Organisational Behaviour, 7e - Robbins et al

533 Pages·2015·73.36 MB·French

ROBBINS ·
JUDGE
MILLETT
BOYLE
ORGANISATIONAL BEHAVIOUR
7th EDITION
'
AUTHOR
DEDICATIONS
To Annabelle and
Sebastian and the next
generation of leaders
-BM
To Peter and Harold ...
my brilliant and
beautiful men who are
there for me each and
every day of my life
-MB
ROBBINS
JUDGE
MILLITT
BOYLE
Copyright© Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2014
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Authorised adaptation from the United States edition, entitled Organizational Behavior, 15th edition, ISBN:
0132834871 by Robbins, Stephen P.; Judge, Timothy A., published by Pearson Education, Inc, Copyright© 2013
7th adaptation edition published by Pearson Australia Group Pty Ltd, Copyright ©2014.
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Cataloguing-in-Publication Data
Author: Robbins, Stephen P., 1943-author.
Title: Organisational behaviour/Stephen P Robbins, Ti1110\11y A Juc.Jge, Bruce Millell, Maree Boyle.
Edition: 7th edition
ISBN: 9781442558786 (paperback)
Subjects: Organisational behaviour. Corporate culture. Management.
Other Authors/Contributors: Judge, Tim, author. Millett, Bruce, author. Boyle, Maree, author.
Dewey Number: 302.35
Every effort has been made to trace and acknowledge copyright. However, should any infringement have occurred,
the publishers tender their apologies and invite copyright owners to contact them.
PEARSON
ALWAYS LEARNING
Brief contents
PART 1 INTRODUCTION 1
Chapter 1 What is organisational behaviour? 2
PART 2 THE INDIVIDUAL 31
Chapter 2 Diversity in organisations 32
Chapter 3 Attitudes and job satisfaction 58
Chapter 4 Personality and values 82
Chapter 5 Emotions and moods 110
Chapter 6 Perception and individual decision making 140
Chapter 7 Motivation: from concept to application 170
PART 3 THE GROUP 211
Chapter 8 Foundations of group behaviour 212
Chapter 9 Understanding work teams 244
Chapter 10 Communication 268
Chapter 11 Leadership 298
Chapter 12 Power and politics 336
Chapter 13 Conflict and negotiation 366
PART 4 THE ORGANISATION SYSTEM 395
Chapter 14 Foundations of organisational structure 396
Chapter 15 Organisational culture 422
Chapter 16 Organisational change and stress management 448
Contents
Preface xiv Working in networked organisations 16
Guided tour xxii Helping employees balance work-life conflicts 17
Case matrix xxvi
Improving ethical behaviour 17
About the authors xx ix
ETHICAL CHOICE: CAN YOU LEARN FROM
PART 1 INTRODUCTION 1 FAILURE? 18
Coming attractions: developing an OB model 19
Chapter 1 What is organisational An overview 19
behaviour? 2 The dependent variables 19
SELF-ASSESSMENT LIBRARY: HOW MUCH DO I The independent variables 22
KNOW ABOUT ORGANISATIONAL BEHAVIOUR? 4 Towards a contingency OB model 22
The importance of interpersonal skills 4 Summary and implications for managers 24
What managers do 4 Point/Counterpoint: In search of the quick fix 24
Questions for review 25
Management functions 5
Experiential exercise: The right person for the job 25
Management roles 5
Case study: Lessons for undercover bosses 27
Management skills 6
Effective versus successful managerial activities 7 PART 2 THE INDIVIDUAL 31
A review of the manager's job 8
Enter organisational behaviour 8 Chapter 2 Diversity in organisations 32
Complementing intuition with systematic study 9
SELF-ASSESSMENT LIBRARY: WHAT'S MY
MYTH OR SCIENCE: 'MOST ACTS OF WORKPLACE ATTITUDE TOWARDS OLDER PEOPLE? 34
BULLYING ARE MEN ATTACKING WOMEN' 9
Diversity 34
Disciplines that contribute to the OB field 10 Demographic characteristics of the Australian
Psychology 10 workforce 34
Social psychology 11 Levels of diversity 34
Sociology 11 Discrimination 35
Anthropology 12 Biographical characteristics 35
There are few absolutes in OB 12 Age 36
Challenges and opportunities for OB 12 Gender 37
Responding to economic pressures 12
MYTH OR SCIENCE: 'DUAL-CAREER COUPLES
OB IN PRACTICE: THE ETHICAL ADVANTAGE 13 DIVORCE LESS' 38
Responding to globalisation 13 Race and ethnicity 38
Managing workforce diversity 14 ETHICAL CHOICE: WHAT'S IN A NAME?
Changing demographics 14 ETHNIC BIAS AND JOB RESUMES 39
Improving customer service 15 Disability 40
Improving people skills 16 Other biographical characteristics: tenure,
Stimulating innovation and change 16 religion, sexual orientation and gender
Coping with 'temporariness' 16 identity 41
vi
CONTENTS
Ability 42 Point/Counterpoint: Managers can create satisfied employees 74
Intellectual abilities 42 Questions for review 75
The benefits of cultural intelligence 43 Experiential exercise: What factors are most important to your
job satisfaction? 75
Physical abilities 44
Case study: Long hours, hundreds of emails and no sleep:
The role of disabilities 44
does this sound like a satisfying job? 77
Implementing diversity management strategies 44
Chapter 4 Personality and values 82
Attracting, selecting, developing and retaining
diverse employees 45 SELF-ASSESSMENT LIBRARY: AM I A
NARCISSIST? 84
OB IN PRACTICE: IS BEAUTY A SKILL? 45
Personality 84
Diversity in groups 46
What is personality? 84
Effective diversity programs 47
The Myers-Briggs Type Indicator 85
GLOBALISATION: GLOBALISATION 48
The Big Five Model 86
Summary and implications for managers 49
How do the Big Five traits predict behaviour
Point/Counterpoint: Men have more mathematical ability
at work? 87
than women 50
Questions for review 51 Other personality traits relevant to OB 88
Experiential exercise: Feeling excluded 51
MYTH OR SCIENCE: 'PERSONALITY PREDICTS
Case study 1: The Flynn effect 52 THE PERFORMANCE OF ENTREPRENEURS' 91
Case study 2: Increasing age diversity in the workplace 53
GLOBALISATION: THE RIGHT PERSONALITY
Chapter 3 Attitudes and job satisfaction 58 FOR A GLOBAL WORKPLACE 91
SELF-ASSESSMENT LIBRARY: HOW SATISFIED Values 92
AM I WITH MY JOB? 60 The importance of values 92
Attitudes 60
OB IN PRACTICE: THE SECRET POWER OF
What are the main components of attitudes? 60 INTROVERTS 93
Does behaviour always follow from attitudes? 61 Terminal versus instrumental values 93
What are the major job attitudes? 62 Generational values 95
ETHICAL CHOICE: SICK AND TIRED OF Linking an individual's personality and values to
ABSENTEEISM 63 the workplace 96
GLOBALISATION: CULTURE ANO WORK-LIFE Person-job fit 96
BALANCE 65
ETHICAL CHOICE: SHOULD YOU TRY TO
SELF-ASSESSMENT LIBRARY: AM I ENGAGED? 66 CHANGE SOMEONE'S PERSONALITY? 97
Are these job attitudes really all that distinct? 66 Person-organisation fit 98
Job satisfaction 67 International values 98
Measuring job satisfaction 67 Hofstede's framework for assessing cultures 98
How satisfied are people with their jobs? 67 The Globe framework for assessing cultures 101
Summary and implications for managers 102
OB IN PRACTICE: DOES REMOTE MANAGEMENT
MEAN LOWER EMPLOYEE ENGAGEMENT? 67 Point/Counterpoint: Gen Y are really Gen N 103
Questions for review 104
What causes job satisfaction? 68
Experiential exercise: What organisational culture do you prefer? 104
MYTH OR SCIENCE: 'HAPPY WORKERS ARE Case study: Is there a price for being too nice? 105
PRODUCTIVE WORKERS' 70
The impact of satisfied and dissatisfied Chapter 5 Emotions and moods 110
employees on the workplace 70 SELF-ASSESSMENT LIBRARY: HOW AR.E YOU
Are employees in Western cultures more satisfied FEELING RIGHT NOW? 112
with their jobs? 73 Emotions and moods: an overview 112
Summary and implications for managers 74 The basic emotions 113
\ vii
CONTENTS
The basic moods: positive and negative affect 113 Attribution theory 143
The function of emotions 114 East-West differences: it's perceptual 144
Sources of emotions and moods 115 GLOBALISATION: CHINESE TIME, WESTERN
TIME 145
GLOBALISATION: SHOULD YOU EXPECT 'SERVICE
WITH A SMILE' ALL AROUND THE WORLD? 118 Common shortcuts in judging others 146
Emotional labour 120 Specific applications of shortcuts in
Affective events theory 120 organisations 147
MYTH OR SCIENCE: WE ARE BETTER JUDGES The link between perception and individual
OF WHEN OTHERS ARE HAPPY THAN WHEN decision making 148
THEY ARE SAD 121
Decision making in organisations 148
Emotional intelligence 122
The rational model, bounded rationality
The case for El 123
and intuition 148
The case against El 123
Common biases and errors in decision making 150
Emotion regulation 124
OB IN PRACTICE: HOW DO WE MAKE A WISE
SELF-ASSESSMENT LIBRARY: WHAT'S MY DECISION? 151
EMOTIONAL INTELLIGENCE SCORE? 124
MYTH OR SCIENCE: CREATIVE DECISION
OB applications of emotions and moods 125 MAKING IS A RIGHT-BRAIN ACTIVITY 152
Selection 125
SELF-ASSESSMENT LIBRARY: AM I A
Decision making 125 DELIBERATE DECISION MAKER? 154
OB IN PRACTICE: IS BEING PASSIONATE ABOUT Influences on decision making: individual
YOUR WORK GOOD FOR YOUR CAREER? 125
differences and organisational constraints 154
Creativity 126
Individual differences 154
Motivation 127
ETHICAL CHOICE: WHOSE ETHICAL STANDARDS
Leadership 127 TO FOLLOW? 155
Negotiation 127
Organisational constraints 156
Customer service 128
Three ethical decision criteria 157
Job attitudes 128 Improving creativity in decision making 157
Deviant workplace behaviours 128
Creative potential 157
Safety and injury at work 128
The three-component model of creativity 158
How managers can influence moods 129
SELF-ASSESSMENT LIBRARY: HOW CREATIVE
ETHICAL CHOICE: SCHADENFREUDE 129 AM I? 159
Summary and implications for managers 130 Global differences in perception and decision
Point/Counterpoint: Sometimes blowing your top is a good thing 131
making 159
Questions for review 132
Attributions 159
Experiential exercise: Who can catch a liar? 132
Decision making 160
Case study 1: Is it okay to cry at work? 133
Case study 2: Can you read emotions from faces? 134 Ethics 160
Summary and implications for managers 161
Chapter 6 Perception and individual
Point/Counterpoint: Checklists lead to better decisions 162
decision making 140
Questions for review 164
SELF-ASSESSMENT LIBRARY: WHAT ARE MY Experiential exercise: Five ethical decisions: what would you do? 164
GENDER ROLE PERCEPTIONS? 142 Case study: Computerised decision making 165
What is perception? 142 Chapter 7 Motivation: from concept
Factors that influence perception 142 to application 170
Person perception: making judgments about
SELF-ASSESSMENT LIBRARY: HOW CONFIDENT
others 143 AM I IN MY ABILITIES TO SUCCEED? 172
viii I
CONTENTS
Defining motivation 172 GLOBALISATION: MOTIVATED BY INDIVIDUAL
Early theories of motivation 172 GOALS OR RELATIONAL GOALS? 199
Hierarchy of needs theory 173 Summary and implications for managers 200
Point/Counterpoint: 'If money doesn't make you happy,
Theory X and Theory Y 173
you aren't spending it right' 201
Two-factor theory 174
Questions for review 202
MYTH OR SCIENCE: 'THE SUPPORT OF Experiential exercise: Assessing employee motivation and
OTHERS IMPROVES OUR CHANCES OF satisfaction using the job characteristics model 202
ACCOMPLISHING OUR GOALS' 175
Case study 1: Multitasking: a good use of your time? 203
Contemporary theories of motivation 176 Case study 2: Bonuses can backfire 204
Self-determination theory 176
PART 3 THE GROUP 211
Goal-setting theory 177 ----------------------------------------------------------------
SELF-ASSESSMENT LIBRARY: WHAT ARE MY Chapter 8 Foundations of group
COURSE PERFORMANCE GOALS? 178
behaviour 212
Self-efficacy theory 178
SELF-ASSESSMENT LIBRARY: DO I HAVE A
Reinforcement theory 180
NEGATIVE ATTITUDE TOWARDS WORKING IN
Equity theory/organisational justice 181 GROUPS? 214
Expectancy theory 184 Defining and classifying groups 214
SELF-ASSESSMENT LIBRARY: WHAT'S MY Why do people form groups? 214
JOB'S MOTIVATING POTENTIAL? 185
OB IN PRACTICE: HOW WELL CAN YOU CLICK? 215
Applied motivation: job design 186
Stages of group development 216
The job characteristics model 186
The five-stage model 216
GLOBALISATION: DO MOTIVATIONAL
An alternative model for temporary groups
APPROACHES VARY BY CULTURE? 187
with deadlines 217
How can jobs be redesigned? 188
Group properties: roles, norms, status, size,
MYTH OR SCIENCE: 'EVERYONE WANTS A
cohesiveness and diversity 218
CHALLENGING JOB' 189
Group property 1: roles 218
Alternative work arrangements 190
SELF-ASSESSMENT LIBRARY: DO I TRUST
The social and physical context of work 192
OTHERS? 220
Employee involvement 193
Group property 2: norms 220
Examples of employee involvement programs 193
Group property 3: status 224
Linking employee involvement programs and
Group property 4: size 225
motivation theories 194
Group property 5: cohesiveness 226
Rewarding employees 194
Group property 6: diversity 227
What do we actually mean by pay? 194
Group decision making 228
What to pay: establishing a pay structure 195
Groups versus the individual 228
How to pay: rewarding individual employees
GLOBALISATION: FORMING INTERNATIONAL
through variable-pay programs 195
TEAMS IN A VIRTUAL WORLD 228
OB IN PRACTICE: MOTIVATING REMOTE
MYTH OR SCIENCE: 'ASIANS HAVE LESS
EMPLOYEES: PRO AND CONS 197
IN-GROUP BIAS THAN AMERICANS' 229
ETHICAL CHOICE: YOU MIGHT WORK LESS Groupthink and groupshift 230
THAN YOU THINK 199
ETHICAL CHOICE: SHOULD YOU USE GROUP
Flexible benefits: developing a benefits PEER PRESSURE? 231
package 199
Group decision-making techniques 232
Intrinsic rewards: employee recognition
Summary and implications for managers 234
programs 199 Point/Counterpoint: Affinity groups fuel business success 235
Ix