Organisational Behaviour: Engaging People and Organisations, 2nd Edition
By Ricky W. Griffin, Jean M. Phillips, Stanley M. Gully, Andrew Creed, Lynn Gribble and Moira Watson
Contents:
Guide To The Text Xii
Guide To The Online Resources Xvi
Preface Xviii
About The Authors Xx
Acknowledgements Xxiii
PART 1 INTRODUCTION TO ORGANISATIONAL BEHAVIOUR 2
CHAPTER 1
AN OVERVIEW OF ORGANISATIONAL BEHAVIOUR 4
1.1 What is organisational behaviour? 6
The meaning of organisational behaviour 6
How organisational behaviour impacts
personal success 8
How organisational behaviour impacts
organisational success 11
1.2 The managerial context of organisational
behaviour 13
Basic management functions and
organisational behaviour 14
Critical management skills and
organisational behaviour 16
Organisational behaviour and human
resource management 17
1.3 The strategic context of organisational
behaviour 18
Sources of competitive advantage 18
Types of business strategies 19
Connecting business strategy to
organisational behaviour 23
1.4 Contextual perspectives on organisational
behaviour 24
Where does organisational behaviour come from? 24
Organisations as open systems 26
Situational perspectives on organisational
behaviour 27
Interactionism: people and situations 28
1.5 Managing for effectiveness 28
Enhancing individual and team performance
behaviours 28
Enhancing employee commitment
and engagement 29
Promoting organisational citizenship
behaviours 29
Minimising dysfunctional behaviours 29
Driving strategic execution 30
How do we know what we know? 31
1.6 Summarising the framework of the book 34
STUDY TOOLS 36
CHAPTER 2
THE CHANGING ENVIRONMENT OF ORGANISATIONS 42
2.1 Diversity and barriers to inclusion 45
Trends in diversity 46
Generational differences 47
Diversity issues for managers 49
2.2 Globalisation and business 52
Trends in globalisation 52
Cultural competence 54
Cross-cultural differences and similarities 55
Global perspective 58
2.3 Technology and business 58
Manufacturing and service technologies 58
Technology and competition 61
Information technology 61
2.4 Ethics and corporate governance 62
Framing ethical issues 63
Ethical issues in corporate governance 64
Ethical issues and information technology 65
Social responsibility 66
PART 2 INDIVIDUAL BEHAVIOURS AND PROCESSES IN ORGANISATIONS 78
CHAPTER 3
INDIVIDUAL CHARACTERISTICS 80
3.1 People in organisations 82
Individual differences 82
The concept of fit 82
A realistic view of the job and organisation 85
3.2 Personality and individual behaviour 86
The ‘Big Five’ framework 86
The Myers-Briggs framework 88
33 Other important personality traits 89
Locus of control 89
Self-efficacy 90
Self-esteem 90
Authoritarianism 90
Machiavellianism 91
Tolerance for risk and ambiguity 92
Type A and B traits 92
Role of the situation 93
3.4 Intelligence 94
General mental ability 95
Multiple intelligences 96
Emotional intelligence 97
3.5 Learning styles 98
Sensory modalities 98
Learning style inventory 98
STUDY TOOLS 100
CHAPTER 4
PERCEPTIONS AND REACTIONS 106
4.1 Attitudes in organisations 108
How attitudes are formed 108
Cognitive dissonance 109
Attitude change 110
Key work-related attitudes 111
4.2 Values and emotions in organisations 113
Types of values 114
Conflicts among values 114
Values differ around the world 115
The role of emotions in behaviour 115
Affect and mood 117
4.3 Perception in organisations 119
Basic perceptual processes 119
Errors in perception 120
Perception and attribution 123
Perception and fairness, justice and trust 125
4.4 Stress in organisations 127
The nature of stress 128
Common causes of stress 129
Consequences of stress 132
Managing and controlling stress 134
Work–life balance 137
STUDY TOOLS 138
2.5 New employment relationships 67
The management of knowledge workers 67
Outsourcing and offshoring 68
Temporary and casual workers 69
The changing nature of psychological contracts 69
STUDY TOOLS 72
2
CHAPTER 5
MOTIVATING BEHAVIOUR 145
5.1 The nature of motivation 147
The importance of motivation 147
The motivational framework 147
Early perspectives on motivation 149
Individual differences and motivation 150
5.2 Need-based perspectives on motivation 151
The hierarchy of needs 152
The ERG theory 154
The two-factor theory 155
The acquired needs framework 157
5.3 Process-based perspectives on
motivation 161
The equity theory of motivation 161
The expectancy theory of motivation 164
5.4 Learning-based perspectives on
motivation 168
How learning occurs 168
Reinforcement theory and learning 169
Social learning 170
Behaviour modification 171
5.5 The complexities of maintaining motivation 174
5.6 Job design in organisations 176
Job specialisation 176
Basic alternatives to job specialisation 177
The job characteristics theory 179
5.7 Employee participation and involvement 181
Areas of employee participation 182
Approaches to participation and
empowerment 182
Flexible work arrangements 183
Alternative workplaces 185
5.8 Goal setting and motivation 186
Goal-setting theory 187
Broader perspectives on goal setting 188
Goal-setting challenges 189
STUDY TOOLS 191
PART 3 SOCIAL AND GROUP PROCESSES IN ORGANISATIONS 198
CHAPTER 6
GROUPS AND TEAMS 200
6.1 Types of groups and teams 202
Types of workgroups 202
Types of teams 204
Informal groups 207
6.2 Group performance factors 208
Group composition 209
Group size 209
Group norms 210
Group cohesiveness 212
Informal leadership 214
6.3 Creating new groups and teams 215
Stages of group and team development 215
Understanding team performance factors 217
The implementation process 219
6.4 Managing teams 222
Leader behaviours 223
Understanding benefits and costs of teams 223
6.5 Teaming 226
An alternative view of teams 227
Promoting effective performance 228
Teamwork competencies 230
STUDY TOOLS 231
CHAPTER 7
DECISION MAKING AND PROBLEM SOLVING 239
7.1 The nature of decision making 241
Types of decisions 241
Decision-making conditions 245
7.2 The rational approach to decision making 247
Steps in rational decision making 247
Evidence-based decision making 250
7.3 The behavioural approach to decision making 252
The administrative model 253
Other behavioural forces in decision making 253
An integrated approach to decision making 256
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7.4 Group decision making in organisations 258
Group polarisation 258
Groupthink 258
Participation 261
Group problem solving 263
7.5 Creativity, problem solving and decision
making 265
The creative individual 266
The creative process 267
Enhancing creativity in organisations 268
STUDY TOOLS 269
CHAPTER 8
COMMUNICATION 276
8.1 The communication process 278
Non-verbal communication 280
One-way and two-way communication 281
Task interdependence 281
Barriers to effective communication 282
8.2 Communication skills 287
Listening skills 287
Writing skills 289
Presentation skills 291
Meeting skills 291
8.3 Communication media 292
The internet 292
Collaboration software 293
Intranets and cloud servers 294
Oral communication 296
Media richness 297
8.4 Organisational communication 298
Downward communication 298
Upward communication 300
Horizontal communication 300
Diagonal communication 301
Formal and informal communication 301
Social networking 302
STUDY TOOLS 303
CHAPTER 9
CONFLICT AND NEGOTIATION 309
9.1 The nature of conflict 311
Common causes of conflict 311
Conflict escalation 316
Role of emotion in conflict 319
9.2 Interpersonal conflict management strategies 320
Collaborating 320
Compromising 320
Competing 321
Accommodating 321
Avoiding 321
9.3 The conflict process 322
Conflict management skills 324
Creating constructive conflict 324
9.4 The negotiation process 326
Negotiating skills 326
Cultural issues in negotiations 328
Alternative dispute resolution 329
STUDY TOOLS 332
PART 4 LEADERSHIP AND INFLUENCE PROCESSES IN ORGANISATIONS 338
CHAPTER 10
TRADITIONAL AND CONTEMPORARY
LEADERSHIP APPROACHES 340
10.1 The nature of leadership 342
The meaning of leadership 342
Leadership versus management 342
10.2 Early approaches to leadership 345
Trait approaches to leadership 345
Behavioural approaches to leadership 346
10.3 The emergence of situational leadership
models 349
The LPC theory of leadership 350
Task versus relationship motivation 350
Situational favourableness 352
The path-goal theory of leadership 354
10.4 Vroom’s decision tree approach to leadership 356
Basic premises 356
Evaluation and implications 359
4
10.5 Contemporary situational theories 359
The leader-member exchange model 359
The Hersey and Blanchard model 360
Refinements and revisions of other theories 360
10.6 Leadership through the eyes of followers 361
Transformational leadership 362
Charismatic leadership 362
Attribution and leadership 365
10.7 Alternatives to leadership 366
Leadership substitutes 366
Leadership neutralisers 367
10.8 The changing nature of leadership 367
Leaders as coaches 368
Gender and leadership 368
International leadership and
Project GLOBE 369
10.9 Emerging issues in leadership 370
Strategic leadership 370
Ethical leadership 370
Virtual leadership 371
STUDY TOOLS 373
CHAPTER 11
POWER, INFLUENCE AND POLITICS 379
11.1 Types of power in organisations 381
Position power 382
Personal power 384
11.2 Obtaining and using power 386
Acquiring and using power 386
Empowerment 388
How departments obtain power 389
11.3 Influence in organisations 389
Influence tactics 390
Role of national culture in influence
effectiveness 391
Persuasion skills 392
Upward influence 393
11.4 Organisational politics 395
Causes of political behaviour 398
Managing organisational politics 399
11.5 Impression management 400
STUDY TOOLS 402
PART 5 ORGANISATIONAL PROCESSES AND CHARACTERISTICS 410
CHAPTER 12
ORGANISATIONAL STRUCTURE AND DESIGN 412
12.1 Organisational structure 414
Characteristics of organisational structure 416
Mechanistic and organic structures 420
12.2 Determinants of organisational structure 422
Business strategy 423
External environment 423
Organisational talent 423
Organisational size 424
Behavioural expectations 424
Production technology 424
Organisational change 425
12.3 Types of organisational structures 425
Functional structure 426
Divisional structure 426
Matrix structure 427
Team-based and lattice structures 429
Network organisation 429
12.4 Contemporary issues in organisational
structure 430
Integrating employees 431
Communities of practice 431
Effects of restructuring on performance 432
STUDY TOOLS 433
CHAPTER 13
ORGANISATIONAL CULTURE 438
13.1 The meaning and determinants of
organisational culture 440
Does culture matter? 442
How leaders create and maintain culture 444
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13.2 Cultures of conflict and cultures of inclusion 446
Cultures of conflict 446
Cultures of inclusion 448
13.3 Effects of technology and innovation on culture 449
Using intranets, social media and the
cloud to build and maintain culture 449
Building and maintaining culture in the cloud 450
Innovation and culture 451
13.4 Managing organisation culture 453
Utilising the existing culture 453
Teaching the organisation culture: socialisation 454
Changing the organisation culture 455
STUDY TOOLS 457
CHAPTER 14
ORGANISATION CHANGE AND CHANGE MANAGEMENT 463
14.1 Forces for change 465
People 465
Technology 467
Competition 468
Climate change 468
14.2 Processes for planned organisation change 471
Lewin’s process model 471
The continuous change process model 472
14.3 Organisation development 474
Organisation development defined 474
System-wide organisation development 475
Task and technological change 477
Group and individual change 479
14.4 Resistance to change 482
Organisational sources of resistance 484
Individual sources of resistance 485
14.5 Managing successful organisation
change and development 486
Consider global issues 487
Take a holistic view 487
Start small 487
Secure top management support 488
Encourage participation 488
Foster open communication 488
Reward contributors 488
14.6 Organisational learning 489
STUDY TOOLS 490
GLOSSARY 495
COMPANY INDEX 505
SUBJECT INDEX 507