Introduction – Instructor’s Manual for Organizational Behavior 14/e Page i

Introduction
Welcome to the fourteenth edition of Organizational Behavior. Long considered the standard for
all organizational behavior textbooks, this edition continues its tradition of making current,
relevant research come alive for students. While maintaining its hallmark features—clear
writing style, cutting-edge content, and compelling pedagogy—the fourteenth edition has been
updated to reflect the most recent research within the field of organizational behavior.

I. How to Prepare For the Course

The concept of Organizational Behavior is an interesting one. It brings together ideas and
practices developed in a diverse group of disciplines to better understand the behaviors of
people in the organizational context. Organizations usually have goals to produce whatever
their desired output in the most effective and efficient manner. Optimizing these factors creates
an organization with the highest level of productivity and success.

The human factor in this productivity equation has been of interest to management studies
since the early days of Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and others
and their applications and derivatives of Scientific Management. Henri Fayol included concepts
of directing and controlling in his functions of management, which have been the basis for
management theories and research for almost a century.

People are the organization. Without people, the organization cannot survive and be productive.
Therefore, preparing this course for introducing concepts and developing skills and talents in
students is essential to their success in managing organizations of any type. For that reason,
this book and Instructor’s Manual provide you with a myriad of support material such as
cases, discussion topics, Ethical concerns, global perspectives, video studies, and other
components you can use innovatively and creatively to build course content for your students
to make skill development a fun, exciting, and challenging experience. All it takes is time for
preparation.

II. "Who is Your Audience?"

Depending on your institution’s curriculum requirements for business/management, you could

have a combination of juniors and seniors in your classes, some of traditional college student
age and some non-traditional students. Regardless of age or academic year/status, what is
typical of the first-time student in an organizational behavior class is a feeling that many of the
topics, such as communication or leadership, are natural things that people do automatically.
Students have little realization that they can improve effectiveness and efficiency of such topics
by understanding them as they have been researched and variables of influence have been
isolated. This uninformed perspective provides an exciting platform for discovery and
inspiration for you as the instructor to use to create a dynamic learning experience. By the end
of the course, your students should recognize how incredibly challenging it is for companies to
successfully manage the people in their organizations and more importantly how they can be
successful in their own careers.

III. New Features of the Textbook

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

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Key Changes to the Fourteenth Edition

NOTE: In some instances, students may ask you if they can use a previous edition of the text
since they can find it online at reduced prices. This is not a good idea. Please note the changes
listed here and their extent. Students using previous editions of the text would be at serious
disadvantages in ensuring consistent coverage of topics.

 New Opening Vignette in each chapter, many of which reflect current business and
economic conditions
 New addition—An Ethical Choice—in each chapter, that provides prescriptive advice for
ethical situations that occur in organizations
 New chapter—Managing Diversity—that reflects cutting-edge research on this important
topic
 New Comprehensive Cases at the end of the book that provide a more holistic,
integrative, and evidence-based perspective, plus 50 percent of the end-of-chapter cases
updated for this edition
 In each chapter, more examples reflecting the current state of the global economy
 Consolidated leadership chapter, which presents more material on the latest research
and practical examples
 Extensive updates throughout the book, including updated examples, research findings,
photographs, and end-of-chapter material to reflect current practices and events in the
global and local context
 10 new or updated Point/Counterpoint boxes
 10 new or updated International OB boxes
 30 percent of the research citations have been updated, with half of those citations
occurring in 2008–2009
 mymanagementlab—a powerful online tool that combines assessment, reporting, and
personalized study to help both students and instructors succeed—provided absolutely
free with this edition
 NEW videos—up-to-date videos showing management topics in action and access to the
complete management video library are available at ww.managementlab.com. Visit the
site to gain access and learn more.

Chapter 1
 New Opening Vignette (The Psychic Is In)
 New An Ethical Choice (Statistics Can Lie!)
 Updated Point/Counterpoint (In Search of the Quick Fix)
 New Ethical Dilemma (Challenges in Diversity Management)
 New Case Incident 2 (The Global Recession and Workplace Malfeasance)
 Updated material on evidence-based management
 New section, Responding to Economic Pressures, to lead off the Challenges and
Opportunities for OB section
 Revised and updated material on Challenges to OB: Responding to Globalization
 Revised and updated material on Challenges to OB: Managing Workforce Diversity,
which discusses workforce diversity in India in the next few decades
 Revised and updated material on Challenges to OB: Improving Customer Service
 Revised and updated material on Challenges to OB: Improving Ethical Behavior
 New data on the average workweek in India in the section Helping Employees Balance
Work–Life Conflicts
 New examples on how companies can create a positive work environment (erstwhile
Satyam Computer Services) and try to increase employee productivity (Dell’s “Well at
Dell” program)
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Chapter 2
 New Opening Vignette (Corporate India’s Affirmative Action)
 New An Ethical Choice (Are You More Biased Than You Think?)
 New Case Incident 2 (What Does Diversity Training Teach?)
 New Point/Counterpoint (The Time Has Come to Move Past Race and Ethnicity)
 New Ethical Dilemma (Challenges in Diversity Management)
 Updated Case Incident 1
 Discusses the demographic characteristics of the workforce in the United States and
India
 Describes how organizations can capitalize on the opportunities created by a diverse
workforce
 Describes how different forms of diversity might have different effects on employee
attitudes and behavior
 Reviews some of the major forms of discriminatory behavior that hamper organizational
effectiveness
 Reviews research on age, gender, disability, and other biographical Characteristics
 Provides information on women’s participation in the Indian labor force (Exhibit 2-2)
 Discusses the role of abilities in job performance
 Summarizes the research on effective diversity management practices
 Discusses how diversity efforts work across cultures

Chapter 3
 New Opening Vignette (Employees First, Customers Second)
 New An Ethical Choice (“I Don’t Hate My Job . . . I Hate You”)
 Updated International OB (Chinese Employees and Organizational Commitment)
 New material in Point/Counterpoint (Managers Can Create Satisfied Employees)
 New material in Ethical Dilemma (Overwork and Satisfaction)
 New material in Case Incident 2 (Long Hours, Hundreds of E-mails, and No Sleep: Does
This Sound Like a Satisfying Job?)
 Describes how the social relationships one has at work contribute to job satisfaction
 New material on job satisfaction among Indian employees (Exhibit 3-2)
 Updated material on the relationship between satisfaction and performance
 Includes new research on satisfaction and citizenship
Chapter 4
 New Opening Vignette (Fear and Hope in Finance)
 New An Ethical Choice (Workplace Romance)
 Revised and updated International OB (Emotional Recognition: Universal or Culture
Specific?)
 New Ethical Dilemma (Is There An Emotional Double-Standard for Men and Women at
Work?)
 New Case Incident 2 (Becoming a Facial Decoder)
 Updated information on emotional labor
 Updated coverage on emotional intelligence
 Description of new research on creativity and performance
 Review of the latest research on emotions and leadership, negotiation, and deviance
 New section on safety and emotions at work
 New material on how people’s interpretations of emotions and the norms for emotional
expression vary across cultures, highlighting differences in Oriya-speaking regions
Chapter 5
 New Opening Vignette (Do You Live in a Neurotic Country?)
 New Exhibit 5-1 (Traits That Matter Most to Business Success at Buyout
Companies)
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 New An Ethical Choice (“What If I Have the ‘Wrong’ Personality?”)

 New material in Point/Counterpoint (Traits Are Powerful Predictors of Behavior)
 New Ethical Dilemma (Hiring Physically Disabled Employees)
 Updated Case Incident 1 (The Nice Trap?)
 Updated information on faking in personality tests
 New research on how personality changes with age
 Includes new research on personality and leadership
 New example of risk-taking managers (Dhirubhai Ambani)
 Includes new material on generational values in India
 Includes the latest research data on Hofstede’s framework for assessing cultures
 New Exhibit 5-4 and updated Exhibit 5-7
Chapter 6
 New Opening Vignette (Google’s Innovation Machine)
 New International OB (East–West Differences: It’s Perceptual)
 New Myth or Science? (“Is There Really a Black Swan?”)
 New An Ethical Choice (Is It Wrong to Rationalize?)
 Revised Ethical Dilemma (Five Ethical Decisions: What Would You Do?)
 New Case Incident 2 (Predictions)
 New section: Risk Aversion (and its implications for organizations)
 New coverage of the role of mental ability in decision-making errors
 Updated example on anchoring bias
 Updated example on availability bias
 Updated material and examples on hindsight bias
 New example on overconfidence bias
 Expanded discussion of the limits of the rational decision-making model
 Updated discussion of the relationships among moods and creativity
 Updated discussion of cross-cultural differences in attributions
 Updated material on intuition

Chapter 7
 New Opening Vignette (The Big Broker Exodus)
 New An Ethical Choice (Putting Off Work)
 New Point/Counterpoint (Failure Motivates!)
 Updated Case Incident 1 (Do Adults “Live to Work”?)
 New Case Incident 2 (Workplace Bullies)
 New data on employee engagement in India
 New example of high-nAch managers (R. L. Ravichandran, Royal Enfield)
 New section: Self-Determination Theory
 Review of new research on culture and motivation
 Discussion of the potential dangers in goal-setting research
 Integration of more material regarding reinforcement theory
 New example of other–inside comparison among factory workers in Ludhiana, India
 New example of programs to reward the performance–reward relationship in Indian
organizations (Tata Teleservices)

Chapter 8
 New Opening Vignette (Bye-Bye Bonus—and Base Pay)
 New An Ethical Choice (You Might Work Less Than You Think)
 Updated Point/Counterpoint (Praise Motivates)
 New Ethical Dilemma (Did Executives’ Pay Cause the Recession?)
 New Case Incident 1 (Multitasking: A Good Use of Your Time?)
 New, updated job enrichment example (University of New Mexico)
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
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 Updated material on bonuses

 New section about social context as an important job characteristic
 Updates on how to provide effective feedback at work
 Outlines new findings on how the meaningfulness of work can be enhanced
 New information about flextime and alternative work arrangements
 Updates to information on wages, profit sharing, gainsharing, and ESOP
 New example of Indian organizations that provide variable pay
 New example of Indian organizations that use employee recognition programs to reward
employees (Jindal Steel and Power Limited)
 New data on benefits trends in Indian organizations in the section on global
implications
Chapter 9
 New Opening Vignette (Brainstorming: A Lousy Idea for Ideas?)
 New An Ethical Choice (How Groups Infect Your Deviant Behavior—and How to
Immunize Yourself)
 Revised International OB (Group Cohesiveness Across Cultures)
 Revised Point/Counterpoint (All Jobs Should Be Designed Around Groups)
 New Case Incident 2 (Herd Behavior and the Housing Bubble [and Collapse])
 Major new section—(Why Do People Form Groups?)—that presents research on social
identities and their implications for group membership
 Updated research on role conflict
 Update on a major replication of Zimbardo’s famous prison experiment
 Updated research on workplace deviance in groups
 Updated material on groupshift or group polarization
 New examples on how organizations use team sports as a team-building exercise
(MindTree Consulting and Wipro)
 Expanded discussion on cohesiveness in cross-cultural settings
Chapter 10
 New Opening Vignette (Everyone Here’s Going To Die)
 New An Ethical Choice (Preventing Team Mistakes)
 Revised International OB (Global Virtual Teams)
 Updated Myth or Science? (Old Teams Can’t Learn New Tricks)
 Updated Point/Counterpoint (Sports Teams Are Good Models for Workplace Teams)
 New Case Incident 1 (Toyota’s Team Culture)
 New Case Incident 2 (IBM’S Multicultural Teams)
 Update to research on demographic diversity and team performance
 Expanded description of how to effectively manage teams with diverse knowledge
 Increased attention to the importance of assigning members to roles in teams
 Discussion of the latest research on team processes
Chapter 11
 New Opening Vignette (Can Communication on a Social Networking Site Land People in
Trouble?)
 Updated Myth or Science? (People Are Good at Catching Liars at Work)
 Updated International OB (Lost in Translation?)
 New An Ethical Choice (Managing Your Tweeting and Twittering)
 Updated Point/Counterpoint (Keep It Secret)
 New Case Incident 2 (Should Companies That Fire Shoot First?)
 Extensive updating of e-mail communication and video conferencing
 New section on how to minimize the intrusion of e-mails
 New section: Managing Information
 Updated information on potentially divisive issues in cross-cultural communication

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

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 Discussion of the role of communication technology in employee burnout and work–life

conflict
 New sections on noncommunication and silence in organizations
 Discussion of emotion in electronic communications
 New example of problems in downward communication (Infosys)
Chapter 12
 New merged chapter
 New Opening Vignette (Furious Varaprasad Reddy)
 New An Ethical Choice (Working for a Toxic Boss)
 Updated International OB (Cultivating an International Perspective: A Necessity for
Leaders)
 Updated Ethical Dilemma (Whole Foods’ Rahodeb)
 New Case Incident 1 (The Making of a Great Prime Minister)
 New Case Incident 2 (Leadership Factories)
 Updated discussion of the functions and processes underlying transformational and
charismatic leadership
 Major revision of the discussion of trust and leadership
 Major revision to “Mentoring” section: expanded discussion of the role of mentoring as a
means of preserving organizational knowledge
 Discussion of the role of follower prototypes and preferences in the leadership process
 New examples on the attributional approach to leadership: (i) Stan O’Neal, former CEO
of Merrill Lynch; (ii) Shashi Tharoor, former junior minister of external affairs,
Government of India
 New example of a leader who is high on consideration: Elaben Bhatt, founder, Self-
Employed Women’s Association
 New example on how transformational leaders work: Harish Mariwala, CEO, Marico
 New data on the effect of culture on leadership in India in the section Global
Implications
Chapter 13
 New Opening Vignette (Does Power Corrupt?)
 New An Ethical Choice (Making Excuses)
 Update on résumé fraud in Point/Counterpoint (Managing Impressions Is Unethical)
 New Ethical Dilemma (Does “Aping” Others Work? Is It Ethical?)
 New Case Incident 2 (The Persuasion Imperative)
 Updated research on legitimate power
 Several updates to the material on influence tactics
 Revised introduction to The Reality of Politics
 Extensive updates to Impression Management section
 Revision of Exhibit 13-6 (Impression Management [IM] Techniques)
 Extensive updates on cases of sexual harassment in the workplace in India
 New example of how organizational factors can contribute to political behavior
(demonstrations by Air India pilots)
 Updated research on the preference for power tactics in 6 different cultures—Germany,
Hong Kong, India, Mexico, the Netherlands, and the United States—in the section
Global Implications
Chapter 14
 New Opening Vignette (Unilever’s Conflict With Workers in Doom Dooma, Assam)
 New International OB (Negotiating Emotions Across Cultures)
 New An Ethical Choice (Sharing Your Salary)
 New Case Incident 2 (Mediation: Master Solution to Employment Disputes?)
 Updated Ethical Dilemma (Is It Unethical to Lie During Negotiations?)
 Update to Myth or Science? on sealed bid auctions and bid jumping

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

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 Extensive updates to Functional View of Conflict section

 Updates to Personality Traits in Negotiation and Moods/Emotions in Negotiation sections
 Extensive updates to Dysfunctional View of Conflict section
 Updates to Transitions in Conflict Thought section
 New material on managing functional conflict
 New example on how a lack of functional conflict in organizations can lead to serious
consequences (the fraud at Satyam)
 New example of integrative bargaining (Tata Motors’ continuation of the Jaguar Land
Rover plants)
 Revision to definition of negotiation and accompanying material
 New material in Negotiation: Preparation and Planning section
 New section, Resolution Focused View of Conflict, which focuses on latest research on
this emerging topic
 Research updates on French, Indian, and U.K.-based project managers’ approach
toward conflict management in the Global Implications section

Chapter 15
 New Opening Vignette (Restructuring Chrysler)
 New An Ethical Choice (“I Fell Into a Big Black Hole”)
 New International OB (Structuring Organizations Across National Borders)
 New Point/Counterpoint (Mergers Are an Excellent Way to Get Rid of Employees)
 New Case Incident 2 (Siemens' Simple Structure—Not)
 Substantially updated Ethical Dilemma (How Much Should Directors Direct?)
 Major new section: The Leaner Organization: Downsizing

Chapter 16
 New Opening Vignette (Is a 5S Culture for You?)
 New An Ethical Choice (Working in a Spiritual Culture)
 New Case Incident 2 (Google and P&G Swap Employees)
 New examples on how organizations can keep their cultures alive (MindTree Consulting,
Ajuba, Rajshri Productions, HCL Technologies, and HPCL)
 New example on the dark side of socialization (Siemens)
 New example of merger and acquisition problems resulting from conflicting
organizational cultures (acquisition of Flakt by ABB)
 New examples on how culture is transmitted to employees through stories (J. N. Tata
and the Tata Group, Azim Premji and Wipro) and rituals (Ambuja Cement, IIM
Ahmedabad)
 New example of a spiritual organization (Larsen & Toubro)
Chapter 17
 New Opening Vignette (Change or Die, or Change and Die?)
 New An Ethical Choice (Your Responsibility to Your Stress)
 New Myth or Science? (“Job Stress Can Kill You”)
 New International OB (Coping with Stress: East and West)
 New Case Incident 1 (Innovation—and Continuity—at Toyota)
 Revised Exhibit 17-1 (Forces for Change)
 Updated material in Forces for Change section
 New examples of planned change (Indian Railways, IPL, and ITC)
 New example of organizational development through intergroup development (Project
Bhoomi in Karnataka)
 New example of an organization that stimulates a culture of innovation (Tata Group
Innovation Forum)
 New example of learning organizations (NTPC)
 Revised Global Implications section
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
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Introduction – Instructor’s Manual for Organizational Behavior 14/e Page viii

IV. Content Overview: Description of Instructor Manual Components

The Instructor’s Manual includes the following features:

 Learning Objectives: Lists the concepts students should acquire for the chapter.
 Summary and Implications for Managers: This is the chapter’s summary of content.
 Brief Chapter Outline (including references to individual PowerPoint slides)
 Expanded Chapter Outline: The chapter outline in great detail.
 Instructor Resources:
o Text Exercises: These are the sidebars printed in each chapter with discussion,
class exercises, or Web-based exercises for instructors to use as a basis for class
engagement.
o Answers to end-of-chapter materials including Questions for Review,
Experiential Exercise, Ethical Dilemma, and Case Incidents I and II
o Instructor’s Choice: This section provides a unique exercise that instructors may
use to foster class discussion.
o Exploring OB Topics on the Worldwide Web: This is a list of topics and Web-
based resources to add discussion topics to the chapter’s concepts.

V. Learning Resources

Pearson Resource Center (IRC)

At www.pearsoned.co.in/stephenprobbins, instructors can access a variety of print, digital, and

presentation resources available with this text in downloadable format. Registration is simple
and gives you immediate access to new titles and new editions. As a registered faculty member,
you can download resource files and receive access to a wide variety of resources.

If you need assistance in accessing the resources or have any queries, please contact us at
media.support@pearsoned.co.in.

The following supplements are available to adopting instructors at Pearson Resource Centre:

 Instructor’s Manual—updated and revised to provide ideas and resources in the

classroom.
 Test Item File—Over 500 new questions. Revised and updated to include
questions that require students to apply the knowledge that they’ve read
about in the text. Questions are also tagged to reflect the AACSB Learning
Standards.
 PowerPoint Presentations—A ready-to-use PowerPoint slideshow designed for
classroom presentation. Use it as is, or edit content to fit your individual classroom
needs.

Prentice Hall’s Self-Assessment Library (S.A.L.)

A hallmark of the Robbins series, S.A.L. is a unique learning tool that allows you to assess your
knowledge, beliefs, feelings, and actions in regard to a wide range of personal skills, abilities,
and interests. Self-Assessments have been integrated into each chapter, including a self-
assessment at the beginning of each chapter. S.A.L. helps students better understand their
interpersonal and behavioral skills as they relate to the theoretical concepts presented in each
chapter.
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
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Highlights
 68 research-based self-assessments—All 68 instruments of our collection are from
sources such as Journal of Social Behavior and Personality, Harvard Business Review,
Organizational Behavior: Experiences and Cases, Journal of Experimental Education,
Journal of Applied Measurement, and more.
 Work–life and career focused—All self-assessments are focused to help individuals
better manage their work lives or careers. Organized in four parts, these instruments
offer you one source from which to learn more about yourself.
 Scoring key—The key to the self-assessments has been edited by Steve Robbins to
allow students to quickly make sense of the results of their score.
 Instructor’s manual—An Instructor’s Manual guides instructors in interpreting self-
assessments and helps facilitate better classroom discussion.

mymanagementlab

mymanagementlab (www.mymanagementlab.com) is an easy-to-use online tool that

personalizes course content and provides robust assessment and reporting to measure student
and class performance. All the resources you need for course success are in one place—flexible
and easily adapted for your course experience. Some of the resources include chapter quizzes,
personalized study plans, video clips, and PowerPoint presentations that engage students while
helping them to study independently.

In particular, mymanagementlab supports more active learning styles, involving students as

they study management and prepare for test and quizzes. mymanagementlab also contains key
video, testing, and other support resources that offer instructors many ways to enliven their
classroom and save time—all in one convenient place.

Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational Behavior, 14e