Canadian Organizational Behaviour 11th Edition by Steven Mcshane, Kevin Tasa, Sandra Steen 1260326853 9781260326857

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ISBN 10: 1260326853

ISBN 13: 9781260326857

Author: Steven Mcshane, Kevin Tasa, Sandra Steen

Canadian Organizational Behaviour reflects the dynamic world of organizational behaviour and emerging workplace realities – social media and virtual teams; values and self-leadership; emotional intelligence and effective teamwork skills. Canadian Organizational Behaviour, Eleventh Edition, is written in the context of these emerging workplace realities. This edition explains how work-life integration is becoming an essential employee practice in the workplace.

Canadian Organizational Behaviour 11th Table of contents:

Chapter 1: Introduction to the Field of Organizational Behaviour

Introduction

Introduction to the Field of Organizational Behaviour

Welcome to the Field of Organizational Behaviour!

What is Organizational Behaviour?

HISTORICAL FOUNDATIONS OF ORGANIZATIONAL BEHAVIOUR

Why Organizational Behaviour Is Important

Why OB is Important for You

Why OB is Important for Organizations

Connecting the Dots: An Integrative Model of Organizational Behaviour

Anchors of Organizational Behaviour Knowledge

THE SYSTEMATIC RESEARCH ANCHOR

THE PRACTICAL ORIENTATION ANCHOR

THE MULTIDISCIPLINARY ANCHOR

THE CONTINGENCY ANCHOR

THE MULTIPLE LEVELS OF ANALYSIS ANCHOR

The Emerging Workplace Landscape

Diversity and the Inclusive Workplace

Work–Life Integration

Remote Work

Employment Relationships

MARS Model of Individual Behaviour and Performance

EMPLOYEE MOTIVATION

ABILITY

ROLE PERCEPTIONS

SITUATIONAL FACTORS

Types of Individual Behaviour

TASK PERFORMANCE

ORGANIZATIONAL CITIZENSHIP BEHAVIOURS

COUNTERPRODUCTIVE WORK BEHAVIOURS

JOINING AND STAYING WITH THE ORGANIZATION

MAINTAINING WORK ATTENDANCE

The Journey Begins

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Promoting Safe Behaviour at Mother Parkers

Class Exercise: World Café on the Emerging Workplace

World Café Discussion Themes

Class Exercise: It All Makes Sense?

Self-Assessment for Chapter 1

Chapter 2: Individual Differences: Personality and Values

Introduction

Individual Differences: Personality and Values

Personality and the Five-Factor Model in Organizations

WHAT CAUSES PERSONALITY: NATURE VERSUS NURTURE

FIVE-FACTOR MODEL OF PERSONALITY

Caveats When Applying the Five-Factor Model

Other Personality Concepts: The Dark Triad and MBTI Types

The Dark Triad

JUNGIAN PERSONALITY THEORY AND THE MYERS-BRIGGS TYPE INDICATOR

Values in the Workplace

TYPES OF VALUES

VALUES AND INDIVIDUAL BEHAVIOUR

VALUES CONGRUENCE

Ethical Values and Behaviour

FOUR ETHICAL PRINCIPLES

MORAL INTENSITY, MORAL SENSITIVITY, AND SITUATIONAL INFLUENCES

SUPPORTING ETHICAL BEHAVIOUR

Values Across Cultures

INDIVIDUALISM AND COLLECTIVISM

POWER DISTANCE

UNCERTAINTY AVOIDANCE

ACHIEVEMENT-NURTURING ORIENTATION

CAVEATS ABOUT CROSS-CULTURAL KNOWLEDGE

CULTURAL DIVERSITY WITHIN CANADA

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: SNC-Lavalin Group Inc.

Team Exercise: Ethics Dilemma Vignettes

Class Exercise: Personal Values Exercise

Self-Assessments for Chapter 2

Chapter 3: Perceiving Ourselves and Others in Organizations

Introduction

Self-Concept: How We Perceive Ourselves

SELF-CONCEPT COMPLEXITY, CONSISTENCY, AND CLARITY

SELF-ENHANCEMENT

SELF-VERIFICATION

SELF-EVALUATION

THE SOCIAL SELF

SELF-CONCEPT AND ORGANIZATIONAL BEHAVIOUR

Perceiving the World Around Us

PERCEPTUAL ORGANIZATION AND INTERPRETATION

Specific Perceptual Processes and Problems

STEREOTYPING IN ORGANIZATIONS

ATTRIBUTION THEORY

SELF-FULFILLING PROPHECY

OTHER PERCEPTUAL EFFECTS

Improving Perceptions

AWARENESS OF PERCEPTUAL BIASES

IMPROVING SELF-AWARENESS

MEANINGFUL INTERACTION

Global Mindset: Developing Perceptions across Borders

DEVELOPING A GLOBAL MINDSET

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Hy Dairies Ltd

Team Exercise: Personal and Organizational Strategies for Developing a Global Mindset

Self-Assessments for Chapter 3

Chapter 4: Workplace Emotions, Attitudes, and Stress

Introduction

Emotions in the Workplace

TYPES OF EMOTIONS

EMOTIONS, ATTITUDES, AND BEHAVIOUR

HOW EMOTIONS INFLUENCE ATTITUDES AND BEHAVIOUR

GENERATING POSITIVE EMOTIONS AT WORK

COGNITIVE DISSONANCE

EMOTIONS AND PERSONALITY

Managing Emotions at Work

EMOTIONAL DISPLAY NORMS ACROSS CULTURES

Strategies for Displaying Expected Emotions

Emotional Intelligence

EMOTIONAL INTELLIGENCE OUTCOMES AND DEVELOPMENT

Job Satisfaction

JOB SATISFACTION AND WORK BEHAVIOUR

JOB SATISFACTION AND PERFORMANCE

JOB SATISFACTION AND CUSTOMER SATISFACTION

JOB SATISFACTION AND BUSINESS ETHICS

Organizational Commitment

CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT

BUILDING AFFECTIVE COMMITMENT

Work-Related Stress and its Management

GENERAL ADAPTATION SYNDROME

CONSEQUENCES OF DISTRESS

STRESSORS: THE CAUSES OF STRESS

INDIVIDUAL DIFFERENCES IN STRESS

MANAGING WORK-RELATED STRESS

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Diana’s Disappointment: The Promotion Stumbling Block

Case Study: Rough Seas on the Link650

Team Exercise: Ranking Jobs on Their Emotional Labour

Self-Assessments for Chapter 4

Chapter 5: Foundations of Employee Motivation

Introduction

Employee Motivation, Drives, and Needs

Employee Drives and Needs

INDIVIDUAL DIFFERENCES IN NEEDS

Drive-Based Motivation Theories

FOUR-DRIVE THEORY

MASLOW’S NEEDS HIERARCHY THEORY

INTRINSIC AND EXTRINSIC MOTIVATION

LEARNED NEEDS THEORY

Expectancy Theory of Motivation

EXPECTANCY THEORY IN PRACTICE

Organizational Behaviour Modification and Social Cognitive Theory

ORGANIZATIONAL BEHAVIOUR MODIFICATION

SOCIAL COGNITIVE THEORY

Goal Setting and Feedback

CHARACTERISTICS OF EFFECTIVE FEEDBACK

SOURCES OF FEEDBACK

EVALUATING GOAL SETTING AND FEEDBACK

Organizational Justice

Distributive Justice and Equity Theory

PROCEDURAL and Interactional JUSTICE

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Predicting Harry’s Work Effort

Case Study: Barrie Super Subs

Class Exercise: Needs Priority Exercise

Self-Assessments for Chapter 5

Chapter 6: Applied Performance Practices

Introduction

The Meaning of Money in the Workplace

Financial Reward Practices

MEMBERSHIP- AND SENIORITY-BASED REWARDS

JOB STATUS–BASED REWARDS

COMPETENCY-BASED REWARDS

PERFORMANCE-BASED REWARDS

Improving Reward Effectiveness

Link Rewards to Performance

Ensure That Rewards are Relevant

Use Team Rewards for Interdependent Jobs

Ensure that Rewards Are Valued

Watch Out for Unintended Consequences

Job Design Practices

JOB DESIGN AND WORK EFFICIENCY

SCIENTIFIC MANAGEMENT

PROBLEMS WITH JOB SPECIALIZATION

Job Design and Work Motivation

Job Characteristics MODEL

SOCIAL AND INFORMATION PROCESSING JOB CHARACTERISTICS

JOB DESIGN PRACTICES THAT MOTIVATE

Psychological Empowerment Practices

SUPPORTING PSYCHOLOGICAL EMPOWERMENT

Self-Leadership Practices

Personal Goal Setting

CONSTRUCTIVE THOUGHT PATTERNS

Designing Natural Rewards

Self-Monitoring

Self-Reinforcement

EFFECTIVENESS OF SELF-LEADERSHIP

PERSONAL AND SITUATIONAL PREDICTORS OF SELF-LEADERSHIP

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Yakkatech Ltd

Team Exercise: Is Student Work Enriched?

Self-Assessments for Chapter 6

Chapter 7: Decision Making and Creativity

Introduction

Decision Making and Creativity

Rational Choice Decision Making

RATIONAL CHOICE DECISION PROCESS

PROBLEMS WITH RATIONAL CHOICE DECISION MAKING

Identifying Problems and Opportunities

PROBLEMS WITH PROBLEM IDENTIFICATION

IDENTIFYING PROBLEMS AND OPPORTUNITIES MORE EFFECTIVELY

Searching for, Evaluating, and Choosing Alternatives

PROBLEMS WITH GOALS

PROBLEMS WITH INFORMATION PROCESSING

PROBLEMS WITH MAXIMIZATION

EVALUATING OPPORTUNITIES

Emotions and Intuition in Decision Making

EMOTIONS AND MAKING CHOICES

INTUITION AND MAKING CHOICES

MAKING CHOICES MORE EFFECTIVELY

Implementing and Evaluating Decisions

Implementing Decisions

Evaluating Decisions

ESCALATION OF COMMITMENT

EVALUATING DECISION OUTCOMES MORE EFFECTIVELY

Creativity

THE CREATIVE PROCESS

CHARACTERISTICS OF CREATIVE PEOPLE

ORGANIZATIONAL CONDITIONS SUPPORTING CREATIVITY

ACTIVITIES THAT ENCOURAGE CREATIVITY

Employee Involvement in Decision Making

BENEFITS OF EMPLOYEE INVOLVEMENT

CONTINGENCIES OF EMPLOYEE INVOLVEMENT

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Dogged by the Wrong Problem

Class Exercise: Employee Involvement Incidents

Class Exercise: Creativity Brainbusters

Self-Assessments for Chapter 7

Chapter 8: Team Dynamics

Introduction

Teams and Informal Groups

INFORMAL GROUPS

Benefits and Limitations of Teams

THE CHALLENGES OF TEAMS

A Model of Team Effectiveness

ORGANIZATIONAL AND TEAM ENVIRONMENT

Team Design Elements

TASK CHARACTERISTICS

TEAM SIZE

TEAM COMPOSITION

Team Processes

TEAM DEVELOPMENT

TEAM NORMS

Team Roles

TEAM COHESION

TEAM TRUST

TEAM MENTAL MODELS

Improving Team Processes through Team Building

Self-Directed Teams

SUCCESS FACTORS FOR SELF-DIRECTED TEAMS

Remote (Virtual) Teams

SUCCESS FACTORS FOR REMOTE TEAMS

Team Decision Making

CONSTRAINTS ON TEAM DECISION MAKING

IMPROVING DECISION MAKING AND CREATIVITY IN TEAMS

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Arbrecorp Ltée

Team Exercise: Team Tower Power

Team Exercise: Survival on the Moon

Self-Assessments for Chapter 8

Chapter 9: Communicating in Teams and Organizations

Introduction

The Importance of Communication

A Model of Communication

INFLUENCES ON EFFECTIVE ENCODING AND DECODING

Communication Channels

DIGITAL WRITTEN COMMUNICATION

Social Media Communication in the Workplace

NONVERBAL COMMUNICATION

Choosing the Best Communication Channel

Synchronicity

Social Presence

SOCIAL ACCEPTANCE

MEDIA RICHNESS

COMMUNICATION CHANNELS AND PERSUASION

Communication Barriers (NOISE)

Perceptions

Language

Jargon

Filtering

INFORMATION OVERLOAD

Cross-Cultural and Gender Communication

NONVERBAL DIFFERENCES ACROSS CULTURES

GENDER DIFFERENCES IN COMMUNICATION

Improving Interpersonal Communication

GETTING YOUR MESSAGE ACROSS

ACTIVE LISTENING

Improving Communicationthroughout the Hierarchy

WORKSPACE DESIGN

DIGITALLY BASED ORGANIZATIONAL COMMUNICATION

DIRECT COMMUNICATION WITH TOP MANAGEMENT

Communicating through the Grapevine

GRAPEVINE CHARACTERISTICS

GRAPEVINE BENEFITS AND LIMITATIONS

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Difficult Connections

Team Exercise: Cross-Cultural Communication Game

Team Exercise: Practising Active Listening

Self-Assessments for Chapter 9

Chapter 10: Power and Influence in the Workplace

Introduction

The Meaning of Power

Sources of Power in Organizations

LEGITIMATE POWER

REWARD POWER

COERCIVE POWER

EXPERT POWER

REFERENT POWER

Deference to Power

Contingencies of Power

NONSUBSTITUTABILITY

CENTRALITY

VISIBILITY

DISCRETION

The Power of Social Networks

SOCIAL CAPITAL AND SOURCES OF POWER

GAINING POWER THROUGH SOCIAL NETWORKS

Consequences of Power

Influencing Others

TYPES OF INFLUENCE TACTICS

CONSEQUENCES AND CONTINGENCIES OF INFLUENCE TACTICS

Organizational Politics

Individual Differences in Organizational Politics

MINIMIZING ORGANIZATIONAL POLITICS

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Resonus Corporation

Case Study: JP Morgan’s Whale

Team Exercise: Deciphering the (Social) Network

Team Exercise: Managing Your Boss

Self-Assessments for Chapter 10

Chapter 11: Conflict and Negotiation in the Workplace

Introduction

The Meaning and Consequences of Conflict

IS CONFLICT GOOD OR BAD?

The Emerging View: Task and Relationship Conflict

Task Conflict

Relationship Conflict

Minimizing Relationship Conflict During Task Conflict

Conflict Process Model

Structural Sources of Conflict in Organizations

INCOMPATIBLE GOALS

DIFFERENTIATION

INTERDEPENDENCE

SCARCE RESOURCES

AMBIGUOUS RULES

COMMUNICATION PROBLEMS

Interpersonal Conflict-Handling Styles

CHOOSING THE BEST CONFLICT-HANDLING STYLE

CULTURAL AND GENDER DIFFERENCES IN CONFLICT-HANDLING STYLES

Structural Approaches to Conflict Management

EMPHASIZE SUPERORDINATE GOALS

REDUCE DIFFERENTIATION

IMPROVE COMMUNICATION AND MUTUAL UNDERSTANDING

REDUCE INTERDEPENDENCE

INCREASE RESOURCES

CLARIFY RULES AND PROCEDURES

Third-Party Conflict Resolution

CHOOSING THE BEST THIRD-PARTY INTERVENTION STRATEGY

Resolving Conflict through Negotiation

DISTRIBUTIVE VERSUS INTEGRATIVE APPROACHES TO NEGOTIATION

PREPARING TO NEGOTIATE

THE NEGOTIATION PROCESS

The Negotiation Setting

Gender and Negotiation

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Discord Investments

Class Exercise: Conflict Handling Incidents

Team Exercise: Kumquat Conflict Role Play

Self-Assessments for Chapter 11

Chapter 12: Leadership in Organizational Settings

Introduction

What is Leadership?

SHARED LEADERSHIP

Transformational Leadership Perspective

DEVELOP AND COMMUNICATE A STRATEGIC VISION

MODEL THE VISION

ENCOURAGE EXPERIMENTATION

BUILD COMMITMENT TOWARD THE VISION

TRANSFORMATIONAL LEADERSHIP AND CHARISMA

EVALUATING THE TRANSFORMATIONAL LEADERSHIP PERSPECTIVE

Managerial Leadership Perspective

Interdependence OFManagerial andTransformational LEadership

TASK-ORIENTED AND PEOPLE-ORIENTED LEADERSHIP

SERVANT LEADERSHIP

Path–Goal and Leadership Substitutes Theories

PATH–GOAL LEADERSHIP THEORY

LEADERSHIP SUBSTITUTES THEORY

Implicit Leadership Perspective

PROTOTYPES OF EFFECTIVE LEADERS

THE ROMANCE OF LEADERSHIP

Personal Attributes Perspective of Leadership

Eight Important Leadership Attributes

AUTHENTIC LEADERSHIP

PERSONAL ATTRIBUTES PERSPECTIVE LIMITATIONS AND PRACTICAL IMPLICATIONS

Cross-Cultural and Gender Issues in Leadership

GENDER AND LEADERSHIP

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: A Window on Life

Team Exercise: Leadership Diagnostic Analysis

Self-Assessments for Chapter 12

Chapter 13: Designing Organizational Structures

Introduction

Designing Organizational Structures

Division of Labour and Coordination

DIVISION OF LABOUR

COORDINATING WORK ACTIVITIES

Elements of Organizational Structure

SPAN OF CONTROL

CENTRALIZATION AND DECENTRALIZATION

FORMALIZATION

MECHANISTIC VERSUS ORGANIC STRUCTURES

Forms of Departmentalization

SIMPLE STRUCTURE

FUNCTIONAL STRUCTURE

DIVISIONAL STRUCTURE

TEAM-BASED STRUCTURE

MATRIX STRUCTURE

NETWORK STRUCTURE

Contingencies of Organizational Design

EXTERNAL ENVIRONMENT

ORGANIZATIONAL SIZE

TECHNOLOGY

ORGANIZATIONAL STRATEGY

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Merritt’s Bakery

Team Exercise: The Club Ed Exercise

Self-Assessments for Chapter 13

Chapter 14: Organizational Culture

Introduction

Elements of Organizational Culture

CONTENT OF ORGANIZATIONAL CULTURE

ORGANIZATIONAL SUBCULTURES

Deciphering Organizational Culturethrough Artifacts

ORGANIZATIONAL STORIES AND LEGENDS

ORGANIZATIONAL LANGUAGE

RITUALS AND CEREMONIES

PHYSICAL STRUCTURES AND SYMBOLS

Is Organizational Culture Important?

THE MEANING AND POTENTIAL BENEFITS OF A STRONG CULTURE

CONTINGENCIES OF ORGANIZATIONAL CULTURE AND EFFECTIVENESS

ORGANIZATIONAL CULTURE AND BUSINESS ETHICS

Merging Organizational Cultures

BICULTURAL AUDIT

STRATEGIES FOR MERGING DIFFERENT ORGANIZATIONAL CULTURES

Changing and Strengthening Organizational Culture

MODEL DESIRED CULTURE THROUGH ACTIONS OF FOUNDERS AND LEADERS

ALIGN ARTIFACTS WITH THE DESIRED CULTURE

INTRODUCE CULTURALLY CONSISTENT REWARDS AND RECOGNITION

SUPPORT WORKFORCE STABILITY AND COMMUNICATION

USE ATTRACTION, SELECTION, AND SOCIALIZATION FOR CULTURAL FIT

Organizational Socialization

LEARNING AND ADJUSTMENT PROCESS

PSYCHOLOGICAL CONTRACTS

STAGES OF ORGANIZATIONAL SOCIALIZATION

IMPROVING THE SOCIALIZATION PROCESS

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Hillton’s Transformation

Team Exercise: Organizational Culture Metaphors

Self-Assessment for Chapter 14

Chapter 15: Organizational Change

Introduction

Lewin’s Force Field Analysis Model

Understanding Resistance to Change

WHY EMPLOYEES RESIST CHANGE

Unfreezing, Changing, and Refreezing

CREATING AN URGENCY FOR CHANGE

REDUCING THE RESTRAINING FORCES

REFREEZING THE DESIRED CONDITIONS

Leadership, Coalitions, and Pilot Projects

TRANSFORMATIONAL LEADERSHIP AND CHANGE

COALITIONS, SOCIAL NETWORKS, AND CHANGE

PILOT PROJECTS AND DIFFUSION OF CHANGE

Four Approaches to Organizational Change

ACTION RESEARCH APPROACH

APPRECIATIVE INQUIRY APPROACH

LARGE GROUP INTERVENTION APPROACH

PARALLEL LEARNING STRUCTURE APPROACH

Cross-Cultural and Ethical Issues in Organizational Change

Organizational Behaviour: The Journey Continues

Chapter Summary

Key Terms

Critical Thinking Questions

Case Study: Transact Insurance Corporation

Team Exercise: Strategic Change Incidents

Self-Assessments for Chapter 15

Additional Cases

Introduction

Case 1: Arctic Mining Consultants

Case 2: Bridging the Two Worlds: The Organizational Dilemma

Case 3: Keeping Suzanne Chalmers

Case 4: Northwest Canadian Forest Products Limited (Revised)

Case 5: Simmons Laboratories

Case 6: Tamarack Industries

Case 7: The Outstanding Faculty Award

Case 8: The Regency Grand Hotel

Case 9: The Shipping Industry Accounting Team

Case 10: Verberg Kansen N.V.

Case 11: Vêtements Ltée

Appendix: Theory Building and Systematic Research Methods

Introduction

Theory Building

Positivism versus Interpretivism

Theory Testing: The Deductive Process

Using the Scientific Method

Grounded Theory: An Alternative Approach

Selected Issues in Organizational Behaviour Research

Research Design Strategies

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