders Really Be Authentic All the Distributive Versus Integrative Approaches to Time? 334 Negotiation 304 Personal Attributes Perspective Limitations and Practical Preparing to Negotiate 305 Implications 335 The Negotiation Process 306 Cross-Cultural and Gender Issues in Leadership 335 The Negotiation Setting 308 Gender and Leadership 335 Global Connections 11.4: Reducing The Gender Wage Gap Through Negotiation Skills 309 Chapter Summary 336 Key Terms 337 Gender And Negotiation 309 Critical Thinking Questions 337 Chapter Summary 310 Case Study A Window on Life 337 Key Terms 311 Team Exercise Leadership Diagnostic Analysis 339 Critical Thinking Questions 311 Self-Assessments for Chapter 12 339 Case Study Discord Investments 312 Case Study Conflict-Handling Incidents 313 Team Exercise Kumquat Conflict Role Play 315 PART FOUR Organizational Self-Assessments for Chapter 11 315 Processes CHAPTER 12 CHAPTER 13 Leadership in Organizational Settings 316 Designing Organizational Structures 340 LEARNING OBJECTIVES 316 LEARNING OBJECTIVES 340 What is Leadership? 317 Division of Labour and Coordination 341 Shared Leadership 317 Division of Labour 341 Transformational Leadership Perspective 318 Coordinating Work Activities 342 Develop and Communicate a Strategic Vision 319 Global Connections 13.1: ESA Coordinates Satellite Design Global Connections 12.1: Art Phillips’ Vision of a Livable Through Concurrent Engineering 343 Vancouver 320 Elements of Organizational Structure 345 Model the Vision 321 Span of Control 345 Encourage Experimentation 321 Centralization and Decentralization 348 Build Commitment Toward the Vision 321 Formalization 348 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 xii Contents Mechanistic Versus Organic Structures 349 Organizational Culture and Business Ethics 379 Forms of Departmentalization 350 Merging Organizational Cultures 379 Simple Structure 351 Bicultural Audit 379 Functional Structure 351 Strategies for Merging Different Organizational Divisional Structure 352 Cultures 380 Global Connections 13.2: Toyota’s Evolving Divisional Global Connections 14.3: Alaska Air’s Acquisition of Virgin Structure 354 America: From Separation to Integration 381 Global Connections 13.3: Bosch Powers Ahead with a Changing and Strengthening Organizational Culture 382 Team-Based Organizational Structure 355 Model Desired Culture Through Actions of Founders and Team-Based Structure 355 Leaders 382 Matrix Structure 356 Align Artifacts with the Desired Culture 383 Debating Point: DO Organizations Really Need to Adopt a Introduce Culturally Consistent Rewards and Matrix Structure? 358 Recognition 383 Network Structure 359 Support Workforce Stability and Communication 384 Contingencies of Organizational Design 360 Use Attraction, Selection, and Socialization for Cultural Fit 384 External Environment 360 Global Connections 13.4: The Risk of Centralizing Authority Organizational Socialization 385 During Pandemics 361 Learning and Adjustment Process 385 Organizational Size 361 Global Connections 14.4: Junior Investment Analysts Experience Psychological Contract Violations 386 Technology 362 Psychological Contracts 386 Organizational Strategy 362 Chapter Summary 363 Stages of Organizational Socialization 387 Key Terms 363 Improving the Socialization Process 389 Critical Thinking Questions 364 Chapter Summary 390 Case Study Merritt’s Bakery 364 Key Terms 391 Team Exercise The Club ED Exercise 365 Critical Thinking Questions 391 Self-Assessments for Chapter 13 366 Case Study Hillton’s Transformation 392 Team Exercise Organizational Culture Metaphors 393 CHAPTER 14 Self-Assessments for Chapter 14 394 Organizational Culture 367 CHAPTER 15 LEARNING OBJECTIVES 367 Organizational Change 395 Elements of Organizational Culture 368 LEARNING OBJECTIVES 395 Content of Organizational Culture 369 Global Connections 14.1: Takata’s Espoused Versus Lewin’s Force Field Analysis Model 396 Enacted Organizational Values 370 Understanding Resistance to Change 398 Organizational Subcultures 371 Why Employees Resist Change 399 Deciphering Organizational Culture Through Artifacts 372 Unfreezing, Changing, and Refreezing 401 Organizational Stories and Legends 372 Creating an Urgency for Change 401 Organizational Language 372 Reducing the Restraining Forces 402 Rituals and Ceremonies 373 Global Connections 15.1: Supporting Change Through Communication at EE 404 Physical Structures and Symbols 374 Refreezing the Desired Conditions 405 Is Organizational Culture Important? 374 Global Connections 15.2: New Systems and Structures The Meaning and Potential Benefits of a Strong Reinforce Change at Superior Cabinets 405 Culture 375 Leadership, Coalitions, and Pilot Projects 406 Contingencies of Organizational Culture and Effectiveness 376 Transformational Leadership and Change 406 Debating Point: Is Corporate Culture an Overused Coalitions, Social Networks, and Change 406 Phrase? 377 Pilot Projects and Diffusion of Change 406 Global Connections 14.2: Uber Shifts Gears Toward a More Global Connections 15.3: Trailblazing Viral Change at RSA Ethical Culture 378 Insurance 407 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Contents xiii Four Approaches to Organizational Change 408 Team Exercise Strategic Change Incidents 418 Action Research Approach 408 Self-Assessments for Chapter 15 418 Debating Point: What’s the Best Speed for Organizational Change? 409 Additional Cases CA-1 Appreciative Inquiry Approach 410 Appendix Large Group Intervention Approach 412 Theory Building and Systematic Research Methods AP-1 Parallel Learning Structure Approach 412 Cross-Cultural and Ethical Issues in Organizational Change 413 Sources SO-1 Organizational Behaviour: The Journey Continues 414 Glossary GL-1 Chapter Summary 414 Endnotes EN-1 Key Terms 415 Critical Thinking Questions 415 Index IN-1 Case Study Transact Insurance Corporation 416 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Preface culture of teamwork; how Canadian financial services giant Manulife strives to be an inclusive workplace through non- conscious bias training; how Galvanize CEO Laurie Schultz has applied leadership practices to transform the Vancouver- headquartered organization into the global leader in cloud- based governance, risk management, and compliance software; how Canada Post generated feelings of inequity due to its different pay practices for urban versus rural/sub- urban mail carriers; and how Atlantic Lottery Corporation has become an award-winning hive of creativity by applying design thinking practices. Welcome to the exciting world of organizational behav- iour! Knowledge is replacing infrastructure. Social media and remote teams are transforming the way employees work together. Employees are guided more by values and ©SFIO CRACHO/Shutterstock self-leadership than by command-and-control management. Employees at Halifax-based Bluedrop Training and Simulation engage in divergent thinking to design and develop state- of-the-art training and simulation products. Tushar Sehgal descr bes one such incident. The Bluedrop technical project Companies are looking for employees with emotional intelli- manager and a co-worker were shopping at Home Depot when they saw a black pipe coupling product. They soon realized that it could become the hand tracking mechanism they needed for Bluedrop’s prototype of the world’s first gence and effective teamwork skills, not just technical smarts. virtual-reality helicopter crew trainer. “It was one of those ‘aha’ moments,” says Sehgal. “We put that around our wrists as a joke and then realized, wa t, this is going to work.” The employees bought two of them, drilled holes, attached markers, and found out that the item worked nicely. “There [are] many stories like that inspiration coming from random parts and Canadian Organizational Behaviour, Eleventh Edition, is random shopping trips,” Sehgal observes.* written in the context of these emerging workplace realities. *Based on nformation in: T Ayres “Hel cop er Simulator Accompanies CH 148 Cyclones ” Halifax Chronic e Herald February 24 2018 B1 This edition explains how work–life integration is becoming an essential employee practice in the workplace; how social Along with its Canadian focus, this book has been writ- networks generate power and shape communication patterns; ten from the view that globalization has a profound influence how emotions influence employee motivation, attitudes, and on the workplace. We continue this global focus by discuss- decisions; how self-concept is a significant determinant of ing several international and cross-cultural issues throughout individual behaviour, team cohesion, and leadership; and the book. Furthermore, every chapter includes truly global how adopting a global mindset has become an important examples, not just how companies from North America employee characteristic in this increasingly interconnected operate in other parts of the world. world. This book also adopts the view that organizational For example, we describe how smiling at customers tends behaviour is not just for managers; it is relevant and valuable to create more emotional labour in people from Russia than to anyone who works in and around organizations. from Canada; how the witty “You People!” commercial produced by South African restaurant chain Nando’s pokes Canadian and Global Focus fun at our tendency to stereotype others; how ING Bank and other European firms have introduced Obeya rooms to Canadian Organizational Behaviour, Eleventh Edition, encourage more team-oriented decision making; how com- is written by Canadians for Canadians. It includes several munication has been a key ingredient for successful organi- Canadian cases, is anchored by Canadian and global schol- zational change at EE, the United Kingdom’s largest mobile arship, and is filled with Canadian examples of organi- network; and how Emsisoft and Automattic succeed as zational behaviour in practice. For example, you will read distributed organizations with staff who work completely about how Verafin in St. John’s, Newfoundland, thrives on a remotely around the world. xiv Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Preface xv Global Connections 3.3 examples about work life. Lengthier stories appear in Global Connections, which “connect” OB concepts with real organi- YOU PEOPLE! EXPOSING STEREOTYPING IN SOUTH AFRICA* zational incidents and situations around the world. Case stud- South African restaurant chain Nando’s recently launched a witty advertisement that pokes fun at our ies in each chapter as well as video case studies associated tendency to stereotype people who are different from us. The “You People” video has several brief scenes where viewers easily misperceive the actors’ role in with this book connect OB concepts to emerging workplace the scene (upscale customer versus employee) or the meaning of their actions (running for exercise versus realities. These anecdotes and detailed descriptions discuss running away from police). It also shows that those who stereotype “you people” fail to recognize similar large and small organizations in a wide range of industries behaviour in themselves. “‘You people’ is a phrase often used by South Africans when describing people who are different to ©Aaron Amat/Shutterstock across Canada and globally. them,” says Doug Place, Nando’s chief marketing officer in Johannesburg. “It’s a phrase that goes hand in hand greater harmony in society. “If you’re watching our ad with an unconscious bias.” Place explains that Nando’s created the ad to encourage discussion about stereotyping and to promote and say ‘I’ve done that’ (hopefully with a guilty smile), then we’ve been successful at starting a crucial con- versation—hopefully one that starts with ‘us people’.” Contemporary Theory Foundation * J Richardson “Nando’s Takes on Stereotypes w th Their H lar ous New Ad #YouPeople [V deo] ” The South African November 26 2018 J Tennant “#NewCampaign All You People This Ad s for You ” Advertis ng News November 26 2018 Vivid real-world examples and practices are valuable only if they are connected to good theory. Canadian Organizational Behaviour has developed a reputation for its solid founda- Linking Theory with Reality tion of contemporary and classic research and writing. This Every chapter of Canadian Organizational Behaviour, evidence-based foundation is apparent from the amount and Eleventh Edition, is filled with examples to make OB knowl- quality of literature cited in each chapter, including dozens edge more meaningful and to illuminate the relevance and of articles, books, and other sources. This results in what we excitement of this field. These stories about real people and believe is the most up-to-date organizational behaviour text- organizations translate academic theories into useful knowl- book available. These references also reveal that we reach out edge and real-life applications. For example, we describe to marketing, information management, human resource man- how Canada’s Jeremy Gutsche has built his expert power agement, and other business disciplines for new ideas. This and personal brand as one of the world’s leading trend spot- book is rigorously focused on information that readers value, ters; how Uber executives are replacing the transportation namely OB knowledge and practices. Consequently, with a network firm’s dysfunctional culture with one that is more few classic exceptions, we avoid writing a “who’s-who” book; productive and ethical; how medical devices firm Stryker most scholars are named in the references, not in the main text. improves employee motivation and performance through strengths-based coaching; how a new organizational struc- EXHIBIT 1.7 MARS Model of Individual Behaviour and Results ture helped Sobeys (Canada’s second-largest food retailer) Individual characteristics MARS Model recover and ultimately prosper following a disastrous acqui- Situational Behaviour Personality sition; and how IKEA focuses on personal values when hiring Motivation factors and results Values Task performance job applicants around the world. This edition also relates the Self-concept Organizational citizenship Ability Counterproductive COVID-19 pandemic to several OB concepts and practices. Perceptions work behaviours Emotions and Joining/staying with attitudes the organization Role perceptions Maintaining Stress attendance One of the driving forces for writing Canadian Organizational Behaviour was to provide a more respon- sive conduit for emerging OB knowledge to reach students, practitioners, and fellow scholars. To its credit, Canadian Galvanize CEO Laurie Schultz is recognized as one of Organizational Behaviour is apparently the first major Canada’s best business leaders due to her vision, role modelling, transparent communication, and personalized OB book to discuss the full self-concept model (not just support for employees at the Vancouver-based GRC software company. core self-evaluation), workplace emotions, social iden- Photo by Good Side Photo and provided by the Greater Vancouver Board of Trade tity theory, global mindset, four-drive theory, predictors of moral intensity, specific elements of social networks, These case studies and anecdotes appear in many forms. appreciative inquiry, affective events theory (but without Every chapter of Canadian Organizational Behaviour, the jargon), somatic marker hypothesis (also without the Eleventh Edition, is filled with captioned photos and in-text jargon), remote teams, Schwartz’s values model, employee Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 xvi Preface engagement, learning orientation, social and informa- tion processing characteristics of job design, and several Active Learning and Critical other groundbreaking topics. This edition continues this Thinking Support leadership by introducing the latest knowledge on design We teach organizational behaviour, so we understand how thinking, the shifting trends in digital communication in important it is to use a textbook that offers deep support organizations, five strategies for regulating emotions, key for active learning and critical thinking. Business school cultural values of Indigenous Canadians, several caveats accreditation associations also emphasize the importance when applying the five-factor personality model, the ethic of the learning experience, which further reinforces our of care, psychological safety in team decision making and attention on classroom activities. Canadian Organizational conflict management, four criteria for selecting the pre- Behaviour, Eleventh Edition, includes more than two dozen ferred communication channel, and reducing dysfunctional case studies in various forms and levels of complexity. It conflict through intergroup mirroring. offers four dozen self-assessments, most of which have been empirically tested and validated. Organizational Behaviour Student critical thinking is further aided with a Debating Knowledge for Everyone Point in each chapter. This feature demonstrates that seem- ingly obvious OB knowledge may be contested by contrary Another distinctive feature of Canadian Organizational evidence and logical counterarguments. Debating Point Behaviour, Eleventh Edition is that it is written for everyone boxes encourage students to continuously seek out divergent in organizations, not just managers. The philosophy of this viewpoints and evidence rather than unquestioningly accept book is that everyone who works in and around organiza- the validity of existing theories and practices. tions needs to understand and make use of organizational Canadian Organizational Behaviour, Eleventh Edition, is behaviour knowledge. People throughout the organization— also a rich resource for in-class activities, such as the Kumquat systems analysts, production employees, accounting profes- Conflict Role Play, Personal Values Exercise, Employee sionals, and others—are taking on more responsibilities as Involvement Cases, Deciphering the (Social) Network, World companies remove layers of management and give the rest Café on the Emerging Workplace, Ethics Dilemma Vignettes, of us more autonomy and accountability for our work out- and the Cross-Cultural Communication Game. comes This book helps everyone to make sense of organiza- tional behaviour, and provides the conceptual tools to work Critical Thinking Questions more effectively in the workplace. 1. Superb Consultants has submitted a proposal to analyze your organization’s culture. The proposal states that Superb has developed a revolutionary new survey to tap the company’s true culture. The survey takes just 10 Debating Point: CAN PEOPLE AVOID RELATIONSHIP minutes to complete, and the consultants say results can CONFLICT DURING DISAGREEMENTS? be based on a small sample of employees. Discuss the merits and limitations of this proposal. 2. All members of the executive team at Claybuild, a One of the core ideas in conflict theory is that people can Negative emotions aren’t just attributed to information disagree with each other regarding an issue (task conflict) in the opposing message; they are also attributed to the national manufacturer of bricks and related building without experiencing negative emotions toward each other source of that message This occurs because we naturally materials, strongly believe that quality control and effi- (relationship conflict) The most popular book on negotia try to make sense of disruptive conditions and this includes ciency are the two cornerstones of the company’s future tion makes this point by stating that the parties need to forming adverse interpretations about why a co worker has success. Every Claybuild executive meeting begins by “separate the people from the problem ”* It advises that the disagreed with our proposal or behaviour Consequently participants need to view themselves as “working side by relationship conflict seems to form as soon as we become discussing ways to improve product quality and operate side attacking the problem not each other” aware that our ideas or actions are being challenged more efficiently in the manufacturing process, distribu- Scholars do recognize that separating task from relation Relationship conflict may also be unavoidable because it tion system, and administrative processes. The compa- ship conflict isn’t easy but they claim it is possible ** People disrupts the current or expected pattern of behaviour which ny’s website proudly describes its dedication to quality with we l developed emotional intel igence can control nega produces negative emotions toward those who caused that tive emotional reactions (anger frustration hurt etc ) and can disruption People have a natural desire to maintain the sta and efficiency. The CEO has given speeches to several reframe the conflict as a constructive event rather than as a tus quo **** Even those who propose change want to see their retail client events on Claybuild’s quality–efficiency cul- personal attack Research also suggests that relationship con ideas flow predictably through to the future without opposi ture. However, an industry expert suggests that quality flict is less likely to occur when the parties understand each tion This effect occurs because people want to believe they and efficiency represent Claybuild’s espoused culture, other’s views such as in high performing teams Psychological control their situation whereas disagreement reduces per safety norms have also been identified as a way to avoid rela ceived control and predictability in the work environment but not so much its enacted culture. What does the indus- tionship conflict while engaging in task conflict Relationship conflict may also be inevitable in any disagree try expert mean by this, and what evidence might suggest The abi ity to avoid relationship conflict during task con ment because all communication has both a relational and that their opinion is correct? flict sounds promising in theory yet in practice it may be substantive function ***** This means that when people interact a bridge too far Instead some degree of relationship con with each other they not only transmit and receive informa 3. The CEO of a manufacturing firm wants everyone to flict may be inevitable One of the most basic problems is tion (substantive) but also reinforce or strain the fabric of their support the organization’s dominant culture of lean effi- that employees immediately and automatically experience relationship Communication is important for one’s related ciency and hard work. The CEO has introduced a new negative emotions when they become aware that co work ness needs so a message that challenges another viewpoint reward system to reinforce this culture and personally ers or supervisors disagree with their ideas or behaviour *** (substantive) also seems to challenge the relationship interviews all professional and managerial applicants to * R Fisher and W Ury Gett ng to Yes Negotiating an Agreement wi hout G v ng In (Random House 2012) Although few believe task and relat onship conflict can be completely separated (F sher and Ury ncluded) several scholars have developed act v ties that emphas ze the possib lity of his separat on For example see L Boyd ensure that they bring similar values to the organization. M Gupta and F Kuzm ts “The Evaporating Cloud A Tool for Resolving Workplace Con lict ” Internat onal Journal of Con lict Management 22 (2011) 394 412 C A Blair and D E Desplaces “Con lict Management hrough the Negotiations Canvas Gett ng Participants to Understand ” Confl ct Resolution Quarterly 36 (2018) 39 51 Some employees who criticized these values had their **For a summary of these v ews see T A O’Neill et al “The Structure and Funct on of Team Confl ct State Profiles ” Journal of Management 44 (2018) 811 36 careers sidelined until they left. Two midlevel managers *** M D Seery et al “Alone against the Group A Unanimously D sagreeing Group Leads to Conformity but Cardiovascular Threat Depends on One’s Goals ” Psychophysiology 53 (2016) 1263 71 A Hageme ster and J Volmer “Do Social Conflicts at Work Affect Employees’ Job Satisfact on? The Moderating Role of were fired for supporting contrary values, such as work– Emotion Regulation ” International Journal of Conflict Management 29 (2017) 213 35 life integration. Based on your knowledge of organiza- **** W Samuelson and R Zeckhauser “Status Quo Bias in Decision Making ” Journal of Risk and Uncertainty 1 (1988) 7 59 D Proudfoot and A C Kay “System Justif cation n Organizat onal Contexts How a Mot vated Preference for he Status Quo Can A fect Organ zational Attitudes and Behaviors ” Research n tional subcultures, what are the potential problems the Organizational Behavior 34 (2014) 173 87 D De Clercq and I Belausteguigoit a “Overcom ng the Dark S de of Task Conflict Buffering Roles of Transformational CEO is creating? Leadersh p Tenac ty and Passion for Work ” European Management Journal 35 (2017) 78 90 ***** A C Mooney P J Holahan and A C Amason “Don’t Take t Personally Exploring Cogn tive Con lict as a Mediator of A fective Con lict ” Journal of Management Stud es 44 (2007) 733 58 S J Beck and J Keyton “Perceiving Strateg c Meeting Interaction ” Sma l Group Research 40 (2009) 223 46 L R We ngart et al “The Directness and Oppositional Intens ty of Conflict Express on ” Academy of Management Review 40 (2015) 235 62 Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 Preface xvii Chapter 2: Individual Differences: Personality and Changes to the Eleventh Edition Values—Along with its slightly revised title, this edition Canadian Organizational Behaviour, Eleventh Edition, brings a number of noticeable updates and changes to the has received more updating and revision than any previous chapter. It now has a full discussion about the dark triad edition of this book. In fact, the word “renewal” comes to (Machiavellianism, narcissism, and psychopathy) and its mind when viewing the changes in some chapters. These relevance to organizational behaviour. This edition also improvements have occurred thanks to reviews from organi- has a new separate discussion regarding four caveats when zational behaviour instructors across several countries, along applying the five-factor model of personality in organiza- with our regular practice of scanning the diverse literature tions. Also included in this edition is a fourth ethical prin- for new evidence-based information. The most substantial ciple: the ethic of care. We have also moved the topics of changes have occurred in Chapter 1 (Introduction to the MARS Model and types of individual behaviour from this Field of Organizational Behaviour), Chapter 2 (Individual chapter to Chapter 1. Differences: Personality and Values), Chapter 5 (Foundations Chapter 3: Perceiving Ourselves and Others in of Employee Motivation), Chapter 8 (Team Dynamics), Organizations—This book pioneered the full model of Chapter 9 (Communicating in Teams and Organizations), self-concept and its relevance to organizational behav- and Chapter 11 (Conflict and Negotiation in the Workplace). iour. This edition further refines that discussion, par- Together with dozens of conceptual improvements, this ticularly in explaining how people develop self-concept edition replaces most examples with new real-world stories clarity and how self-concept characteristics affect behav- that satisfy our criteria of being relevant, recent, and interest- iour and performance. This chapter also updates writing ing. Fourteen of the fifteen chapter-opening case studies are on perceptual organization and interpretation, intentional new. Most of the captioned photos and Global Connections discrimination, and improving self-awareness of percep- features are new or updated. We have also added new con- tual biases. tent on Indigenous Canadians regarding cultural values, non- Chapter 4: Workplace Emotions, Attitudes, and Stress— conscious bias, communication styles, and other OB topics. This was the first OB book to fully incorporate the This edition has dozens of new in-text examples as well as concept of emotions in organizational behaviour across several new case studies and class activities to support the various topics (perceptions, attitudes, motivation, deci- active learning process. Most OB by the Numbers features sions, etc.). This edition further develops this topic by have also been updated or replaced. revising the section on managing emotions and adding Here are the main conceptual improvements in Canadian recent knowledge about the five strategies that people Organizational Behaviour, Eleventh Edition: use to regulate their emotions. This edition also updates Chapter 1: Introduction to the Field of Organizational the topic of organizational commitment, incorporates Behaviour—Almost every section of this chapter has normative commitment, and has minor rewriting on man- been revised, updated, or replaced. This edition has a aging workplace stress. new section on the emerging workplace landscape, which Chapter 5: Foundations of Employee Motivation—This includes new content on work–life integration, the edition significantly revises and updates the topics of pro- inclusive workplace, and employment relationships. cedural and interactional justice, including a new exhibit It also significantly updates the topic of remote work listing the specific rules of these two forms of organiza- (the narrower topic of telecommuting was covered in pre- tional justice. The characteristics of effective feedback are vious editions). The section on the importance of orga- discussed more fully, including the addition of an exhibit nizational behaviour now more fully explains why OB that defines and illustrates each characteristic. The section is important for students. It also succinctly introduces on drive-based motivation theories has been reorganized key organizational effectiveness concepts to explain why to place more emphasis on the recent four-drive theory. OB is vital for organizations. The section on OB anchors This edition also revises the chapter’s opening topic on now includes a fifth anchor on OB’s practical orienta- the meaning of motivation and engagement. tion. This chapter also has a stronger micro-OB focus Chapter 6: Applied Performance Practices—Along with by including the MARS Model of individual behaviour replacing most examples and updating references, this and the five types of individual behaviour (previously in chapter has a number of subtle changes, notably on motiva- Chapter 2). tional job design practices, financial reward practices, and Downloaded by Harleen Grewal ([email protected])  lOMoARcPSD|36430620 xviii Preface psychological empowerment. It also has a new Debating Chapter 11: Conflict and Negotiation in the Workplace— Point feature. This edition significantly revises most sections of this Chapter 7: Decision Making and Creativity—This chap- chapter. The topic of task and relationship conflict has ter has been substantially revised and updated in several been revised for greater clarity. That section also signifi- ways. It presents the emerging topic of design thinking as cantly updates strategies to minimize relationship conflict a creative decision-making practice, including its associ- during task conflict, including the role of psychological ated principles and activities. Another area that has been safety. A new Debating Point feature has also been added substantially rewritten is the topic of problems with infor- around that topic. The topic of conflict-handling con- mation processing when choosing alternatives. This edition tingencies has been revised, and now includes the factor has added a visual example illustrating how valences and of maintaining harmony. You will also find noticeable probabilities are applied in rational choice decision making. updates on structural ways to manage conflict, particularly Other noticeable revisions involve problems with maximi- on reducing differentiation and on improving communica- zation and evaluating decision outcomes more effectively. tion and mutual understanding. The section on negotia- Chapter 8: Team Dynamics—We have revised, clarified, tion has also been significantly revised and streamlined. updated, and generally improved several sections of this It now provides better clarity on the distributive versus chapter. The entire team effectiveness model has been integrative approach to negotiations, the importance of streamlined and most of the team processes section has setting goals and understanding needs, and the process of been reorganized and rewritten. That section now has a information gathering. The negotiation setting also now more complete and updated discussion of team mental includes information about settings and audiences as well models a