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SOLUTION MANUAL FOR M ORGANIZATIONAL BEHAVIOR 5TH EDITION BY STEVEN MCSHANE, MARY VON GLINOW
SOLUTION MANUAL FOR M ORGANIZATIONAL BEHAVIOR 5TH EDITION BY STEVEN MCSHANE, MARY VON GLINOW
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,Chapter 1: Introduction to the Field of Organizational BehaviorSOLUTION MANUAL FOR M ORGANIZATIONAL BEHAVIOR 5TH
EDITION BY STEVEN MCSHANE, MARY VON GLINOW
1 Introduction to the Field
of Organizational Behavior
LEARNING OBJECTIVES
After reading this chapter, students should be able to:
1-1 Define organizational behavior and organizations.
1-2 Explain why organizational behavior knowledge is important for you and for organizations.
1-3 Describe the anchors on which organizational behavior knowledge is based.
1-4 Summarize the workplace trends of diversity and the inclusive workplace, work-life integration, remote
work, and emerging employment relationships.
1-5 Describe the four factors that directly influence individual behavior and performance.
1-6 Summarize the five types of individual behavior in organizations.
CHAPTER GLOSSARY
ability — the learned capabilities and natural aptitudes MARS model — a model depicting the four variables—
required to successfully complete a task motivation, ability, role perceptions, and situational
factors—that directly influence an individual’s voluntary
corporate social responsibility (CSR) — organizational
behavior and performance
activities intended to benefit society and the
environment beyond the firm’s immediate financial motivation — the forces within a person that affect his or
interests or legal obligations her direction, intensity, and persistence of effort for
voluntary behavior
counterproductive work behaviors (CWBs) — voluntary
behaviors that have the potential to directly or indirectly open systems — the view that organizations depend on
harm the organization the external environment for resources, affect that
environment through their output, and consist of
deep-level diversity — differences in the psychological
internal subsystems that transform inputs to outputs
characteristics of employees, including personalities,
beliefs, values, and attitudes organizational behavior (OB) — the study of what people
think, feel, and do in and around organizations
evidence-based management — the practice of making
decisions and taking actions based on research evidence organizational citizenship behaviors (OCBs) — various
forms of cooperation and helpfulness to others that
human capital — the knowledge, skills, abilities, creative
support the organization’s social and psychological
thinking, and other valued resources that employees
context.
bring to the organization
organizational effectiveness — an ideal state in which an
inclusive workplace — a workplace that values people of
organization has a good fit with its external
all identities and allows them to be fully themselves
environment, effectively transforms inputs to outputs
while contributing to the organization
through human capital, and satisfies the needs of key
stakeholders
,Chapter 1: Introduction to the Field of Organizational Behavior
organizations — groups of people who work task performance — the individual’s voluntary goal-
interdependently toward some purpose directed behaviors that contribute to organizational
objectives
role perceptions — the degree to which a person
understands the job duties assigned to or expected of values — relatively stable, evaluative beliefs that guide a
him or her person’s preferences for outcomes or courses of action in
a variety of situations
stakeholders — individuals, groups, or other entities that
affect, or are affected by, the organization’s objectives work-life integration — the degree that people are
and actions effectively engaged in their various work and nonwork
roles and have a low degree of role conflict across those
surface-level diversity — the observable demographic or
life domains
physiological differences in people, such as their race,
ethnicity, gender, age, and physical disabilities
CHAPTER SUMMARY BY LEARNING OBJECTIVE
1-1 Define organizational behavior and organizations.
Organizational behavior is the study of what people think, feel, and do in and around organizations. It examines
how individuals and teams in organizations relate to one another, and how organizations interact with their
external environments. This field of knowledge emerged around the early 1940s, but organizations have been
studied by other disciplines for more than 2,000 years. Organizations are groups of people who work
interdependently toward some purpose. They consist of people who interact with one another in an organized way
and have a collective sense of purpose.
1-2 Explain why organizational behavior knowledge is important for you and for organizations.
Organizational behavior is important for you because it offers a core foundation of knowledge and skill
development for your success in organizations. The skills and knowledge that employers look for in new hires,
above anything else, are the topics found in organizational behavior, including problem solving, working effectively
in teams, communication, and leadership. More broadly, OB helps you adopt better personal theories to
understand, predict, and influence organizational events. OB knowledge is for everyone, not just managers.
OB theories and practices are vital to the organization’s survival and success. In fact, most OB theories implicitly or
explicitly try to improve organizational effectiveness—an ideal state in which an organization has a good fit with its
external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of
key stakeholders. Organizational behavior knowledge is highly relevant to the open systems view of organizations
by identifying organizational characteristics that “fit” some external environments better than others. OB theories
offer guidance on how to effectively transform inputs to outputs.
OB is also important for organizations because it identifies ways for organizations to develop and leverage the
potential of human capital—the knowledge, skills, abilities, creativity, and other valued resources that employees
bring to the organization. Several organizational behavior topics also give us a better understanding of relations
with stakeholders—individuals, groups, and other entities that affect, or are affected by, the organization’s
objectives and actions. This latter focus includes the role of personal values (the relatively stable, evaluative beliefs
that guide a person’s preferences for outcomes or courses of action in a variety of situations) and corporate social
responsibility (organizational activities intended to benefit society and the environment beyond the firm’s
immediate financial interests or legal obligations).
1-3 Describe the anchors on which organizational behavior knowledge is based.
The systematic research anchor states that OB knowledge should be based on systematic research, consistent with
evidence-based management. The practical orientation anchor states that OB theories need to be useful in practice,
such as by helping organizations become more effective. The multidisciplinary anchor states that the field should
develop from knowledge in other disciplines (e.g., psychology, sociology, economics), not just from its own isolated
research base. The contingency anchor states that OB theories generally need to consider that there will be different
, Chapter 1: Introduction to the Field of Organizational Behavior
consequences in different situations. The multiple levels of analysis anchor states that OB topics may be viewed
from the individual, team, and organization levels of analysis.
1-4 Summarize the workplace trends of diversity and the inclusive workplace, work–life integration,
remote work, and emerging employment relationships.
An inclusive workplace values people of all identities and allows them to be fully themselves while contributing to
the organization. It views diversity as a valued resource. An organization’s workforce has both surface-level
diversity (observable demographic and other overt differences in people) and deep-level diversity (differences in
personalities, beliefs, values, and attitudes). Inclusive workplaces produce better decisions, employee attitudes,
team performance, and a host of other favorable outcomes for employees and the organization. However, diversity
also poses challenges, such as dysfunctional conflict and slower team development.
Work-life integration refers to the degree that people are effectively engaged in their various work and nonwork
roles and have a low degree of role conflict across those life domains. Various work and nonwork roles are
inherently integrated because the physical, cognitive, and emotional resources produced or consumed by one role
potentially enrich or undermine the success and enjoyment of other roles. There are several ways to maximize
work–life integration, such as doing things that mix two roles, engaging in flexible work scheduling, ensuring that
work and nonwork roles are aligned with your personal characteristics, and engaging in some degree of “boundary
management” across roles.
An increasing percentage of the workforce performs their job remotely some or all of the time rather than at the
organization’s physical work site. Some organizations are completely remote—everyone works at home and cafés
and the company has no physical head office. Working remotely potentially benefits employees and employers, but
there are also disadvantages. The effectiveness of remote work depends on the employee, job, and organization.
Most of the workforce has a direct employment relationship—working as an employee for an organization—but an
increasing percentage has more fragile direct employment relationships (part-time, on-call, etc.). The largest labor
market growth has been indirect (outsourced/agency) and contract work. Some contractors negotiate their own
contracts with the client, whereas others work through branded platform companies (e.g., Uber). These emerging
employment relationships have both positive and negative consequences for job performance, job satisfaction,
team dynamics, self-concept stability and clarity, and the ambiguity of managerial roles.
1-5 Describe the four factors that directly influence individual behavior and performance.
Four variables—motivation, ability, role perceptions, and situational factors—which are represented by the
acronym MARS, directly influence individual behavior and performance. Motivation represents the forces within a
person that affect his or her direction, intensity, and persistence of voluntary behavior; ability includes both the
natural aptitudes and the learned capabilities required to successfully complete a task; role perceptions are the
extent to which people understand the job duties (roles) assigned to them or expected of them; and situational
factors include conditions beyond the employee’s immediate control that constrain or facilitate behavior and
performance.
1-6 Summarize the five types of individual behavior in organizations.
There are five main types of workplace behavior. Task performance refers to goal-directed behaviors under the
individual’s control that support organizational objectives. It includes proficiency, adaptivity, and proactivity.
Organizational citizenship behaviors consist of various forms of cooperation and helpfulness to others that support
the organization’s social and psychological context. Counterproductive work behaviors are voluntary behaviors that
have the potential to directly or indirectly harm the organization. Joining and staying with the organization refers
to agreeing to become an organizational member and remaining with the organization. Maintaining work
attendance includes minimizing absenteeism when capable of working and avoiding scheduled work when not fit
(i.e., low presenteeism).
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