Organizational Behavior (2^nd Ed.) For a Better Tomorrow

Organizational Behavior: For a Better Tomorrow, 2nd Edition is 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.

Preface 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

Dr. Mitchell Neubert
Dr. 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 Dyck
Growing 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.