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OrganizationalBehaviour
Stephen P. RobbinsSan Diego State University
Timothy A. JudgeUniversity of Florida
Timothy T. CampbellUniversity of Dubai .
Financial TimesPrentice Hallis an imprint of
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong KongTokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan
Contents
Preface
Guided Tour
Acknowledgements
Publisher's acknowledgements
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Chapter 1 What is organizational behaviour?
The importance of interpersonal skillsWhat managers do
Management functions
Management roles
Management skills
Effective versus successful managerial activities
A review of the manager's job
Enter organizational behaviourComplementing intuition with systematic studyDisciplines that contribute to the OB field
Psychology
Social psychology
SociologyAnthropology
There are few absolutes in OBChallenges and opportunities for OB
Responding to globalisation
Managing workforce diversity
Improving quality and productivity
Improving customer service
Improving people skills
Stimulating innovation and change
Coping with 'temporariness'
Working in networked organizations
Helping employees balance work-life conflicts
Creating a positive work environment
Improving ethical behaviour
Coming attractions: developing an OB model
An overview
The dependent variables
The independent variables
Toward a contingency OB model
Global implications
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Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Case incident 1 A great place to work
Case incident 2 Rage and violence in the workplace
Self-assessment library How much do I know about organizational behaviour?
Myth or Science? 'Preconceived notions versus substantive evidence'
OB in the news Other disciplines make use of OB concepts
Global Transfer pricing and international corporate deviance
Point/Counterpoint In search of the quick fix
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Chapter 2 Foundations of individual behaviour
Case incident 1
Case incident 2
Ability
Intellectual abilities
Physical abilities
Biographical characteristics
Age
Gender
Race
Other biographical characteristics: tenure and religion
Learning
A definition of learning
Theories of learning
Shaping: a manageriaUool
Global implications
Intellectual abilities
Biographical characteristics
Learning
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
The Flynn EffectProfessional sports: rewarding and punishing the same behaviour?
Self-assessment library What's my attitude toward older people?
Global The benefits of cultural intelligence
OB in the news City banker alleges race discrimination
Myth or Science? 'You can't teach an old dog new tricks'
Self-assessment library How good am I at disciplining others?
Point/Counterpoint All human behaviour is learned
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Chapter 3 Attitudes and job satisfaction
AttitudesWhat are the main components of attitudes?
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Case incident 1Case incident 2
Does behaviour always follow from attitudes?
What are the major job attitudes?
Job satisfaction
Measuring job satisfaction
How satisfied are people with their jobs?
What causes job satisfaction?
The impact of satisfied and dissatisfied employees on the workplace
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Money isn't everything in life
Extreme jobs
Self-assessment library How satisfied am I with my job?
Global Chinese employees and organizational commitment
Self-assessment library Am I engaged?
OB in the news Job satisfaction key to happiness
Myth or Science? 'Happy workers are productive workers'
Point/Counterpoint Managers can create satisfied workers .
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Chapter 4 Personality and values
Case incident 1
Case incident 2
Personality
W^hat is personality?
The Myers-Briggs Type Indicator
The Big Five personality model
Other personality traits relevant to OB
Values
The importance of values
Classifying values
Contemporary work values
Linking an individual's personality and values to the workplace
Person-job fit
Person-Organization fit
Global implications
Personality
Values
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
The rise of the nice CEO?
Style and substance have German and French leaders at odds
Self-assessment library Am I a narcissist?
Myth or Science? 'Entrepreneurs are a breed apart'
Global A global personality
OB in the news Values define Europe, not borders
Point/Counterpoint Traits are powerful predictors of behaviaur
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Chapter 5 Perception and individual decision making
Case incident 1Case incident 2
What is perception? I l l
Factors that influence perception 111
Person perception: making judgements about others 112
Attribution theory 112
Frequently used shortcuts in judging others 113
Specific applications of shortcuts in organizations 116
The link between perception and individual decision making 116Decision making in organizations 117
The rational model, bound rationality and intuition 117
Common biases and errors in decision making 119
Influences on decision making: individual differences and organizational constraints 122
Individual differences 123
Organizational constraints 123
What about ethics in decision making? 125
Three ethical decision criteria 125
Improving creativity in decision making 126
Global implications 128
Summary and implications for managers 129
Questions for review 131
Experiential exercise 131
Ethical dilemma 131
Nestle: a baby killer? 132The worst business decisions? 133
Self-assessment library What are my gender role perceptions? 110
Global Can negative perceptions dampen international business relations? 114
Myth or Science? 'No one thinks they're biased' 120
Self-assessment library Am I a deliberate decision maker? 122
OB in the news Football and the winner's curse? 122
Self-assessment library How creative am I? 127
Point/Counterpoint When in doubt, do! 130
Chapter 6 Motivation concepts
Defining motivation
Early theories of motivation
Hierarchy of needs theory
Theory X and Theory Y
Two-factor theory
McClelland's theory of needs
Contemporary theories of motivation
Cognitive evaluation theory
Goal-setting theory
Self-efficacy theory
Reinforcement theory
Equity theory
Expectancy theory
Integrating contemporary theories of motivationGlobal implications
Caveat emptor. motivation theories are often culture bound
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Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Case incident 1 Gender differences in performance motivation
Case incident 2 Office bullying
Self-assessment library How confident am I in my abilities to succeed?
Myth or Science? 'Women are more motivated to get along, and men are more
motivated to get ahead'
OB in the news Jobs that offer the 'feel good' factor
Global How managers evaluate their employees depends on culture
Self-assessment library What are my course performance goals?
Point/Counterpoint Failure motivates!
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Chapter 7 Motivation: from concepts to applications
Motivating by job design: the job characteristics model 173
The job characteristics model 173
How can jobs be redesigned? 175
Alternative work arrangements 177
Ability and opportunity 180
Employee involvement 180
Examples of employee involvement programmes 181
Linking employee involvement programmes and motivation theories 182
Using rewards to motivate employees 182
What to pay: establishing a pay structure 183
How'to pay: rewarding individual employees through variable-pay programmes 183
Flexible benefits: developing a benefits package 188
Intrinsic rewards: employee recognition programmes 188
Global implications - 190
Summary and implications for managers 191Questions for review 192Experiential exercise 193
Ethical dilemma 193
Case incident 1 The most boring job in the world? 194
Case incident 2 A blueprint for Europe 194
Self-assessment library What's my job's motivating potential? 173
Myth or Science? 'Everyone wants a challenging job' 176
OB in the news Most UK employees say green benefits would increase their loyalty
to employers 187
Global Cultural diffrences in job characteristics and job satisfaction 189
Point/Counterpoint Praise motivates 192
Chapter 8 Emotions and moods
What are emotions-and moods?
The basic emotions202
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Case incident 1Case incident 2
The basic moods: positive and negative affect
The function of emotions
Sources of emotions and moods
Emotional labourAffective events theoryEmotional intelligence
The case for El
The case against ElOB applications of emotions and moods
SelectionDecision making
Creativity
Motivation
Leadership
Negotiation
Customer service
Job attitudes
Deviant workplace behaviours
How managers can influence moods
Global issues
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
The upside of anger?
Abusive customers cause emotions to run high
Self-assessment library How are you feeling right now?
Self-assessment library What's my affect intensity?
Myth or Science? 'People can't accurately forecast their own emotions'
Global Emotional recognition: universal or culture-specific?
Self-assessment library What's my emotional intelligence score?
OB in the news Crying at work
Point/Counterpoint The costs and benefits of organizational display rules
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Chapter 9 Foundations of group behaviour
Defining and classifying groups
Stages of group development
The five-stage model
An alternative for temporary groups with deadlines
Group properties: roles, norms, status, size and cohesiveness
Group property 1: roles
Group properties 2 and 3: norms and status
Status
Group property 4: size
Group property 5: cohesiveness
Group decision making
Groups versus the individual
Groupthink and groupshift
Group decision-making techniques"
Global implications
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Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Case incident 1 Role conflict among telephone service employeesCase incident 2 The dangers of groupthink
Self-assessment library Do I have a negative attitude toward working in groups?
Self-assessment library Do I trust others?
Global Group cohesiveness across cultures
Myth or Science? 'Are two heads better than one?'
OB in the news Groupthink for an Enron jury?
Point/Counterpoint All jobs should be designed around groups
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Chapter 10 Understanding work teams
Case incident 1
Case incident 2
Why have teams become so popular?
Differences between groups and teams
Types of teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
Creating effective teams
Context: what factors determine whether teams are successful
Team composition
;Work design
Process
Turning individuals into team players
Beware! Teams aren't always the answer
Global implications
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Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Volvo Cars Ghent: A self-managing team model
Team building: sociable climbing
Self-assessment library How good am I at building and leading a team?
Global Global virtual teams
OB in the news Surgical teams lack teamwork
Myth or Science? 'Old teams can't learn new tricks'
Self-assessment library What's my team efficacy?
Point/Counterpoint Sports teams are good models for workplace teams
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Chapter 11 Communication
Functions of communication
The communication process288290
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Case incident 1
Case incident 2
Direction of communicationDownward communication
Upward communication
Lateral communication
Interpersonal communication
Oral communication
Written communication
Nonverbal communication
Organizational communication
Formal small-group networks
The grapevine
Electronic communications
Knowledge management
Choice of communication channelBarriers to effective communication
Filtering
Selective perception
Information overload
Emotions
Language
Communication apprehension
Gender differences
Global implications
Summary and implications for managersQuestions for reviewExperiential exerciseEthical dilemma
Communicating at Go Fly
A common language?
Self-assessment library What's my face-to-face communication style?
Myth or Science? 'People are good at catching liars at work'
OB in the news Abusive language in the workplace can be costly
Global Lost in translation?
Self-assessment library How good are my listening skills?
Point/Counterpoint Keep it a secret
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Chapter 12 Basic approaches to leadership
What is leadership?Trait theoriesBehavioural theories
Ohio State studies
University of Michigan studies
Summary of trait theories and behavioural theories
Contingency theories: Fiedler model and situational leadership theory
Fiedler model
Hersey and Blanchard's situational theory
Path-goal theory
Summary of contingency theories
Leader-member exchange (LMX) theoryDecision theory: Vroom and Yetton's leader-participation model
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Leadership across Europe
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Case incident 1 Promotion almost as stressful as divorceCase incident 2 Who makes the best leaders?
Self-assessment library What's my leadership style?
OB in the news Good leaders in short supply
Myth or Science? 'You need to be popular to be an effective leader'
Self-assessment library What's my LPC score?
Global Cultivating and international perspective: a necessity for leaders
Point/Counterpoint Leaders are bom, not made
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Chapter 13 Contemporary issues in leadership
Inspirational approaches to leadership
Charismatic leadership
Transformational leadership
Authentic leadership: ethics and trust are the foundation of leadership
What is authentic leadership?
Ethics and leadership
What is trust?
Trust and leadership
Three types of trust
Basic principles of trust
Contemporary leadership roles
Mentoring
Self-leadership
Online leadership
Challenges to the leadership construct
Leadership as an attribution
Substitutes for and neutralisers of leadership
Finding and creating effective leaders
Selecting leaders
Training leaders
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
An interview with Maurice Levy
Successful leadership: how would you know?
Self-assessment library How charismatic am I?
Self-assessment library Am I an ethical leader?
Myth or Science? 'Men make better leaders than women'
Global Cultural variation in charismatic attributions
OB in the news Who wants to be a CEO millionaire
Point/Counterpoint Keep leaders on a short leash
Case incident 1
Case incident 2
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Chapter 14 Power and politics
Case incident 1
Case incident 2
A definition of powerContrasting leadership and powerBases of power
Formal power
Personal power
Which bases of power are most effective?
Dependency: the key to power
The general dependency postulate
What creates dependency?
Power tacticsPolitics: power in action
Definition of organizational politics
The reality of politics
Causes and consequences of political behaviour
Factors contributing to political behaviour
How do people respond to organizational politics?
Impression management
The ethics of behaving politicallyGlobal implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
'I don't want to fight anymore'
The politics of backstabbing
Self-assessment library Is my workplace political?
Global Influence tactics in China
Myth or Science? 'Power breeds contempt'
Self-assessment library How good am I at playing politics?
OB in the news Who is the 'real' Bernie Madoff?
Point/Counterpoint Managing impressions is unethical
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Chapter 15 Conflict and negotiation
A definition of conflictTransitions in conflict thought
The traditional view of conflict
The human relations view of conflict
The interactionist view of conflict
The conflict process
Stage I: Potential opposition or incompatibility
Stage II: Cognition and personalisation
Stage III: Intentions
Stage IV: Behaviour
Stage V: Outcomes
Negotiation
Bargaining strategies
The negotiation process
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Case incident 1
Case incident 2
Individual differences in negotiation effectiveness
Third-party negotiations
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
Dealing with conflict
The complexities of negotiation
Self-assessment library What's my preferred conflict-handling style?
Self-assessment library What's my negotiating style?
Global Negotiating across cultures
OB in the news All in a good cause
Point/Counterpoint Conflict benefits organizations
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Chapter 16 Foundations of organization structure
What is organizational structure?
Work specialisation
Departmentalisation
Chain of command
Span of control
Centralisation and decentralisation
Formalisation
Common organizational designs
The simple structure
The bureaucracy
The matrix structure
New design options
The virtual organization
The boundaryless organization
Why do structures differ?
Strategy
Organization size
Technology
Environment
Organizational designs and employee behaviour
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
New demands on managers and organizations
How have organizational structures changed?
Self-assessment library Do I like bureaucracy?
Self-assessment library How willing am I to delegate?
OB in the news Siemens's simple structure - not
Global Structural considerations in multinationals
Myth or Science? 'Hierarchies are a thing of the past'
Point/Counterpoint Downsizing improves organizational performance
Case incident 1Case incident 2
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Chapter 17 Organizational culture
Case incident 1Case incident 2
Institutionalisation: a forerunner of cultureWhat is organizational culture?
A definition of organizational culture
Culture is a descriptive term
Do organizations have uniform cultures?
Types of organizational culture
Strong versus weak cultures
Culture versus formalisation
What do cultures do?
Culture's functions
Culture as a liability
Creating and sustaining culture
How a culture begins
Keeping a culture alive
Summary: how cultures form
How employees learn culture
Stories
RitualsMaterial symbols
Language
Creating an ethical organizational cultureCreating a positive organizational cultureSpirituality and organizational culture
What is spirituality?
Why spirituality now?
Characteristics of a spiritual organization
Criticisms of spirituality
Global implications
Summary and implications for managers
Questions for review
Experiential exercise
Ethical dilemma
An odd couple? P&G and Google combine cultures
Self-assessment library What's the right organizational culture for me?
Global A good organizational culture knows no boundaries
Myth or Science? 'People socialise themselves'
OB in the news Change jobs, and you may be in for a culture shock
Self-assessment library How spiritual am I?
Point/Counterpoint Organizational cultures can't be changed
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Chapter 18 Human resource policies and practices
Selection practices
How the selection process works
Initial selection
Substantive selection
Contingent selection
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Training and development programmes 492Types of training 492Training methods 495Individualising formal training to fit the employee's learning style 495Evaluating effectiveness 496
Performance evaluation 496Purposes of performance evaluation 496What do we evaluate? 497Who should do the evaluating? 497Methods of performance evaluation 498Suggestions for improving performance evaluations 500Providing performance feedback 501
Managing diversity in organizations 502Work-life conflicts 503Diversity training 504
Human resource policies and practices in Europe 504Global implications 505
Summary and implications for managers 506Questions for review 507Experiential exercise 508Ethical dilemma 508
Innovative HRM at Virgin Mobile UK 508UBS ordered to pay €20 million for sex discrimination 509
Self-assessment library How much do I know about human resource management (HRM)? 486Myth or Science? 'It's first impressions that count' 491Global Training across cultures 494OB in the news 'Job review in 140 keystrokes' 500Self-assessment library How good am I at giving performance feedback? 502Point/Counterpoint Teleworking makes good business sense 507
Chapter 19 Organizational change and stress management
Forces for changePlanned changeResistance to change
Overcoming resistance to changeThe politics of change
Approaches to managing organizational changeLewin's three-step modelKotter's eight-step plan for implementing changeAction researchOrganizational development
Creating a culture for changeStimulating a culture of innovationCreating a learning organization
Work stress and its managementWhat is stress?Potential sources of stressIndividual differencesConsequences of stressManaging stress
Global implications
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Summary and implications for managers 541Questions for review 542Experiential exercise 543Ethical dilemma 543
Case incident 1 Innovating innovation 544Case incident 2 Creating a learning organization at Tesco 544
Self-assessment library How well do I respond to turbulent change? 516OB in the news Women, holograms and migrants to dominate in workplace of 2028 518Myth or Science? 'Change is easierwhen you are in a crisis' 522Global Appreciative inquiry helps resolve two global firms' differences 529Myth or Science? 'Meetings stress people out' 535Self-assessment library How stressful is my life? 537Point/Counterpoint Managing change is an episodic activity 542
Glossary
Indexes
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Supporting resources
Visitwww.pearsoned.co.uk/robbins to find valuable online resources
Companion Website for students:
• Exam-style questions with answer guidance to prepare for exam success.• Multiple-choice quizzes on the main topics in organizational behaviour.• Flashcards to help you revise.• Online glossary for quick reference to key terms in organizational behaviour.
For instructors
• Complete, downloadable Instructor's Manual• PowerPoint slides that can be downloaded and used for presentations• Testbank of question material
For more information please contact your local Pearson Education sales representative orvisit www.pearsoned.co.uk/robbins