Test Bank for Organisational Behaviour 8th Edition by Stephen Robbins, Timothy Judge, Bruce Millett, Maree Boyle ISBN B07D6RF8CB 978-1488609374

Part 1 introduction

Chapter 1 What is organisational behaviour?

The importance of interpersonal skills

What managers do

Management functions

Management roles

Management skills

Effective versus successful managerial activities

A review of the manager’s job

Enter organisational behaviour

Complementing intuition with systematic study

Myth or Science? ‘Management by walking around is the most effective management’

Disciplines that contribute to the OB field

Psychology

Social psychology

Sociology

Anthropology

There are few absolutes in OB

Challenges and opportunities for OB

Responding to economic pressures

OB in Practice Organisational behaviour, productivity and big data

Responding to globalisation

Managing workforce diversity

Personal Inventory Assessments Multicultural Awareness Scale

Improving customer service and people skills

Working in networked organisations

Enhancing employee well-being at work

Improving ethical behaviour

Ethical Choice Holiday deficit disorder

Coming attractions: developing an OB model

An overview

Inputs

Processes

Outcomes

Summary

Implications for managers

Point/Counterpoint Lost in translation?

Questions for review

Experiential exercise Intoxicated workplaces

Case study Apple goes global

Endnotes

Part 2 The individual

Chapter 2 Diversity in organisations

Diversity

Demographic characteristics of the Australian workforce

Levels of diversity

Discrimination

Personal Inventory Assessments Intercultural Sensitivity Scale

Biographical characteristics

Age

Gender

Myth or Science? ‘Bald is better’

Race and ethnicity

Ethical Choice Board quotas

Disability

Other biographical characteristics: tenure, religion, sexual orientation and gender identity

Ability

Intellectual abilities

The benefits of cultural intelligence

Physical abilities

The role of disabilities

Implementing diversity management strategies

Attracting, selecting, developing and retaining diverse employees

OB in Practice Twitter’s diversity issue

Diversity in groups

Effective diversity programs

Globalisation Worldwide talent search for women

Summary

Implications for managers

Point/Counterpoint Affirmative action should be abolished

Questions for review

Experiential exercise Feeling excluded

Case study Human capital in the ageing workforce

Endnotes

Chapter 3 Attitudes and job satisfaction

Attitudes

What are the main components of attitudes?

Attitudes and behaviour

Moderating variables

Job attitudes

Ethical Choice Are employers responsible for workplace incivilities?

Globalisation Exodus phenomenon

Are these job attitudes really all that distinct?

Job satisfaction

Measuring job satisfaction

OB in Practice A clash of attitudes in health care

How satisfied are people with their jobs?

What causes job satisfaction?

Myth or Science? ‘Happy workers means happy profits’

Personal Inventory Assessments Core Self Evaluation (CSE) Scale

The impact of satisfied and dissatisfied employees on the workplace

Job satisfaction and job performance

Job satisfaction and OCB

Job satisfaction and customer satisfaction

Job satisfaction and absenteeism

Job satisfaction and turnover

Job satisfaction and workplace deviance

Managers often ‘don’t get it’

Summary

Implications for managers

Point/Counterpoint Employer–employee loyalty is an outdated concept

Questions for review

Experiential exercise What factors are most important to your job satisfaction?

Case study Job crafting

Endnotes

Chapter 4 Personality and values

Personality

What is personality?

Personal Inventory Assessments Are You a Type A Personality?

The Myers–Briggs Type Indicator

The Big Five Model

How do the Big Five traits predict behaviour at work?

The Dark Triad

Other personality traits relevant to OB

Core self-evaluation

Self-monitoring

Myth or Science? ‘We can accurately judge individuals’ personalities a few seconds after meeting

Proactive personality

Personality and situations

Situation strength

Trait activation theory

Globalisation Is the personality profile of an entrepreneur the same across different countries?

Values

The importance of values

OB in Practice Dealing with issues of personality in the workplace

Terminal versus instrumental values

Generational values

Linking an individual’s personality and values to the workplace

Person–job fit

Person–organisation fit

Ethical Choice Do you have a cheating personality?

International values

Hofstede’s framework for assessing cultures

The globe framework for assessing cultures

Summary

Implications for managers

Point/Counterpoint Millennials are more narcissistic

Questions for review

Experiential exercise Generational values and ‘staying put’

Case study The power of quiet

Endnotes

Chapter 5 Emotions and moods

What are emotions and moods?

The basic emotions

The basic moods: positive and negative affect

Myth or Science? ‘Smile, and the work world smiles with you’

The function of emotions

Sources of emotions and moods

Emotional labour

OB in Practice How leaders can influence emotions in the workplace

Affective events theory

Emotional intelligence

The case for EI

The case against EI

Ethical Choice Should managers use emotional intelligence (EI) tests?

Personal Inventory Assessments Emotional Intelligence Assessment

Emotion regulation

OB applications of emotions and moods

Selection

Decision making

Creativity

Motivation

Leadership

Negotiation

Customer service

Job attitudes

Deviant workplace behaviours

Safety and injury at work

How managers can influence moods

Globalisation Creating highly productive teams across the cultural emotional barrier

Summary

Implications for managers

Point/Counterpoint Sometimes blowing your top is a good thing

Questions for review

Experiential exercise Who can catch a liar?

Case study Can you read emotions from faces?

Endnotes

Chapter 6 Perception and individual decision making

What is perception?

Factors that influence perception

Person perception: making judgments about others

Attribution theory

Globalisation Does multicultural experience make for better decisions?

Common shortcuts in judging others

Specific applications of shortcuts in organisations

The link between perception and individual decision making

Decision making in organisations

The rational model, bounded rationality and intuition

Common biases and errors in decision making

OB in Practice The perceptive coach

Myth or Science? ‘All stereotypes are negative’

Influences on decision making: individual differences and organisational constraints

Individual differences

Ethical Choice Choosing to lie

Organisational constraints

Three ethical decision criteria

Improving creativity in decision making

Creative behaviour

Causes of creative behaviour

Personal Inventory Assessments Creativity Scale

Creative outcomes (Innovation)

Summary

Implications for managers

Point/Counterpoint Stereotypes are dying

Questions for review

Experiential exercise Five ethical decisions

Case study The youngest billionaire

Endnotes

Chapter 7 Motivation: from concept to application

Defining motivation

Early theories of motivation

Hierarchy of needs theory

Theory X and Theory Y

Two-factor theory

Contemporary theories of motivation

Self-determination theory

Myth or Science? ‘Money can’t buy happiness’

Goal-setting theory

Other contemporary theories of motivation

Self-efficacy theory

Reinforcement theory

Equity theory/organisational justice

Expectancy theory

Personal Inventory Assessments Work Motivation Indicator

Applied motivation: job design

The job characteristics model

Globalisation Outcry over executive pay is heard everywhere

How can jobs be redesigned?

Job rotation

Job enrichment

Alternative work arrangements

Flexitime

Job sharing

Telecommuting

The social and physical context of work

Applied motivation: employee involvement

Examples of employee involvement programs

Linking employee involvement programs and motivation theories

Applied motivation: rewarding employees

What do we actually mean by ‘pay’?

What to pay: establishing a pay structure

How to pay: rewarding individual employees through variable-pay programs

Flexible benefits: developing a benefits package

OB in Practice Good leaders help create motivating workplaces

Intrinsic rewards: employee recognition programs

Ethical Choice Sweatshops and worker safety

Summary

Implications for managers

Point/Counterpoint ‘Face-time’ matters

Questions for review

Experiential exercise Assessing employee motivation and satisfaction using the job characteristics

Case study Equity and executive pay

Endnotes

Part 3 The group

Chapter 8 Foundations of group behaviour

Defining and classifying groups

Why do people form groups?

OB in Practice Building a culture of constructive feedback

Stages of group development

The five-stage model

An alternative model for temporary groups with deadlines

Group properties

Group property 1: roles

Group property 2: norms

Group property 3: status, and group property 4: size and dynamics

Group property 5: cohesiveness, and group property 6: diversity

Personal Inventory Assessments Communicating Supportively

Group decision making

Groups versus the individual

Globalisation Making global virtual teams effective

Groupthink and groupshift

Myth or Science? ‘US workers are more biased than Asians’

Ethical Choice Using peer pressure as an influence tactic

Group decision-making techniques

Summary

Implications for managers

Point/Counterpoint People are more creative when they work alone

Questions for review

Experiential exercise Wilderness survival

Case study Negative aspects of collaboration

Endnotes

Chapter 9 Understanding work teams

Why have teams become so popular?

Differences between groups and teams

Types of teams

Problem-solving teams

Self-managed work teams

Cross-functional teams

Virtual teams

OB in Practice Discussing the popularity of a leader

Multi-team systems

Creating effective teams

Contextual factors

Team composition

Globalisation Developing team members’ trust across cultures

Myth or Science? ‘Team members who are “hot” should make the play’

Team processes

Personal Inventory Assessments Team Development Behaviours

Turning individuals into team players

Selection: hiring team players

Training: creating team players

Rewarding: providing incentives to be a good team player

Ethical Choice Virtual teams leave a smaller carbon footprint

Beware! Teams aren’t always the answer

Summary

Implications for managers

Point/Counterpoint To get the most out of teams, empower them

Questions for review

Experiential exercise Composing the ‘perfect’ team

Case study Tongue-tied in teams

Endnotes

Chapter 10 Communication

Functions of communication

The communication process

Direction of communication

Downward communication

Upward communication

Lateral communication

Organisational communication

Formal small-group networks

The grapevine

Modes of communication

Oral communication

Written communication

Non-verbal communication

Personal Inventory Assessments Communication Styles

OB in Practice The value of the message

Ethical Choice Using employees in organisational social media strategy

Choice of communication channel

Persuasive communications

Automatic and controlled processing

Interest level

Prior knowledge

Personality

Message characteristics

Barriers to effective communication

Filtering

Selective perception

Information overload

Emotions

Language

Silence

Communication apprehension

Lying

Myth or Science? ‘Today, writing skills are more important than speaking skills’

Global implications

Cultural barriers

Cultural context

A cultural guide

Globalisation Multinational firms adopt English as global language strategy

Summary

Implications for managers

Point/Counterpoint Social media presence

Questions for review

Experiential exercise An absence of non-verbal communication

Case study Using social media to your advantage

Endnotes

Chapter 11 Leadership

What is leadership?

Trait theories

Behavioural theories

Summary of trait theories and behavioural theories

Contingency theories

The Fiedler model

Globalisation Leaders broaden their span of control in multinational organisations

Other contingency theories

Leader–member exchange (LMX) theory

Charismatic leadership and transformational leadership

Charismatic leadership

Transformational leadership

Personal Inventory Assessments Ethical Leadership Assessment

Authentic leadership: ethics and trust

What is authentic leadership?

Ethical leadership

Servant leadership

Trust and leadership

Ethical Choice Holding leaders ethically accountable

How is trust developed?

Trust as a process

What are the consequences of trust?

Leading for the future: mentoring

Myth or Science? ‘Top leaders feel the most stress’

Challenges to the leadership construct

Leadership as an attribution

Substitutes for and neutralisers of leadership

Online leadership

Finding and creating effective leaders

Selecting leaders

Training leaders

OB in Practice What influence do you exert as a leader?

Summary

Implications for managers

Point/Counterpoint Heroes are made, not born

Questions for review

Experiential exercise What is a leader?

Case study Leadership factories

Endnotes

Chapter 12 Power and politics

A definition of power

Bases of power

Formal power

Personal power

Which bases of power are most effective?

Dependency: the key to power

The general dependency postulate

What creates dependency?

Power tactics

Globalisation Power, gender and sexual harassment in France

Sexual harassment: unequal power in the workplace

OB in Practice How power affects people

Ethical Choice Should all sexual behaviour be prohibited at work?

Politics: power in action

Definition of organisational politics

The reality of politics

Causes and consequences of political behaviour

Factors contributing to political behaviour

Myth or Science? ‘Powerful leaders keep their (fr)enemies close’

How do people respond to organisational politics?

Impression management

The ethics of behaving politically

Personal Inventory Assessments Gaining Power and Influence

Summary

Implications for managers

Point/Counterpoint Everyone wants power

Questions for review

Experiential exercise Understanding power dynamics

Case study Barry’s peer becomes his boss

Endnotes

Chapter 13 Conflict and negotiation

A definition of conflict

Traditional view of conflict

Interactionist view of conflict

Types and loci of conflict

Types of conflict

Loci of conflict

The conflict process

Stage I: potential opposition or incompatibility

OB in Practice Tips for managing family conflicts in business

Stage II: cognition and personalisation

Stage III: intentions

Stage IV: behaviour

Stage V: outcomes

Negotiation

Bargaining strategies

Myth or Science? ‘Teams negotiate better than individuals in collectivistic cultures’

The negotiation process

Individual differences in negotiation effectiveness

Globalisation Trust is an issue

Third-party negotiations

Ethical Choice Using empathy to negotiate more ethically

Personal Inventory Assessments Strategies for Handling Conflict

Summary

Implications for managers

Point/Counterpoint Conflict benefits organisations

Questions for review

Experiential exercise A negotiation role-play

Case study Choosing your battles

Endnotes

Part 4 The organisation system

Chapter 14 Foundations of organisational structure

What is organisational structure?

Work specialisation

Departmentalisation

Chain of command

OB in Practice Unleashing the constraints of structure

Span of control

Centralisation and decentralisation

Formalisation

Common organisational designs

The simple structure

The bureaucracy

Ethical Choice Ethical concerns of deskless workplaces

The matrix structure

New design options

The virtual organisation

The boundaryless organisation

Globalisation The world is my corporate headquarters

The leaner organisation: downsizing

Personal Inventory Assessments Organisational Structure Assessment

Why do structures differ?

Strategy

Organisation size

Technology

Myth or Science? ‘Employees can work just as well from home’

Environment

Organisational designs and employee behaviour

Summary

Implications for managers

Point/Counterpoint The end of management

Questions for review

Experiential exercise Dismantling a bureaucracy

Case study Boeing Dreamliner: engineering nightmare or organisational disaster?

Endnotes

Chapter 15 Organisational culture

What is organisational culture?

A definition of organisational culture

Culture is a descriptive term

Do organisations have uniform cultures?

Strong versus weak cultures

Culture versus formalisation

What do cultures do?

Culture’s functions

Culture creates climate

The ethical dimension of culture

Culture and innovation

Culture as an asset

Culture as a liability

Globalisation Creating a multinational organisational culture

Creating and sustaining culture

How a culture begins

Keeping a culture alive

Myth or Science? ‘An organisation’s culture is forever’

OB in Practice Dealing with a toxic culture in hospitals

Summary: how cultures form

How employees learn culture

Stories

Rituals

Symbols

Language

Creating an ethical organisational culture

Ethical Choice A culture of compassion

Creating a positive organisational culture

Building on employee strengths

Rewarding more than punishing

Emphasising vitality and growth

Limits of positive culture

Spirituality and organisational culture

What is spirituality?

Why spirituality now?

Characteristics of a spiritual organisation

Criticisms of spirituality

Global organisational culture

Personal Inventory Assessments Comfort with Change Scale

Summary

Implications for managers

Point/Counterpoint Organisations should strive to create a positive organisational culture

Questions for review

Experiential exercise Rate your classroom culture

Case study Mergers don’t always lead to culture clashes

Endnotes

Chapter 16 Organisational change and stress management

Forces for change

Planned change

Resistance to change

Globalisation The state of perpetual change: globalisation

Overcoming resistance to change

The politics of change

Approaches to managing organisational change

Lewin’s three-step model

Kotter’s eight-step plan for implementing change

Action research

Organisational development

OB in Practice Can coaches really help in times of change?

Creating a culture for change

Stimulating a culture of innovation

Creating a learning organisation

Organisational change and stress

Work stress and its management

What is stress?

Potential sources of stress

Myth or Science? ‘When you’re working hard, sleep is optional’

Individual differences

Ethical Choice Manager and employee stress during organisational change

Cultural differences

Consequences of stress

Managing stress

Personal Inventory Assessments Tolerance of Ambiguity Scale

Summary

Implications for managers

Point/Counterpoint Responsible managers relieve the stress on their employees

Questions for review

Experiential exercise Strategising change

Case study When companies fail to change

Endnotes

Glossary

Index