Organizational Behaviour: Improving Performance and Commitment in the Workplace [4, Canadian ed.] 9781259654978, 1259654974

Table of contents :
Cover
ORGANIZATIONAL BEHAVIOUR: Improving Performance and Commitment in the Workplace
Dedication
About the Authors
Brief Contents
Contents
Preface
Special Features: OB Focus Boxes
Special Features: In-Chapter Sections
Special Features:End-of-Chapter Sections
Market Leading Techology
Acknowledgments
PART 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
CHAPTER 1: What Is Organizational Behaviour?
What Is Organizational Behaviour?
Organizational Behaviour Defined
The Role of Management Theory
An Integrative Model of OB
Does Organizational Behaviour Matter?
Building a Conceptual Argument
Research Evidence
So What’s So Hard?
How Do We “Know” What We Know about Organizational Behaviour?
Moving Forward in This Book
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 2: Job Performance
Job Performance
What Does It Mean to Be a “Good Performer”?
Task Performance
Citizenship Behaviour
Counterproductive Behaviour
Summary: What Does It Mean to Be a “Good Performer”?
Application: Performance Management
Management by Objectives
Behaviourally Anchored Rating Scales
360-Degree Feedback
Forced Ranking
Social Networking Systems
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 3: Organizational Commitment
Organizational Commitment
What Does It Mean to Be “Committed”?
Forms of Commitment
Forms of Commitment in Combination
Withdrawal Behaviour
Summary: What Does It Mean to Be “Committed”?
Trends That Affect Commitment
Diversity of the Workforce
The Changing Employee–Employer Relationship
Application: Commitment Initiatives
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
PART 2: INDIVIDUAL CHARACTERISTICS AND MECHANISMS
CHAPTER 4: Personality, Cultural Values, and Ability
Personality, Cultural Values, and Ability
How Can We Describe What Employees Are Like?
The Big Five Taxonomy
Cultural Values
Summary: How Can We Describe What Employees Are Like?
What Does It Mean for an Employee to Be “Able”?
Cognitive Ability
Emotional Ability
Physical Ability
Summary: What Does It Mean for an Employee to Be “Able”?
How Important Are These Individual Differences?
Application: Personality and Cognitive Ability Tests
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 5: Job Satisfaction
Job Satisfaction
Why Are Some Employees More Satisfied Than Others?
Value Fulfilment
Satisfaction with the Work Itself
Mood and Emotions
Summary: Why Are Some Employees More Satisfied Than Others?
How Important Is Job Satisfaction?
Life Satisfaction
Application: Tracking Satisfaction
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 6: Stress
Stress
Why Are Some Employees More “Stressed” Than Others?
Types of Stressors
How Do People Cope with Stressors?
The Experience of Strain
Accounting for Individuals in the Stress Process
Summary: Why Are Some Employees More “Stressed” Than Others?
How Important Is Stress?
Application: Stress Management
Assessment
Reducing Stressors
Providing Resources
Reducing Strains
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 7: Motivation
Motivation
Why Are Some Employees More Motivated Than Others?
Expectancy Theory
Goal Setting Theory
Equity Theory
Psychological Empowerment
Summary: Why Are Some Employees More Motivated Than Others?
How Important Is Motivation?
Application: Compensation Systems
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 8: Trust, Justice, and Ethics
Trust, Justice, and Ethics
Why Are Some Authorities More Trusted Than Others?
Trust
Justice
Ethics
Summary: Why Are Some Authorities More Trusted Than Others?
How Important Is Trust?
Application: Social Responsibility
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 9: Learning and Decision Making
Learning and Decision Making
Why Do Some Employees Learn to Make Decisions Better Than Others?
Types of Knowledge
Methods of Learning
Methods of Decision Making
Decision-Making Problems
Summary: Why Do Some Employees Learn to Make Decisions Better Than Others?
How Important Is Learning?
Application: Training
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
PART 3: RELATIONAL MECHANISMS
CHAPTER 10: Communication
Communication
The Communication Process
What Does It Mean to Be a “Good Communicator”?
Face-to-Face Communication
Computer-Mediated Communication
The Communication Process: Potential Issues
Summary: What Does It Mean to Be a “Good Communicator”?
Communication Networks
Formal Communication
Formal Networks
Informal Communication Networks
How Important Is Communication?
Application: Interviewing
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 11: Team Characteristics and Processes
Team Characteristics
What Characteristics Can Be Used to Describe Teams?
Types of Teams
Variations within Team Types
Team Interdependence
Team Composition
Summary: What Characteristics Can Be Used to Describe Teams?
Team Processes
Why Are Some Teams More Than the Sum of Their Parts?
Taskwork Processes
Teamwork Processes
Team States
Summary: Why Are Some Teams More Than The Sum of Their Parts?
How Important Are Team Characteristics and Processes?
Application: Training Teams
Transportable Teamwork Competencies
Cross-Training
Team Process Training
Team Building
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 12: Power, Influence, and Negotiation
Power, Influence, and Negotiation
Why Are Some People More Powerful Than Others?
Acquiring Power
Using Influence
Power and Influence in Action
Negotiations
Summary: Why Are Some People More Powerful Than Others?
How Important Are Power and Influence?
Application: Alternative Dispute Resolution
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 13: Leadership Styles and Behaviours
Leadership: Styles and Behaviours
Why Are Some Leaders More Effective Than Others?
Leader Decision-Making Styles
Day-to-Day Leadership Behaviours
Transformational Leadership Behaviours
Summary: Why Are Some Leaders More Effective Than Others?
How Important Is Leadership?
Application: Leadership Training
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
PART 4: ORGANIZATIONAL MECHANISMS
CHAPTER 14: Organizational Structure
Organizational Structure
Why Do Some Organizations Have Different Structures Than Others?
Elements of Organizational Structure
Organizational Design
Common Organizational Forms
Summary: Why Do Some Organizations Have Different Structures Than Others?
How Important Is Structure?
Application: Restructuring
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
CHAPTER 15: Organizational Culture and Change
Organizational Culture
Why Do Some Organizations Have Different Cultures Than Others?
Culture Components
General Culture Types
Specific Culture Types
Culture Strength
Maintaining an Organizational Culture
Summary: Why Do Some Organizations Have Different Cultures Than Others?
The Culture Change Process
Analysis and Diagnosis: Is There a Need to Change?
Understanding and Managing Resistance: What Conditions Might Help or Hinder Change Efforts?
How Appropriate Are the Change Interventions?
Was the Change Effort Successful?
How Important Is Organizational Culture?
Application: Managing Socialization
TAKEAWAYS
KEY TERMS
DISCUSSION QUESTIONS
CASE
EXERCISE
OB ASSESSMENTS
Glossary
Chapter Notes
Index

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