Canadian Organizational Behaviour, 11th Edition
By Steven McShane, Kevin Tasa and Sandra Steen
Contents:
Preface xiv
PART ONE Introduction
CHAPTER 1
Introduction to the Field of Organizational Behaviour 1
LEARNING OBJECTIVES 1
Welcome to the Field of Organizational Behaviour! 2
What is Organizational Behaviour? 2
Historical Foundations of Organizational Behaviour 3
Why Organizational Behaviour Is Important 4
Why OB is Important for You 4
Why OB is Important for Organizations 5
Global Connections 1.1: 21 Days of Y’ello Care 7
Connecting the Dots: An Integrative Model of Organizational Behaviour 8
Anchors of Organizational Behaviour Knowledge 9
The Systematic Research Anchor 9
Debating Point: Is There Enough Evidence to Support
Evidence-Based Management? 10
The Practical Orientation Anchor 11
The Multidisciplinary Anchor 11
The Contingency Anchor 11
The Multiple Levels of Analysis Anchor 12
The Emerging Workplace Landscape 12
Diversity and the Inclusive Workplace 13
Work–Life Integration 14
Remote Work 15
Global Connections 1.2: Emsisoft Thrives as a Fully Remote Organization 16
Employment Relationships 17
MARS Model of Individual Behaviour and Performance 18
Employee Motivation 18
Ability 19
Role Perceptions 20
Situational Factors 20
Types of Individual Behaviour 21
Task Performance 21
Global Connections 1.3: Adaptive Performance in Daimler’s Swarm Teams 22
Organizational Citizenship Behaviours 23
Counterproductive Work Behaviours 23
Joining and Staying with the Organization 23
Maintaining Work Attendance 24
Global Connections 1.4: The Doctor Is Ill. . .But Will See You Now 24
Chapter Summary 25
Key Terms 26
Critical Thinking Questions 27
Case Study Promoting Safe Behaviour at Mother Parkers 27
Class Exercise World Café on the Emerging Workplace 29
Class Exercise IT All Makes Sense? 30
Self-Assessments for Chapter 1 30
PART TWO Individual Behaviour and Processes
CHAPTER 2
Individual Differences: Personality and Values 31
LEARNING OBJECTIVES 31
Personality and the Five-Factor Model in Organizations 32
What Causes Personality: Nature Versus Nurture 32
Five-Factor Model of Personality 33
Caveats When Applying the Five-Factor Model 36
Other Personality Concepts: The Dark Triad and MBTI Types 37
The Dark Triad 37
Global Connections 2.1: Is Your CEO Narcissistic? Count the Tweets 38
Jungian Personality Theory and the Myers-Briggs Type Indicator 39
Debating Point: Should Companies Use Personality Tests to Select Job Applicants? 40
Values in the Workplace 41
Types of Values 42
Values and Individual Behaviour 42
Values Congruence 44
Global Connections 2.2: “Your Values Are More Important
Than Your CV” at IKEA 44
Ethical Values and Behaviour 45
Four Ethical Principles 45
Moral Intensity, Moral Sensitivity, and Situational Influences 45
Global Connections 2.3: Alcoa Executive Sets Ethical Standard in Russia 44
Supporting Ethical Behaviour 47
Values Across Cultures 48
Individualism and Collectivism 48
Power Distance 49
Uncertainty Avoidance 49
Achievement-Nurturing Orientation 50
Caveats about Cross-Cultural Knowledge 50
Cultural Diversity within Canada 50
Global Connections 2.4: Cross-Cultural Hiccups at Beam Suntory 50
Chapter Summary 52
Key Terms 53
Critical Thinking Questions 53
Case Study SNC-Lavalin Group Inc. 54
Team Exercise Ethics Dilemma Vignettes 55
Class Exercise Personal Values Exercise 56
Self-Assessments for Chapter 2 57
CHAPTER 3
Perceiving Ourselves and Others in Organizations 58
LEARNING OBJECTIVES 58
Self-Concept: How We Perceive Ourselves 59
Self-Concept Complexity, Consistency, and Clarity 59
Global Connections 3.1: Career Alignment Through
Self-Concept Clarity 61
Self-Enhancement 62
Self-Verification 62
Self-Evaluation 63
The Social Self 63
Self-Concept and Organizational Behaviour 64
Global Connections 3.2: Starbucks Nurtures Employees’ Social Identity in China 65
Perceiving the World around Us 65
Perceptual Organization and Interpretation 66
Specific Perceptual Processes and Problems 68
Stereotyping in Organizations 68
Global Connections 3.3: You People! Exposing Stereotyping in South Africa 69
Attribution Theory 71
Self-Fulfilling Prophecy 72
Other Perceptual Effects 74
Improving Perceptions 75
Awareness of Perceptual Biases 75
Improving Self-Awareness 75
Debating Point: Do Diversity Programs Reduce Perceptual Biases? 76
Meaningful Interaction 78
Global Mindset: Developing Perceptions across Borders 79
Global Connections 3.4: EY Cultivates a Global Mindset
Through International Secondments 79
Developing A Global Mindset 80
Chapter Summary 80
Key Terms 81
Critical-Thinking Questions 81
Case Study HY Dairies Ltd. 82
Team Exercise Personal and Organizational Strategies for
Developing a Global Mindset 83
Self-Assessments for Chapter 3 84
CHAPTER 4
Workplace Emotions, Attitudes, and Stress 85
LEARNING OBJECTIVES 85
Emotions in the Workplace 86
Types of Emotions 86
Emotions, Attitudes, and Behaviour 88
How Emotions Influence Attitudes and Behaviour 89
Generating Positive Emotions at Work 90
Cognitive Dissonance 91
Debating Point: Is Having Fun at Work Really a Good Idea? 91
Emotions and Personality 92
Managing Emotions at Work 92
Emotional Display Norms Across Cultures 92
Global Connections 4.1: Smiling in Russia: More Emotional Labour than in Canada 93
Strategies for Displaying Expected Emotions 93
Emotional Intelligence 94
Emotional Intelligence Outcomes and Development 95
Global Connections 4.2: Developing Emotional Intelligence at Indian Railways 96
Job Satisfaction 96
Job Satisfaction and Work Behaviour 97
Job Satisfaction and Performance 98
Job Satisfaction and Customer Satisfaction 98
Job Satisfaction and Business Ethics 100
Organizational Commitment 100
Consequences of Affective and Continuance Commitment 100
Building Affective Commitment 101
Work-Related Stress and Its Management 101
General Adaptation Syndrome 102
Consequences of Distress 103
Stressors: The Causes of Stress 103
Individual Differences in Stress 105
Managing Work-Related Stress 105
Global Connections 4.3: Reducing Stress By Rewarding Longer Sleeps 106
Chapter Summary 107
Key Terms 108
Critical Thinking Questions 108
Case Study Diana’s Disappointment: The Promotion
Stumbling Block 109
Case Study Rough Seas on The Link650 110
Team Exercise Ranking Jobs on Their Emotional Labour 112
Self-Assessments for Chapter 4 113
CHAPTER 5
Foundations of Employee Motivation 114
LEARNING OBJECTIVES 114
Employee Motivation, Drives, and Needs 115
Employee Drives and Needs 116
Individual Differences in Needs 117
Drive-Based Motivation Theories 118
Four-Drive Theory 118
Maslow’s Needs Hierarchy Theory 119
Global Connections 5.1: Petronas Balances Fulfilment of Employees’ Drives 119
Intrinsic and Extrinsic Motivation 121
Learned Needs Theory 122
Expectancy Theory of Motivation 123
Expectancy Theory in Practice 124
Organizational Behaviour Modification and Social Cognitive Theory 125
Organizational Behaviour Modification 126
Social Cognitive Theory 127
Global Connections 5.2: KPMG Motivates Employee
Learning with Gamification 128
Goal Setting and Feedback 129
Characteristics of Effective Feedback 130
Global Connections 5.3: Strengths-Based Coaching at Stryker 131
Sources of Feedback 132
Evaluating Goal Setting and Feedback 132
Organizational Justice 133
Distributive Justice and Equity Theory 133
Debating Point: Does Equity Motivate More Than Equality? 134
Procedural and Interactional Justice 137
Chapter Summary 138
Key Terms 139
Critical Thinking Questions 139
Case Study Predicting Harry’s Work Effort 140
Case Study Barrie Super Subs 141
Class Exercise Needs Priority Exercise 142
Self-Assessments for Chapter 5 143
CHAPTER 6
Applied Performance Practices 144
LEARNING OBJECTIVES 144
The Meaning of Money in the Workplace 145
Membership- and Seniority-Based Rewards 146
Job Status–Based Rewards 147
Competency-Based Rewards 147
Performance-Based Rewards 147
Global Connections 6.1: Skill-Based Pay at Wonderful Company 148
Improving Reward Effectiveness 151
Link Rewards to Performance 151
Ensure That Rewards Are Relevant 151
Global Connections 6.2: When Rewards Go Wrong 152
Use Team Rewards for Interdependent Jobs 152
Ensure That Rewards Are Valued 152
Watch Out for Unintended Consequences 153
Job Design Practices 153
Job Design and Work Efficiency 153
Global Connections 6.3: Job Specialization at the Arsenal of Venice 154
Scientific Management 154
Problems with Job Specialization 155
Job Design and Work Motivation 155
Job Characteristics Model 155
Global Connections 6.4: Thriving on Enriched Jobs at Softcom Nigeria 156
Social and Information Processing Job Characteristics 157
Job Design Practices That Motivate 158
Debating Point: Job Rotation Has Costs, Not Just Benefits 159
Psychological Empowerment Practices 161
Supporting Psychological Empowerment 161
Self-Leadership Practices 161
Personal Goal Setting 162
Constructive Thought Patterns 162
Global Connections 6.5: Overcoming Negative Self-Talk 163
Designing Natural Rewards 163
Self-Monitoring 163
Self-Reinforcement 164
Effectiveness of Self-Leadership 164
Personal and Situational Predictors of Self-Leadership 164
Chapter Summary 165
Key Terms 166
Critical Thinking Questions 166
Case Study Yakkatech Ltd. 166
Team Exercise Is Student Work Enriched? 167
Self-Assessments for Chapter 6 169
PART THREE Team Processes
CHAPTER 7
Decision Making and Creativity 170
LEARNING OBJECTIVES 170
Rational Choice Decision Making 171
Rational Choice Decision Process 172
Problems with Rational Choice Decision Making 173
Identifying Problems and Opportunities 173
Problems with Problem Identification 173
CHAPTER 5
Foundations of Employee Motivation 114
LEARNING OBJECTIVES 114
Employee Motivation, Drives, and Needs 115
Employee Drives and Needs 116
Individual Differences in Needs 117
Drive-Based Motivation Theories 118
Four-Drive Theory 118
Maslow’s Needs Hierarchy Theory 119
Global Connections 5.1: Petronas Balances Fulfilment of
Employees’ Drives 119
Intrinsic and Extrinsic Motivation 121
Learned Needs Theory 122
Expectancy Theory of Motivation 123
Expectancy Theory in Practice 124
Organizational Behaviour Modification and Social Cognitive Theory 125
Organizational Behaviour Modification 126
Social Cognitive Theory 127
Global Connections 5.2: KPMG Motivates Employee
Learning with Gamification 128
Goal Setting and Feedback 129
Characteristics of Effective Feedback 130
Global Connections 5.3: Strengths-Based Coaching at Stryker 131
Sources of Feedback 132
Evaluating Goal Setting and Feedback 132
Organizational Justice 133
Distributive Justice and Equity Theory 133
Debating Point: Does Equity Motivate More Than Equality? 134
Procedural and Interactional Justice 137
Chapter Summary 138
Key Terms 139
Critical Thinking Questions 139
Case Study Predicting Harry’s Work Effort 140
Case Study Barrie Super Subs 141
Class Exercise Needs Priority Exercise 142
Self-Assessments for Chapter 5 143
CHAPTER 6
Applied Performance Practices 144
LEARNING OBJECTIVES 144
The Meaning of Money in the Workplace 145
Membership- and Seniority-Based Rewards 146
Job Status–Based Rewards 147
Competency-Based Rewards 147
Performance-Based Rewards 147
Global Connections 6.1: Skill-Based Pay at Wonderful Company 148
Improving Reward Effectiveness 151
Link Rewards to Performance 151
Ensure That Rewards Are Relevant 151
Global Connections 6.2: When Rewards Go Wrong 152
Use Team Rewards for Interdependent Jobs 152
Ensure That Rewards Are Valued 152
Watch Out for Unintended Consequences 153
Job Design Practices 153
Job Design and Work Efficiency 153
Global Connections 6.3: Job Specialization at the Arsenal of Venice 154
Scientific Management 154
Problems with Job Specialization 155
Job Design and Work Motivation 155
Job Characteristics Model 155
Global Connections 6.4: Thriving on Enriched Jobs at
Softcom Nigeria 156
Social and Information Processing Job Characteristics 157
Job Design Practices That Motivate 158
Debating Point: Job Rotation Has Costs, Not Just Benefits 159
Psychological Empowerment Practices 161
Supporting Psychological Empowerment 161
Self-Leadership Practices 161
Personal Goal Setting 162
Constructive Thought Patterns 162
Global Connections 6.5: Overcoming Negative Self-Talk 163
Designing Natural Rewards 163
Self-Monitoring 163
Self-Reinforcement 164
Effectiveness of Self-Leadership 164
Personal and Situational Predictors of Self-Leadership 164
Chapter Summary 165
Key Terms 166
Critical Thinking Questions 166
Case Study Yakkatech Ltd. 166
Team Exercise Is Student Work Enriched? 167
Self-Assessments for Chapter 6 169
PART THREE Team Processes
CHAPTER 7
Decision Making and Creativity 170
LEARNING OBJECTIVES 170
Rational Choice Decision Making 171
Rational Choice Decision Process 172
Problems with Rational Choice Decision Making 173
Identifying Problems and Opportunities 173
Problems with Problem Identification 173
Global Connections 7.1: Choosing the Best Decision
Process at Bosch Packaging Technology 174
Identifying Problems and Opportunities More Effectively 175
Searching for, Evaluating, and Choosing Alternatives 175
Problems with Goals 175
Global Connections 7.2: Mental Model Myopia Almost Rejected Seinfeld 176
Problems with Information Processing 176
Problems with Maximization 178
Evaluating Opportunities 178
Emotions and Intuition in Decision Making 179
Emotions and Making Choices 179
Intuition and Making Choices 180
Making Choices More Effectively 181
Implementing and Evaluating Decisions 182
Implementing Decisions 182
Evaluating Decisions 182
Escalation of Commitment 182
Evaluating Decision Outcomes More Effectively 183
Creativity 183
The Creative Process 184
Characteristics of Creative People 185
Organizational Conditions Supporting Creativity 186
Global Connections 7.3: Supporting Creativity for Everyone
at Estée Lauder 187
Activities That Encourage Creativity 187
Employee Involvement in Decision Making 189
Debating Point: Should Organizations Practise Democracy? 190
Benefits of Employee Involvement 191
Contingencies of Employee Involvement 192
Chapter Summary 193
Key Terms 193
Critical Thinking Questions 194
Case Study Dogged By the Wrong Problem 195
Class Exercise Employee Involvement Incidents 196
Class Exercise Creativity Brainbusters 197
Self-Assessments for Chapter 7 198
CHAPTER 8
Team Dynamics 199
LEARNING OBJECTIVES 199
Teams and Informal Groups 200
Informal Groups 201
Benefits and Limitations of Teams 202
The Challenges of Teams 202
A Model of Team Effectiveness 204
Organizational and Team Environment 205
Global Connections 8.1: European Firms Support Teamwork with Obeya Rooms 206
Team Design Elements 206
Task Characteristics 206
Team Size 208
Team Composition 208
Team Processes 210
Team Development 210
Global Connections 8.2: Diverse Teams Reorganize Rijksmuseum 211
Team Norms 212
Team Roles 213
Team Cohesion 214
Global Connections 8.3: Communal Meals Build Team Cohesion 215
Team Trust 216
Team Mental Models 217
Improving Team Processes Through Team Building 218
Self-Directed Teams 218
Success Factors for Self-Directed Teams 219
Remote (Virtual) Teams 219
Success Factors for Remote Teams 220
Team Decision Making 220
Constraints on Team Decision Making 220
Debating Point: Are Remote Teams More Trouble Than They’re Worth? 221
Global Connections 8.4: Meetups Strengthen Automattic’s Remote Teams 222
Improving Decision Making and Creativity in Teams 224
Chapter Summary 225
Key Terms 227
Critical Thinking Questions 227
Case Study Arbrecorp Ltée 228
Team Exercise Team Tower Power 229
Team Exercise Survival on the Moon 229
Self-Assessments for Chapter 8 231
CHAPTER 9
Communicating in Teams and Organizations 232
LEARNING OBJECTIVES 232
The Importance of Communication 233
A Model of Communication 234
Influences on Effective Encoding and Decoding 235
Global Connections 9.1: Encoding–Decoding Challenges
Across Generations 236
Communication Channels 236
Digital Written Communication 237
Social Media Communication in the Workplace 239
Global Connections 9.2: Bosch Employees Improve
Collaboration Through Social Media 240
Nonverbal Communication 240
Choosing the Best Communication Channel 242
Synchronicity 242
Social Presence 242
Social Acceptance 243
Media Richness 243
Communication Channels and Persuasion 245
Communication Barriers (Noise) 246
Perceptions 246
Language 246
Jargon 246
Filtering 246
Information Overload 247
Cross-Cultural and Gender Communication 247
Nonverbal Differences Across Cultures 249
Gender Differences In Communication 249
Improving Interpersonal Communication 250
Getting Your Message Across 250
Active Listening 250
Improving Communication Throughout the Hierarchy 251
Workspace Design 251
Digitally Based Organizational Communication 252
Direct Communication with Top Management 252
Communicating Through the Grapevine 252
Global Connections 9.3: Advice to CEOs: Listen—Act— Repeat 253
Grapevine Characteristics 253
Grapevine Benefits and Limitations 253
Debating Point: Should Management Use the Grapevine to
Communicate to Employees? 254
Chapter Summary 255
Key Terms 256
Critical Thinking Questions 256
Case Study Difficult Connections 257
Team Exercise Cross-Cultural Communication Game 258
Team Exercise Practising Active Listening 259
Self-Assessments for Chapter 9 259
CHAPTER 10
Power and Influence in the Workplace 260
LEARNING OBJECTIVES 260
The Meaning of Power 261
Sources of Power in Organizations 262
Legitimate Power 262
Reward Power 264
Coercive Power 264
Expert Power 264
Referent Power 264
Deference To Power 265
Contingencies of Power 266
Nonsubstitutability 266
Centrality 267
Visibility 267
Discretion 267
The Power of Social Networks 267
Debating Point: How Much Power Do CEOs Really Possess? 268
Social Capital and Sources of Power 269
Gaining Power Through Social Networks 269
Consequences of Power 272
Influencing Others 272
Types of Influence Tactics 272
Global Connections 10.1: Ontario Firm Systemically
Supports the “Old Boys’” Network 273
Global Connections 10.2: Deadly Consequences of
Workplace Bullying 275
Consequences and Contingencies of Influence Tactics 277
Organizational Politics 278
Individual Differences in Organizational Politics 279
Global Connections 10.3: Playing Politics with the Vacation Schedule 280
Minimizing Organizational Politics 280
Chapter Summary 281
Key Terms 282
Critical Thinking Questions 282
Case Study Resonus Corporation 283
Case Study JP Morgan’s Whale 284
Team Exercise Deciphering The (Social) Network 285
Team Exercise Managing Your Boss 285
Self-Assessments for Chapter 10 286
CHAPTER 11
Conflict and Negotiation in the Workplace 287
LEARNING OBJECTIVES 287
The Meaning and Consequences of Conflict 288
Is Conflict Good or Bad? 289
The Emerging View: Task and Relationship Conflict 290
Task Conflict 290
Relationship Conflict 290
Minimizing Relationship Conflict During Task Conflict 290
Debating Point: Can People Avoid Relationship Conflict During Disagreements? 292
Conflict Process Model 293
Structural Sources of Conflict in Organizations 293
Incompatible Goals 293
Global Connections 11.1: Uber Conflict with Incompatible Goals and Differentiation 294
Differentiation 294
Interdependence 294
Global Connections 11.2: Open Office, Hidden Conflict 295
Scarce Resources 296
Ambiguous Rules 296
Communication Problems 296
Interpersonal Conflict-Handling Styles 296
Choosing The Best Conflict-Handling Style 298
Cultural and Gender Differences in Conflict-Handling Styles 299
Structural Approaches to Conflict Management 299
Emphasize Superordinate Goals 299
Global Connections 11.3: Improving Mutual Understanding
Through Lunch Roulettes 300
Reduce Differentiation 300
Improve Communication and Mutual Understanding 301
Reduce Interdependence 301
Increase Resources 301
Clarify Rules and Procedures 302
Third-Party Conflict Resolution 302
Choosing the Best Third-Party Intervention Strategy 302
Resolving Conflict Through Negotiation 304
Distributive Versus Integrative Approaches to Negotiation 304
Preparing to Negotiate 305
The Negotiation Process 306
The Negotiation Setting 308
Global Connections 11.4: Reducing The Gender Wage Gap
Through Negotiation Skills 309
Gender And Negotiation 309
Chapter Summary 310
Key Terms 311
Critical Thinking Questions 311
Case Study Discord Investments 312
Case Study Conflict-Handling Incidents 313
Team Exercise Kumquat Conflict Role Play 315
Self-Assessments for Chapter 11 315
CHAPTER 12
Leadership in Organizational Settings 316
LEARNING OBJECTIVES 316
What is Leadership? 317
Shared Leadership 317
Transformational Leadership Perspective 318
Develop and Communicate a Strategic Vision 319
Global Connections 12.1: Art Phillips’ Vision of a Livable Vancouver 320
Model the Vision 321
Encourage Experimentation 321
Build Commitment Toward the Vision 321
Transformational Leadership and Charisma 321
Global Connections 12.2: Did Charismatic Leadership
Cause Steinhoff’s Downfall? 322
Evaluating the Transformational Leadership Perspective 323
Managerial Leadership Perspective 323
Interdependence of Managerial and Transformational Leadership 323
Task-Oriented and People-Oriented Leadership 324
Servant Leadership 324
Path–Goal and Leadership Substitutes Theories 326
Path–Goal Leadership Theory 326
Leadership Substitutes Theory 328
Implicit Leadership Perspective 329
Prototypes of Effective Leaders 329
The Romance of Leadership 329
Personal Attributes Perspective of Leadership 330
Eight Important Leadership Attributes 331
Global Connections 12.3: Transformational Leader Carolyn
McCall Identifies Important Leadership Attributes 332
Debating Point: Should Leaders Really Be Authentic All the Time? 334
Personal Attributes Perspective Limitations and Practical Implications 335
Cross-Cultural and Gender Issues in Leadership 335
Gender and Leadership 335
Chapter Summary 336
Key Terms 337
Critical Thinking Questions 337
Case Study A Window on Life 337
Team Exercise Leadership Diagnostic Analysis 339
Self-Assessments for Chapter 12 339
PART FOUR Organizational Processes
CHAPTER 13
Designing Organizational Structures 340
LEARNING OBJECTIVES 340
Division of Labour and Coordination 341
Division of Labour 341
Coordinating Work Activities 342
Global Connections 13.1: ESA Coordinates Satellite Design
Through Concurrent Engineering 343
Elements of Organizational Structure 345
Span of Control 345
Centralization and Decentralization 348
Formalization 348
Mechanistic Versus Organic Structures 349
Forms of Departmentalization 350
Simple Structure 351
Functional Structure 351
Divisional Structure 352
Global Connections 13.2: Toyota’s Evolving Divisional Structure 354
Global Connections 13.3: Bosch Powers Ahead with a
Team-Based Organizational Structure 355
Team-Based Structure 355
Matrix Structure 356
Debating Point: DO Organizations Really Need to Adopt a Matrix Structure? 358
Network Structure 359
Contingencies of Organizational Design 360
External Environment 360
Global Connections 13.4: The Risk of Centralizing Authority
During Pandemics 361
Organizational Size 361
Technology 362
Organizational Strategy 362
Chapter Summary 363
Key Terms 363
Critical Thinking Questions 364
Case Study Merritt’s Bakery 364
Team Exercise The Club ED Exercise 365
Self-Assessments for Chapter 13 366
CHAPTER 14
Organizational Culture 367
LEARNING OBJECTIVES 367
Elements of Organizational Culture 368
Content of Organizational Culture 369
Global Connections 14.1: Takata’s Espoused Versus
Enacted Organizational Values 370
Organizational Subcultures 371
Deciphering Organizational Culture Through Artifacts 372
Organizational Stories and Legends 372
Organizational Language 372
Rituals and Ceremonies 373
Physical Structures and Symbols 374
Is Organizational Culture Important? 374
The Meaning and Potential Benefits of a Strong Culture 375
Contingencies of Organizational Culture and Effectiveness 376
Debating Point: Is Corporate Culture an Overused Phrase? 377
Global Connections 14.2: Uber Shifts Gears Toward a More Ethical Culture 378
Organizational Culture and Business Ethics 379
Merging Organizational Cultures 379
Bicultural Audit 379
Strategies for Merging Different Organizational Cultures 380
Global Connections 14.3: Alaska Air’s Acquisition of Virgin
America: From Separation to Integration 381
Changing and Strengthening Organizational Culture 382
Model Desired Culture Through Actions of Founders and Leaders 382
Align Artifacts with the Desired Culture 383
Introduce Culturally Consistent Rewards and Recognition 383
Support Workforce Stability and Communication 384
Use Attraction, Selection, and Socialization for Cultural Fit 384
Organizational Socialization 385
Learning and Adjustment Process 385
Global Connections 14.4: Junior Investment Analysts
Experience Psychological Contract Violations 386
Psychological Contracts 386
Stages of Organizational Socialization 387
Improving the Socialization Process 389
Chapter Summary 390
Key Terms 391
Critical Thinking Questions 391
Case Study Hillton’s Transformation 392
Team Exercise Organizational Culture Metaphors 393
Self-Assessments for Chapter 14 394
CHAPTER 15
Organizational Change 395
LEARNING OBJECTIVES 395
Lewin’s Force Field Analysis Model 396
Understanding Resistance to Change 398
Why Employees Resist Change 399
Unfreezing, Changing, and Refreezing 401
Creating an Urgency for Change 401
Reducing the Restraining Forces 402
Global Connections 15.1: Supporting Change Through Communication at EE 404
Refreezing the Desired Conditions 405
Global Connections 15.2: New Systems and Structures
Reinforce Change at Superior Cabinets 405
Leadership, Coalitions, and Pilot Projects 406
Transformational Leadership and Change 406
Coalitions, Social Networks, and Change 406
Pilot Projects and Diffusion of Change 406
Global Connections 15.3: Trailblazing Viral Change at RSA Insurance 407
Four Approaches to Organizational Change 408
Action Research Approach 408
Debating Point: What’s the Best Speed for Organizational Change? 409
Appreciative Inquiry Approach 410
Large Group Intervention Approach 412
Parallel Learning Structure Approach 412
Cross-Cultural and Ethical Issues in Organizational Change 413
Organizational Behaviour: The Journey Continues 414
Chapter Summary 414
Key Terms 415
Critical Thinking Questions 415
Case Study Transact Insurance Corporation 416
Team Exercise Strategic Change Incidents 418
Self-Assessments for Chapter 15 418
Additional Cases CA-1
Appendix
Theory Building and Systematic Research Methods AP-1
Sources SO-1
Glossary GL-1
Endnotes EN-1
Index IN-1