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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 15

Lewin’s force field analysis model describes the forces that drive and restrain proposed organizational change. Driving forces are forces that lead to organizational change. Restraining forces are forces that maintain the status quo. Stability occurs when both forces are equal. Unfreezing occurs when there is disequilibrium between the driving and the restraining forces, leading to effective change. Refreezing occurs when systems and structures are introduced that reinforce and maintain the desired behaviours. This model states that effective change occurs by unfreezing the current situation, moving to the desired position and then refreezing the situation.

Subtle resistance to change is more common than overt resistance to change. Some people experience change as relational conflict, although experiencing it as a task conflict would be more productive. There are several reasons why employees resist change:

  1. Negative valence of change
    Employees resist change when they believe the
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 14

Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. Shared values are values that people within the organization or work unit have in common. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behaviour that are considered the correct way to think and act toward problems and opportunities. Espoused values are the stated values and enacted values are values we actually act upon. The organization’s culture consists of shared values and shared assumptions.

There are seven main corporate cultures, although many of the popular organizational culture models and measures oversimplify the variety of organizational cultures because as long as employees have diverse values, an organization’s culture will have noticeable variability. The seven main corporate cultures are innovation (1), stability (2), respect for people (3), outcome orientation (4), attention to detail (5), team orientation (6) and

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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 12

Leadership refers to influencing, motivating and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. Leadership refers to a role and not a position. Shared leadership is the view that leadership is a role, not a position assigned to one person and people within the team and organization lead each other. In order for shared leadership to be effective, formal leaders need to be willing to give up some power.

Transformational leadership refers to a leadership perspective that explains how leaders change teams or organizations by creating, communicating and modelling a vision for the organization and inspiring employees to strive for that vision. There are four elements of transformational leadership:

  1. Develop and communicate a strategic vision
    A vision is a positive image or model of the future that energizes and unifies employees. An effective strategic
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 11

Conflict is the process in which one party perceives that its interest is being opposed or negatively affected by another party. Conflict is based on perception. One party can believe they have a conflict without the other party believing this. Conflict can lead to lower performance, higher stress, dissatisfaction and turnover, less information sharing and coordination, increased organizational politics, wasted resources and weakened team cohesion. There are also benefits of conflict. The optimal conflict perspective states that organizations are most effective when employees experience some levels of conflict but become less effective with high levels of conflict. Conflict can lead to better decision making, make people more responsive to the changing environment and lead to a stronger team cohesion if the conflict is between the team and outside opponents.

There are two types of conflict:

  1. Task conflict (constructive conflict)
    This is a type
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 10

Power is the capacity of a person, team, or organization to influence others. Power is based on the target’s perception that the power holder controls. Power is also based on dependence, the target needs to believe that someone has access to a resource that can help or hinder him to achieve a goal. Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. A minimum level of trust is crucial in order to have power. There are several sources of power:

  1. Legitimate power (power from position)
    This is an agreement among organizational members that people in certain roles can request certain behaviours of others. This is usually the most important source of power in organizational settings. Legitimate power has restrictions; it gives the power holder only the right to ask others to
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 8

Teams are groups of two or more people who interact with and influence each other, are mutually accountable for achieving common goals associated with organizational objectives and perceive themselves as a social entity within an organization. Different types of teams can be distinguished by team permanence (1), skill diversity (2) and authority dispersion (3). Team permanence refers to how long that type of team usually exists. Authority dispersion refers to the degree that decision-making responsibility is distributed throughout the team or is vested in one or a few members of the team.

There are three types of teams: departmental teams (1), self-directed teams (2) and task force teams (3). Informal groups exist because humans are social animals, they want to belong to a group, they accomplish personal objectives and we are comforted by the presence of others.

People are more motivated in groups because

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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 7

Decision making is the process of making choices among alternatives with the intention of moving toward some desired state of affairs. Rational choice decision making selects the best alternative by calculation the probability that various outcomes will occur from the choices and the expected satisfaction from each of those outcomes. An opportunity is a deviation between current expectations and a potentially better situation that was not previously expected.

There are five main problems of problem identification:

  1. Solution-focused problems
    This is identifying a problem as a veiled-solution, but this is not really the problem.
  2. Decisive leadership
    Leaders that announce problems or opportunities before logically assessing the situation does not help with identifying the problem.
  3. Stakeholder framing
    Stakeholders hide or provide information in ways that the decision-maker sees the situation as a problem, opportunity or steady sailing. This information is not always accurate
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 6

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The meaning and effect of money differ between men and women. Men attach more value to money than women. Women see money in terms of things they can do with it and men see it as a symbol of power and autonomy. People in countries with high power distance have a high priority for money.

There are four types of objectives of rewards:

  1. Membership- and seniority-based rewards
    These are monetary rewards for being a member somewhere and for working somewhere for a long time. These rewards can reduce turnover, but do not directly motivate job performance.
  2. Job status-based rewards
    These are rewards on the basis of the status or worth of the jobs they occupy. Job worth can be measured through job evaluation, which measures the required skill, effort, responsibility and working conditions. It can improve fairness, but also
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 4

Behaviour in the workplace is influenced by cognitive processes and emotions. Emotions may have a greater effect because they can occur prior to cognitive processes. Emotions are physiological, behavioural and psychological episodes experienced toward an object, person or event. Emotional states are short-term and moods are long-term. All emotions have two common features: emotions have a certain valence, also called core affect (e.g: approach or avoid object) (1) and emotions ready us to some extent (2).

Attitudes are evaluations of an object or event. Attitudes consist of beliefs, feelings and behavioural intentions. Feelings can make sure that attitudes differ, even though the beliefs and the behaviours are the same for two people. Having more positive emotions at work can counteract negative experiences at work. Cognitive dissonance is the uncomfortable physiological state when attitudes and behaviour conflict. Cognitive dissonance can be reduced by changing the attitude or

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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Summary chapter 3

Self-concept is an individual’s self-belief and self-evaluations. Our self-concept is defined at an individual, relational and collective level. An individual’s self-concept can be described by three characteristics: complexity (number of distinct and important roles), consistency (amount of self-views that require similar personality traits) and clarity (clear, defined and stable). Clarity increases with age because personality and values become relatively stable by adulthood and people develop better self-awareness through life experiences. Clarity is higher when the consistency is high.

The higher the complexity, consistency and clarity, the better well-being people tend to have. Too much variation causes internal tension and conflict, but consistency can help with this. Employees with complex self-concept tend to be better at adaptive performance. Self-concept clarity improves performance. There are four processes that shape self-concept and motivate a person’s decisions and behaviour:

  1. Self-enhancement
    This is a person’s inherent motivation to
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