Organizational Behavior, 13ed, Revised Edition (An Indian Adaptation)

Mary Uhl-Bien, John R. Schermerhorn Jr., Richard N. Osborn, Apurva Sanaria

ISBN: 9789377063252
596 pages

Edition ₹1,099.00

Description

Organizational Behavior, Thirteenth Edition, revised version presents a contemporary and practice-oriented understanding of how people think, feel, and act within organizations. Carefully contextualized for management education in India, the book blends established OB frameworks with insights drawn from Indian corporations, institutions, and workplace realities.

The text provides a strong conceptual foundation in individual behavior, motivation, personality, teams, leadership, communication, power, ethics, and organizational culture, while addressing emerging themes such as collective leadership, employee voice, psychological safety, impression management, and technology-enabled work environments.

About the Author

Dr. Mary Uhl-Bien is the Howard Hawks chair in Business Ethics and Leadership and associate Director of the Leadership Institute at the University of Nebraska-Lincoln. She earned her Ph.D. and MBA in organizational behavior at the University of Cincinnati after completing an undergraduate degree in International business and Spanish. She teaches organizational behavior, leadership, and ethics courses at the undergraduate and graduate (MBA and doctoral) levels, and has been heavily involved in executive education, teaching to business executives and physicians in the United States, china, Europe, and Saudi Arabia and to the senior executive service of the U.S. government for The Brookings Institute in Washington, D.C. she has been a visiting professor/scholar at Pablo de Olavide University in Seville, Spain, the Universidade Nova de Lisboa/Catolica Portuguesa in Lisbon Portugal, and University Lund in Sweden.

Dr. John R. Schermerhorn, Jr. is the Charles G. O'Bleness Professor Emeritus of Management in the College of business at Ohio University where he teaches undergraduate and MBA courses in management, organizational behavior, and Asian business. He also serves the university as Director of the center for Southeast Asian Studies. He earned a Ph.D. in organizational behavior from Northwestern University, after receiving an M.B.A. (with distinction) in management and international business from New York University, and a B.S. in business administration from the State University of NewYorkat Buffalo.
Dedicated to instructional excellence and serving the needs of practicing managers, Dr. Schermerhorn continually focuses on bridging the gap between the theory and practice of management in both the classroom and in his textbooks. He has won awards for teaching excellence at Tulane University, The University of Vermont, and Ohio University, where he was named a University Professor, the university's leading campus-wide award for his service as Chair of the Management Education and Development Division of the Academy of Management.

Dr. Richard N. Osborn is a Wayne State University Distinguished Professor, Professor of Management Emeritus, and former Board of Governors Faculty Fellow. He has received teaching awards at Southern Illinois University at Carbondale and Wayne State University, and he has also taught at Arizona State University, Monash University (Australia), Tulane University, University of Munich, and the University of Washington. He received a DBA from Kent State University after earning an MBA at Washing State University ad a BS from Indiana University. With over 200 presentations and publications, he is a charter member of the Academy of Management Journals Hall of Fame. Dr. Osborn is a leading authority on international alliances in technology-intensive industries and is co-author of an organization theory text as well as Basic Organizational Behavior (John Wiley & Sons, 1995, 1998). He has served as editor of international strategy for the Journal. He serves or has served as a member of the editorial boards for The Academy of Management Journal, The Academy of Management review, Journal of High Technology Management, The Journal of Management, Leadership Quarterly, and Technology Studies, among others. He is very active in the Academy of Management, having served as divisional program chair and president, as well as the Academy representative for the International Federation of Scholarly Associations of Management. Dr. Osborn's research has been sponsored by the Department of Defense, Ford Motor Company, National Science Foundation, Nissan, and the Nuclear Regulatory Commission, among others. In addition to teaching, Dr. Osborn spent a number of years in private industry, including a position as a senior research scientists with the Battelle Memorial Institute in Seattle, where he worked on improving the safety of commercial nuclear power.

Dr. Apurva Sanaria is an Assistant Professor of Organizational Behavior and HRM at Indian Institute of Management Bangalore (IIMB). He completed his doctoral studies in organizational behaviour from Xavier School of Management, XLRI-Jamshedpur, India. He is a seasoned learning and organization development (L&OD) professional with around two decades of rich corporate and consulting experience, which provides him with an in-depth understanding of the Indian corporate landscape and organization-al dynamics. His extensive background spans leadership roles across the ICICI Group, Future Group, Kantar Group, and T.V. Rao Learning Systems (TVRLS), culminating in his position as Group Director of HR & OD at IMRB International (a Kantar/WPP Group Company).

Dr. Sanaria’s scholarly work has been published in prestigious FT50 journals, including the Journal of Applied Psychology (JAP), Entrepreneurship Theory & Practice (ETP), and Organizational Behavior and Human Decision Processes (OBHDP). His research papers have been selected for presentation at leading international conferences across the globe, including the Academy of Management (AoM) Conference, European Academy of Management (EURAM) Conference, Asia Academy of Management (AAoM) Conference, Indian Academy of Management (INDAM) Conference, and the AOM’s Human Resources International Conference (HRIC). His research interests encompass innovation through employee voice; intrapreneurial leadership and entrepreneurship; and inclusion and impression management. Dr. Sanaria is accredited for Competency Mapping, FIRO-B, Assessment & Development Centers (ADCs), and Transactional Analysis (TA). He has conducted numerous corporate training sessions and consulting engagements. He has also served as visiting faculty at reputed institutes in India including XLRI and Tata Institute of Social Sciences (TISS), further contributing to the advancement of management education and practice in India.

PART 1

Organizational Behavior Today

1 Introducing Organizational

Behavior 1

Introducing Organizational Behavior 2

What Is Organizational Behavior? 2

Importance of Organizational Behavior 2

Organizational Behavior as a Science 6

Scientific Foundations of Organizational Behavior 6

Learning about Organizational Behavior 9

The Context of Organizational Behavior 11

Organizations and the External Environment 11

The Internal Environment of Organizations 13

Diversity and Multiculturalism in Organizations 13

Management and Organizational Behavior 15

Effective Managers 15

The Management Process 16

Essential Managerial Skills 17

Ethical Management 19

Leadership and Organizational Behavior 20

The Leadership Process 20

Effective Leaders 21

Effective Followers 22

Study Guide 25

PART 2

Individual Behavior and Performance

2 Diversity, Personality, and Values 31

Individual Differences and Diversity 32

Self-Concept, Self-Awareness, and Awareness of

Others 32

Valuing-or Not Valuing-Diversity 33

Diversity Issues in the Workplace 34

Diversity and Social Identity 37

Personality 38

Big Five Personality Traits 38

Social Traits 39

Personal Conception Traits 41

Personality and Stress 44

Type A Orientation and Stress 44

Work and Life Stressors 44

Outcomes of Stress 45

Approaches to Managing Stress 46

Values 47

Sources of Values 47

Personal Values 47

Cultural Values 48

Study Guide 52

3 Perception, Attribution,

and Learning 57

The Perception Process 58

Factors Influencing Perception 58

Information Processing and the Perception Process 59

Perception, Impression Management, and Social

Media 62

Impression Management and Gender Roles 63

Impression Management and Artificial Intelligence 63

Common Perceptual Distortions 64

Stereotypes 64

Halo Effects 66

Selective Perception 66

Projection 66

Contrast Effects 67

Self-Fulfilling Prophecies 67

Perception, Attribution, and Social Learning 69

Importance of Attributions 69

Attribution Errors 70

Attribution and Social Learning 70

Learning by Reinforcement 71

Classical Conditioning 71

Operant Conditioning and the Law of Effect 72

Positive Reinforcement 73

Negative Reinforcement 75

Punishment 76

Extinction 76

Reinforcement Pros and Cons 77

Study Guide 79

4 Emotions, Attitudes, and Job

Satisfaction 85

Understanding Emotions and Moods 86

The Nature of Emotions 86

Emotional Intelligence 86

Types of Emotions 87

The Nature of Moods 88

How Emotions and Moods Influence

Behavior 90

Emotion and Mood Contagion 90

Emotional Labor 91

Emotional Empathy 92

Cultural Aspects of Emotions and Moods 92

Emotions and Moods as Affective Events 92

How Attitudes Influence Behavior 94

What Is an Attitude? 94

Components of Attitudes 94

Attitudes and Cognitive Consistency 96

Attitudes and the Workplace 96

Employee Engagement Trends and Issues 99

Components of Employee Engagement 99

Employee Engagement Trends 99

How Employee Engagement Influences Work

Behavior 100

Job Satisfaction Trends and Issues 101

Components of Job Satisfaction 101

Job Satisfaction Trends 101

How Job Satisfaction Influences Work Behavior 103

Linking Job Satisfaction and Job

Performance 105

Study Guide 111

5 Motivation 117

What Is Motivation? 118

Motivation Defined 118

Motivation Theories 118

Motivation and Human Needs 119

Hierarchy of Needs Theory 119

ERG Theory 120

Acquired Needs Theory 120

Two-Factor Theory 122

Emotional Drives or Needs Model 124

Motivation and Equity 124

Equity and Social Comparisons 124

Equity Theory Predictions and Findings 125

Equity and Organizational Justice 126

Motivation and Expectancy 128

Expectancy Terms and Concepts 128

Expectancy Theory Predictions 129

Expectancy Theory Implications and Research 129

Motivation and Goals 130

Motivational Properties of Goals 131

Goal-Setting Guidelines 131

Goal Setting and the Management Process 132

Study Guide 135

6 Motivation and Performance 139

Motivation, Rewards, and Performance 140

Employee Value Proposition and Fit 140

Employer Branding 140

Integrated Model of Motivation 141

Intrinsic and Extrinsic Rewards 142

Pay for Performance 143

Motivation and Performance Management 146

Performance Management Process 146

Performance Measurement Approaches and

Errors 147

Performance Assessment Methods 148

Motivation and Job Design 150

Scientific Management 151

Job Enlargement and Job Rotation 151

Job Enrichment 152

Job Characteristics Model 152

Alternative Work Schedules 155

Compressed Workweeks 155

Flexible Working Hours 155

Job Sharing 156

Telecommuting 156

Part-Time Work 156

Study Guide 160

PART 3

Teams and Teamwork

7 The Nature of Teams 165

Teams in Organizations 166

Teams and Teamwork 166

What Teams Do 166

Organizations as Networks of Teams 167

Cross-Functional and Problem-Solving Teams 168

Self-Managing Teams 169

Virtual Teams 171

Team Effectiveness 172

Criteria of an Effective Team 172

Synergy and Team Benefits 173

Social Facilitation 173

Social Loafing and Team Problems 173

Stages of Team Development 176

Forming Stage 176

Storming Stage 176

Norming Stage 176

Performing Stage 177

Adjourning Stage 177

Input Foundations for Teamwork 177

Team Resources and Setting 178

Team Task 179

Team Size 179

Team Composition 180

Membership Diversity and Team Performance 181

Study Guide 186

8 Teamwork and Team

Performance 191

High-Performance Teams 192

Characteristics of High-Performance Teams 192

The Team-Building Process 193

Team-Building Alternatives 194

Improving Team Processes 195

Entry of New Members 195

Roles and Role Dynamics 196

Task and Maintenance Leadership 197

Team Norms 198

Psychological Safety, Voice, and Silence 201

Team Cohesiveness 202

Inter-Team Dynamics 204

Improving Team Communications 205

Interaction Patterns and Communication

Networks 205

Proxemics and Use of Space 207

Communication Technologies 207

Improving Team Decisions 208

Ways Teams Make Decisions 208

Assets and Liabilities of Team Decisions 209

Groupthink Symptoms and Remedies 210

Team Decision Techniques 211

Study Guide 215

9 Decision Making and

Creativity 219

The Decision-Making Process 220

Steps in the Decision-Making Process 220

The Decision to Decide 221

Ethical Reasoning and Decision Making 221

Alternative Decision Environments 223

Decisions with Extreme Consequences 225

Decision-Making Models 226

Classical Decision Model 227

Behavioral Decision Model 227

Systematic and Intuitive Thinking 228

Decision-Making Traps and Issues 230

Judgmental Heuristics 231

Decision Biases 232

Knowing When to Quit 232

Knowing Who to Involve 234

Creativity in Decision Making 236

Personal Creativity Drivers 236

Team Creativity Drivers 237

Study Guide 241

10 Conflict and Negotiation 247

Conflict in Organizations 248

Types of Conflict 248

Levels of Conflict 248

Functional and Dysfunctional Conflict 249

Culture and Conflict 251

Conflict Management 252

Stages of Conflict 252

Hierarchical Causes of Conflict 252

Contextual Causes of Conflict 254

Indirect Conflict Management

Strategies 255

Direct Conflict Management

Strategies 257

Negotiation 259

Organizational Settings for Negotiation 259

Negotiation Goals and Outcomes 259

Ethical Aspects of Negotiation 260

Negotiation Strategies 261

Approaches to Distributive Negotiation 262

How to Gain Integrative Agreements 263

Common Negotiation Pitfalls 264

Third-Party Roles in Negotiation 266

Study Guide 269

PART 4

Influence Processes and Leadership

11 Communication 273

The Nature of Communication 274

Importance of Communication 274

The Communication Process 274

Nonverbal Communication 276

Communication Barriers 278

Interpersonal Barriers 278

Physical Barriers 279

Semantic Barriers 279

Cultural Barriers 280

Communication in Organizational Contexts 281

Communication Channels 281

Communication Flows 282

Voice and Silence 284

Communication in Relational Contexts 286

Relationship Development 286

Relationship Maintenance 287

Supportive Communication Principles 288

Active Listening 290

Developmental Feedback 291

Feedback Giving 291

Feedback Seeking 292

Feedback Orientation 292

Study Guide 296

12 Power and Politics 301

Understanding Power 302

What Is Power and Why Is It Important? 302

Power and Dependence 302

The Problem of Powerlessness 303

Power as an Expanding Pie 304

Sources of Power and Influence 305

Position Power 305

Personal Power 307

Information Power 308

Connection Power 308

Responses to Power and Influence 310

Conformity 310

Resistance 310

How Power Corrupts 311

Understanding Organizational Politics 313

Why Do We Have Organizational Politics? 313

The Role of Self-Interest 313

Political Climates 314

Navigating the Political Landscape 316

Building Power Bases 316

Developing Political Skills 318

Networking 320

Study Guide 323

13 The Leadership Process 329

Leadership 330

Formal and Informal Leadership 330

Leadership as Social Construction 332

Implicit Leadership Theories 334

Followership 335

What Is Followership? 336

How Do Followers See Their Roles? 336

How Do Leaders See Follower Roles? 339

The Leader–Follower Relationship 341

Leader–Member Exchange (LMX) Theory 341

Social Exchange Theory 342

Hollander’s Idiosyncrasy Credits 343

Collective Leadership 343

Distributed Leadership 344

Co-Leadership 344

Shared Leadership 345

Study Guide 349

14 Leader Traits and Behavioral

Styles 353

Leader Traits and Behaviors 354

Early Trait Approaches 354

Later Trait Approaches 354

Behavioral Leadership Approaches 356

Are Leaders Born or Made? 358

Contingency Theories 358

The Contingency Model 358

Findings from Contingency Theories 360

Fiedler’s Leader-Match 361

Problems with Contingency Approaches 362

Charismatic/Transformational Views 362

Charismatic Leadership 362

Burns’s Transforming Leadership Theory 365

Bass’s Transactional/Transformational Leadership

Theory 365

Problems of “Heroic” Leadership Views 368

Complexity Leadership Views 368

Today’s Complex Environments 369

Complexity Leadership Theory 370

Challenges of Complexity Leadership

Approaches 372

Leadership Ethics 373

Shared Value View 374

Servant Leadership 374

Empowering Leadership 375

Ethical Leadership Theory 376

Study Guide 380

PART 5

Organizational Context

15 Organizational Culture

and Innovation 385

Organizational Culture 386

Functions of Organizational Culture 386

Subcultures and Countercultures 388

National Culture and Corporate Culture 390

Understanding Organizational Cultures 391

Layers of Cultural Analysis 392

Stories, Rites, Rituals, and Symbols 393

Cultural Rules and Roles 395

Shared Values, Meanings, and Organizational

Myths 395

Managing Organizational Culture 397

Direct Attempts to Change Values 397

Developing Shared Goals 398

Modifying Visible Aspects of Culture 400

Innovation in Organizations 401

The Process of Innovation 402

Product and Process Innovations 403

Balancing Exploration and Exploitation 404

Managing Tensions between Cultural Stability and

Innovation 405

Study Guide 411

16 Organizational Structure

and Design 415

Formal Organizational Structure 416

Organizations as Hierarchies 416

Controls as a Basic Feature 418

Organizing and Coordinating Work 421

Traditional Types of Departments 421

Coordination 424

Organizational Design 426

Size and the Simple Design 426

Technology and Organizational Design 427

Environment and Organizational Design 430

Bureaucracy and Beyond 432

Mechanistic Structures and the Machine

Bureaucracy 433

Organic Structures and the Professional

Bureaucracy 434

Hybrid Structures 434

Study Guide 437

OB Skills Workbook W-1

Student Leadership Practices Inventory W-9

Learning Style Inventory W-29

Self-Assessment Portfolio W-33

Team and Experiential Exercises W-55

Cases for Critical Thinking W-97

Online Module

Research Methods in OB

Human Resource Management

Organizational Development

Description

About the Author

Table of Contents