"Essentials
of Organizational Behavior: An Evidence-Based Approach" (2nd Edition) by
Terri A.
Scandura is a comprehensive guide to understanding human behavior within organizations. This textbook integrates the latest research and evidence-based approaches to provide students and practitioners with a strong foundation in organizational behavior. The author emphasizes both theoretical understanding and practical applications, with case studies, realworld examples, and exercises designed to help readers develop skills essential for leading and managing people effectively in the workplace.
Overview of the Book
This textbook is divided into multiple chapters, each focusing on a key area of organizational behavior. The book explores topics such as individual behavior, group dynamics, leadership, motivation,
communication, organizational culture, and change management. Each chapter presents core concepts and theories in organizational behavior, backed by empirical evidence, and provides actionable insights that can be applied to real-world management and leadership challenges.
Scandura uses a pedagogical approach that combines theory, research findings, and practical applications, making the book accessible for both students and professionals who want to improve their understanding of human behavior in organizations.
Chapter 1: Introduction to Organizational Behavior
The first chapter introduces the field of organizational behavior, emphasizing the importance of understanding human behavior within the context of organizations. Organizational behavior (OB) is defined as the systematic study of how individuals and groups act within organizations. This chapter discusses the multidisciplinary nature of OB, drawing from psychology, sociology, anthropology, and economics.
Scandura introduces the concept of evidence-based management, which involves using the best available research evidence to make informed decisions in management practices. This approach ensures that managerial actions are based on sound scientific principles rather than intuition or anecdotal experience. The chapter also touches on key concepts such as organizational effectiveness, efficiency, and employee well-being.
Chapter 2: Personality and Individual Differences
This chapter focuses on personality traits, individual differences, and their impact on workplace behavior. Scandura introduces popular frameworks such as the Big Five personality traits (openness, conscientiousness, extraversion, agreeableness, and neuroticism) and examines how these traits influence job performance, job satisfaction, and leadership potential.
The chapter also discusses emotional intelligence (EI) and its growing importance in leadership and organizational behavior. EI refers to the ability to
perceive, understand, and manage emotions in oneself and others, and it plays a critical role in effective leadership, teamwork, and communication. Scandura presents evidence linking emotional intelligence to leadership effectiveness, particularly in high-stress environments.
Chapter 3: Perception and Attribution
Perception plays a crucial role in how individuals interpret and respond to workplace situations. This chapter explores how perceptual processes work and how biases can influence decision-making in organizations. Key concepts such as selective perception, stereotyping, and the halo effect are discussed, along with their potential to distort how managers and employees view one another. Scandura also introduces attribution theory, which explains how individuals make sense of others' behavior by attributing it to either internal factors (such as personality) or external factors (such as the environment). The fundamental attribution error and self-serving bias are highlighted as common errors
that can lead to misjudgments in performance evaluations and conflict resolution.
Chapter 4: Motivation
Motivation is a central theme in organizational behavior, and this chapter delves into various theories and models of motivation that explain what drives individuals to perform in the workplace. The chapter covers content theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's theory of needs, which focus on what motivates people.
Scandura also examines process theories such as expectancy theory, equity theory, and goal-setting theory, which explain how motivation occurs. Expectancy theory, for instance, highlights the role of expectations, effort, and rewards in driving motivation. Equity theory focuses on fairness perceptions in the workplace, and goal-setting theory emphasizes the importance of clear, challenging goals in motivating high performance.
Real-world applications of these theories are discussed, with an emphasis on how managers can design motivation strategies to increase employee engagement, satisfaction, and productivity.
Chapter 5: Job Satisfaction and Organizational Commitment
In this chapter, Scandura explores job satisfaction, organizational commitment, and how these concepts affect employee behavior and organizational outcomes. Job satisfaction refers to the degree to which individuals feel positive or negative about their jobs, while organizational commitment reflects the emotional attachment employees have to their organization.
The chapter presents research showing the link between job satisfaction and factors such as turnover, absenteeism, and job performance. The author also explores different types of organizational commitment (affective, continuance, and normative) and how they affect employees' intentions to stay with or leave an organization.
Practical strategies for increasing job satisfaction and organizational commitment are discussed, such as improving work-life balance, providing opportunities for career development, and fostering a supportive organizational culture.
Chapter 6: Group Behavior and Teamwork
Group dynamics are essential to understanding behavior in organizations. This chapter explores the differences between groups and teams and the processes that make teams effective or dysfunctional. Stages of team development (forming, storming, norming, performing, and adjourning) are discussed, along with factors that influence team performance, such as cohesion, communication, and conflict resolution. Scandura examines common challenges in teamwork, such as social loafing and groupthink, and offers evidence-based strategies for managing these issues. The chapter emphasizes the importance of building a strong team culture, encouraging open
communication, and fostering diversity to enhance creativity and problem-solving abilities.
Chapter 7: Leadership and Power
Leadership is one of the most researched topics in organizational behavior, and this chapter provides a comprehensive overview of different leadership styles and theories. Trait theories of leadership suggest that certain personality traits, such as charisma and decisiveness, are essential for effective leadership. However, Scandura argues that leadership effectiveness is also dependent on situational factors and relationships with followers.
The chapter introduces transformational leadership, transactional leadership, and servant leadership, highlighting the evidence supporting each style's effectiveness in different organizational contexts. Power and influence in organizations are also explored, with a focus on how leaders can use legitimate power, expert power, and referent power to achieve organizational goals.
Chapter 8: Communication
Effective communication is critical for organizational success. This chapter discusses the various types of communication (verbal, non-verbal, formal, informal) and how they impact relationships and performance in the workplace. The chapter emphasizes the importance of active listening, feedback, and crosscultural communication skills. Scandura also explores barriers to communication, such as information overload, language differences, and organizational silos, and provides practical solutions for overcoming these challenges. The role of technology in modern communication, particularly email, social media, and virtual teams, is also addressed.
Chapter 9: Decision Making and Problem Solving
Decision-making is a key managerial function, and this chapter explores the processes and biases that influence how decisions are made in organizations. Rational decision-making models are discussed, as well as bounded rationality and intuitive decision-
making. Scandura highlights the cognitive biases that can lead to poor decision-making, such as confirmation bias, anchoring, and overconfidence. The chapter also covers group decision-making processes and the pros and cons of making decisions in teams versus individually. Techniques for improving decision-making, such as brainstorming, Delphi technique, and nominal group technique, are presented.
Chapter 10: Organizational Culture
Organizational culture refers to the shared values, beliefs, and norms that shape behavior within an organization. This chapter discusses the components of organizational culture and how it influences everything from decision-making to employee satisfaction and performance. The chapter also explains how organizational culture can be measured and how leaders can shape and change culture to align with strategic goals.
Subcultures within organizations are explored, and Scandura provides strategies for managing cultural
diversity to create an inclusive and innovative work environment.
Chapter 11: Conflict and Negotiation
Conflict is inevitable in organizations, but it can be managed constructively. This chapter explores the sources of conflict (such as limited resources, differing goals, and personality clashes) and different conflict resolution styles, including collaborating, compromising, avoiding, accommodating, and competing. The chapter also covers negotiation strategies, such as distributive and integrative bargaining, and provides practical tips for conducting successful negotiations in the workplace.
Chapter 12: Organizational Change and Development
Organizational change is necessary for survival in a dynamic environment, but it can be difficult to manage. This chapter explores the forces driving organizational change, such as technological advancements, globalization, and shifts in the competitive landscape. Scandura presents models of
change management, such as Lewin's three-step model and Kotter's eight-step model, which provide frameworks for planning and implementing successful change initiatives.
The chapter also discusses resistance to change and strategies for overcoming it, such as effective communication, participation, and leadership.
Conclusion
"Essentials of Organizational Behavior: An EvidenceBased Approach" (2nd Edition) by Terri A. Scandura provides a thorough and accessible exploration of the key concepts and theories in organizational behavior.