Download ebooks file Organisational behaviour 5th Edition Robert Sinding all chapters
Download ebooks file Organisational behaviour 5th Edition Robert Sinding all chapters
https://ebookgate.com
https://ebookgate.com/product/organisational-
behaviour-5th-edition-robert-sinding/
https://ebookgate.com/product/microeconomics-and-behaviour-5th-
canadian-edition-robert-frank/
ebookgate.com
https://ebookgate.com/product/management-and-organisational-
behaviour-8th-edition-laurie-j-mullins/
ebookgate.com
https://ebookgate.com/product/an-introduction-to-organisational-
behaviour-for-managers-and-engineers-duncan-kitchin/
ebookgate.com
https://ebookgate.com/product/introductory-technical-mathematics-5th-
edition-robert-d-smith/
ebookgate.com
Designing with Geosynthetics 5th Edition Robert M Koerner
https://ebookgate.com/product/designing-with-geosynthetics-5th-
edition-robert-m-koerner/
ebookgate.com
https://ebookgate.com/product/acting-onstage-and-off-5th-edition-
robert-barton/
ebookgate.com
https://ebookgate.com/product/strategic-information-management-5th-
edition-robert-d-galliers/
ebookgate.com
https://ebookgate.com/product/children-and-their-development-5th-
edition-robert-v-kail/
ebookgate.com
https://ebookgate.com/product/a-practical-guide-to-behavioral-
research-5th-edition-robert-sommer/
ebookgate.com
Organisational Behaviour
Fifth Edition
Organisational Behaviour
Fifth Edition
This page intentionally left blank
Organisational Behaviour
Fifth Edition
Mc
Graw
Hill
Education
London Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco
St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon Madrid Mexico City
Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
Organisational Behaviour, Fifth Edition
Knud Sinding and Christian Waldstrom
ISBN-13 9780077154615
ISBN-10 0077154606
Mc
G raw
Hill
Education
Published by McGraw-Hill Education (UK) Limited an imprint of McGraw-Hill Education, Inc., 1221 Avenue of
the Americas, New York, NY 10020. Copyright © 2014 by McGraw-Hill Education (UK) Limited. All rights
reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored
in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but
not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.
Fictitious names of companies, products, people, characters and/or data that may be used herein (in case
studies or in examples) are not intended to represent any real individual, company, product or event.
ISBN-13 9780077154615
ISBN-10 0077154606
© 2014. Exclusive rights by McGraw-Hill Education for manufacture and export. This book cannot be re-exported
from the country to which it is sold by McGraw-Hill Education.
Dedication
For Paul Christian and Martin Andreas,
and for Julie and Jonathan - our kids.
Brief Table of Contents
Part 1
The world of organisational behaviour 1
1 Foundations of organisational behaviour and research 3
Part 2
Individual processes 41
2 Personality dynamics 43
3 Values, attitudes and emotions 89
4 Perception and communication 126
5 Content motivation theories 184
6 Process motivation theories 218
Part 3
Group and social processes 265
7 Group dynamics 267
8 Teams and teamwork 298
9 Organisational climate: diversity and stress 341
Part 4
Organisational processes 381
10 Organisational structure and types 383
11 Organisational design: structure, technology and effectiveness 415
12 Organisational and international culture 4-49
13 Decision-making 484
14 Power, politics and conflict 520
15 Leadership 566
16 Diagnosing and changing organisations 598
Glossary 635
Index 647
Detailed Table of Contents
This is the second time we've been involved with Organisational Behaviour. Working on the
previous edition was an honour and, whilst we did make a large number of changes and replaced
a lot of cases, we felt that we should stick closely to the existing structure. Revisiting the text to
prepare this fifth edition, however, has been a different experience altogether. With the benefit
of hindsight, and invaluable feedback from our colleagues and students, we've been able to take
a more objective look at what was working and what wasn't.
As before, our main challenges has been how to strike a balance between keeping the core of the
text true to what our readers have come to expect and how to adapt to review feedback. With this
in mind we have streamlined the chapter that used to be on Change and Knowledge to make it
easier to understand and use — but the core content that students need remains. We have removed
the focus from Knowledge Management to allow room to explore how students can analyse and
implement change and this is reflected in the new chapter title 'Diagnosing and Changing
Organisations'. While we appreciate the importance of Knowledge Management, this is a topic
usually covered in more specialised courses and rarely in the introductory level courses on organ-
isations for which this book is designed.
This change to Chapter 16 also reflects one of the ways we've enhanced the application of
material. This chapter now has diagnosis in the title and it begins with a long section that deals
with analytical or diagnostic challenges related to each of the main chapters (or sets of chapters).
The logical progression is that it makes no sense to consider any aspect of organisational change if
it is not preceded by a diagnosis. It's a long version of `if it ain't broke, don't fix it': managers or
leaders must be able to pinpoint where the organisation is broken before they start changing it.
We also found that the chapter on corporate responsibility wasn't widely used so it has been
removed from this edition to allow a focus on more key topics.
It's also worth noting that we have moved coverage of Conflict from Chapter 9 'Organisational
Climate' to Chapter 14 'Power, Politics and Conflict' where we feel it has a more logical fit.
As you would expect, this edition of Organisational Behaviour retains a strong European focus
with full acknowledgement that many of the theories within the field are American, thus striving
for a balance between theories from both sides of the Atlantic.
For this edition, as in the fourth, we've focused strongly on updating cases throughout the book
in order to put theories into contemporary perspectives that are more likely to resonate with
students and enhance their engagement with the subject. Cases now include The Gulf of Mexico
oil spill, Royal Dutch Shell, and FedEx to name a few.
L(
[
,( ($
c ( ( Acknowledgements
Our thanks go to the following reviewers for their comments at various stages in the text's
development:
Every effort has been made to trace and acknowledge ownership of copyright and to clear per-
mission for material reproduced in this book. The publishers will be pleased to make suitable
arrangements to clear permission with any copyright holders whom it has not been possible to
contact.
This page intentionally left blank
Guided Tour
ona I
Learning Outcomes
Learning Outcomes
When you finish studying the material in this chant,
explain what self-esteem is and how it can be imp
define self-efficacy and explain its sources
(711traSt high and law self -rnonieming individuals an •
Opening Case study Opening Case Study: Why insensitvity is a vital man
Each chapter opens with an When Bash veTtuta <ark... !an Meultan asked
trungmt character nit, he replied: 'Detamination, curiosity and
an i
first two are Likely m reach the rep 10 of leadenhip traits, . do nut
interesting and relevant case study to hersidedas a personal streng th
Hut his vrypisent is fairly StroiShtforward,Mile sensitivity and
been praised In the last Made as easemial management nits, the
introduce and apply key theories in OB. tengicting ) evidence that they are actually posit. traits - especially
Perhaps imensiliWty Is essential to. survival in business7According
'lets, sleep when othera Any leader will have to take dad
Each case study contains questions to the the bast of thecenthany and the sestet.: employees -
helpyoutakethatsecevt,.v decision without losin g sissy over it
Imensiii. Leaders Rave got a bad reputation bucaure their
Wins. but at Least, they aTe a let simpler to enders Lana an •
encourage discussion. urse, there are times when sensitivity and e
know this and ...TLC the t
caw of while they sake eR
on goal, even w
ong a somewhat different
Critical thinking questions tyles are needed as work groups
The practical punch line here is th,
Critical thinking boxes have been added leadership style to a participative and
Activity Activities
Are you an optimist or a p Activities are interspersed
Instructions
Indicate for each of the following
throughout the text to encourage
analytical thinking and to develop skills
1 In uncertain times, I usuall through interactive tasks.
2 It's easy for me to relax
3 If something can go wr
4 I always look on th
I'm always o
Guided bur
ouldbeaim
own..atinh', uroduc.,
s tends to .e
group in which they fin
he more inward and they wi
'HR' icons groups will be seen as distant to the
would be outgoing and lively and ima
Look out for 'HR' icons which appear in the
margin of the page whenever there is a link to 0 Applications of cognitive styles
Cognitive styles are increasingly seen
HR in the text. This acknowledges the Cognitive styles may be one of the
respond appropriately across a variety
relationship between the two closely-related Cognitive styles are useful for the
help to identify a cognitive climate
disciplines and demonstrates where stance and to foster tolerance h
nitivs styles sigiufic
they overlap. nd and
used in class or as an assessment. As well as 2 Which ache -barriers co managing diversity would
3 E lave you seen any evidence that diversity is a comp.
abilities by citing examples and applications 8 A natural &saner like in earthquake or a cocana cot
roping poss[ble
Flaye you ever felt that the climate In an m.10
of the concepts in the chapter. Eat do run attribute this to?
OM) ,
LearningCentre
ORGANISAliONAL 6 if4A
tea.. • Self-test questions to prepare you for mid term
tests and exams
• Glossary of key terms to revise core concepts
" '
MIalsT:M=MITarrq=s4 gt:treit a.
ledwit,..nn Wenn. vn.a.me. VVVc urantisr......1riesk.
ca,niM
o'N.R wr, auk.. • Web links to online sources of information to help
-
• .. ve h tin tmsnesa enymarnigrt you prepare for class
910.625ed 01.111. Wra- .
• R. tall al 11Reenat. 1:1101.411 te.11-13,■
-
• .11,9
lie/ re rm.
Basil oli jo noussut ja astui hiljaa pyssyjä kohti. Hän otti pitkän
kiväärin ja tähtäsi otusta.
Puu, johon orava oli kiivennyt, oli niin sanottu kelo. Se oli lahoava
tulppaanipuu — ukkosen tai myrskyn runtelema — ja seisoi hiukan
erillään muista avoimella kentällä. Siitä oli tuskin muuta jäljellä kuin
paljas runko, joka kohosi pylvään tapaan kahdenkymmenen metrin
korkeuteen. Tuuli oli riuhtonut pois kaikki oksat, paitsi yhtä, ja tämä
oli pitkä ja kohosi rungon latvasta vinosti ylöspäin. Tämä oksa,
vaikka olikin käyrä ja useistakin kohdin haarakas, ei ollut kovinkaan
paksu. Se oli varvuton ja lehvätön, ollen yhtä kuollut kuin muukin
puu.
Lucien oli tuskin ehtinyt avata suunsa, kun haukka joka siihen asti
oli leijaillut laajat siivet levällään, suipensi äkkiä pyrstönsä, veti
siipensä kokoon ja syöksyi maahan rajulla suhahduksella. Se
pudottautui melkein kohtisuoraan ja hipaisi oravaa niin läheltä, että
kaikki kolme poikaa etsivät sitä silmillään haukan kynsistä linnun
lentäessä pois. Niin ei kuitenkaan ollut käynyt. Orava oli ollut
varuillaan, ja haukan iskiessä alas se oli pyörähtänyt salaman
nopeudella puun toiselle puolelle. Haukka kääntyi pian peräsimen
muotoisen pyrstönsä avulla ja kiersi sille puolelle puuta, mihin orava
oli nyt asettunut. Muutamilla voimakkailla siiven iskuilla sen onnistui
pian saavuttaa tarpeellinen korkeus, ja se suhahti taaskin alas
valitsemaansa uhria kohti. Orava vältti sen kuten ennenkin ja palasi
puun toiselle puolen. Haukka kääntyi taas, kohosi, syöksyi alas
saalistaan kohti, iski harhaan ja suhahti ylöspäin. Neljäs yritys
onnistui yhtä huonosti, ja lintu lensi takaisin ilmaan, mutta jäi
kaartelemaan yhä puun yläpuolella.
— Millaisen sotajuonen?
— No, jos olisit silloin voinut vilkaista veden alle, olisit nähnyt
kalan jossakin sen puoliympyrän ulkopuolella. Kala pysyttelisi
paikallaan — epäilemättä vaanien omaa saalistaan, veden pinnalla
lenteleviä kärpäsiä tai kuoriaisia. Tässä hommassaan se ei välitä
isosta tummasta möhkäleestä, joka lipuu verkalleen sitä kohti
näyttämättä ollenkaan uhkaavalta, sillä alligaattorin pää on tällöin
käännettynä pois aiotusta uhrista. Alligaattori tietää hyvin mitä tekee
vaikka se näyttääkin olevan nukuksissa. Se lipuu hiljaa lähemmäksi,
kunnes ulottuu sivaltamaan kalaa pyrstöllään, joka kaiken aikaa on
taivutettuna kaareksi ja sitten se antaa tarkasti tähdäten pahaa
aavistamattomalle saaliilleen läimähdyksen, joka tappaa sen heti,
paiskaten sen toisinaan suoraa päätä alligaattorin kitaan ja
singahduttaen sen toisinaan monta metriä ilmaan.