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