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10 9 8 7 6 5 4 3 2 1
This book is dedicated to my mother and father, who believed in me, my family, who love and support
me, and to my students, who motivate me to keep learning.
MITCH

This book is dedicated to my family, friends, colleagues, and students who have challenged and helped
me to think deeply about organizational behavior, and about its place in the world.
BRUNO
 about the authors
Dr. Mitchell Neubert
dr. neubert’s interest in
organizations was initially
stirred by observing the
ups and downs of a parent
in a small family business.
he completed his bachelor
of science in business
degree at the university of
Minnesota, and, after his own
experiences with a regional bank, global manufacturing
company, and a non-profit organization, earned his Ph.d.
in business administration at the university of iowa,
with emphases in human resource management and
organizational behavior.
dr. neubert now serves at baylor university,
where he is an associate Professor of management
and entrepreneurship and holds the chavanne
chair of christian ethics in business. in this role, dr.
neubert provides leadership in a variety of ethics
initiatives, including hosting an annual ethics forum
and the national Mba case competition in ethical
leadership. he teaches virtue-based leadership in both
undergraduate and executive Mba programs and was
awarded the hankamer school of business teaching
excellence award in 2013. outside of the classroom, he is
a mentor and advisor to students in promoting personal
leadership development and social entrepreneurship
initiatives. he also learns from and consults with business
leaders through his association with leadership trek
corporation (www.ltrek.com), an adventure-themed
leadership development company.
dr. neubert’s research is wide-ranging and practical
in its orientation. his interests in leadership have been
focused on ethical leadership and servant leadership,
which are evident in his Journal of Applied Psychology,
Leadership Quarterly, Journal of Business Ethics, and
Business Ethics Quarterly articles. his research related
to personality, creativity, commitment, teams, and
organizational change has resulted in publications in
journals such as Journal of Applied Psychology, Human
Relations, Journal of Business and Psychology, Personnel
Psychology, Leadership Quarterly, Business Horizons, and
Journal of Business Venturing.
viii aBOUt tHe aUtHOrs
Dr. Bruno Dyck
Growing up the son of an
immigrant entrepreneur,
dr. dyck has always
been interested in how
organizations are managed,
and how they can help to
make the world a better place.
he studied management as
an undergraduate student
in Manitoba and Virginia, and earned a Ph.d. in business
from the university of alberta in 1991. as an organizational
theorist, dr. dyck has focused his research on organizational
learning and change, on issues like distributive justice and
sustainable development, and especially on how people’s
beliefs and values influence what they do.
dr. dyck is now a Professor in the i.h. asper school
of business at the university of Manitoba, where he has
won research and teaching awards. he teaches courses
in management, organization theory, and corporate
social and environmental responsibility. his students
have encouraged him to write books that show how
management is never value-neutral, and which enable
readers to think about how their character as persons can
influence the kind of manager that they want to become.
his work has been published in leading scholarly
journals, such as Administrative Science Quarterly,
Academy of Management Review, Business Ethics
Quarterly, Case Research Journal, Journal of Applied
Behavioral Science, Journal of Business Venturing, Journal of
Developmental Entrepreneurship, Nonprofit and Voluntary
Sector Quarterly and Journal of Management Studies (best
Paper award winner). he also has done consulting work
for a variety of businesses and other organizations, and
spent a year doing voluntary service work overseas.
preface
Our Approach
This book is unique because it presents two approaches to organizational behavior (ob),
which we call “conventional ob” and “sustainable ob.” conventional ob refers to traditional
research and practices that you might find in the best ob textbooks on the market today.
sustainable ob refers to emerging research and practices that are growing in importance
and use in many organizations. The conventional approach emphasizes things like
performance, commitment, short-term profits, predictability, and personal considerations.
The sustainable approach also emphasizes performance and commitment, but places
greater emphasis on long-term consequences, creativity, and community considerations.
The two approaches are related, with sustainable ob building upon but also being different
from conventional ob. compared to the conventional approach, sustainable ob places
more emphasis on social and ecological concerns, consistent with a broad definition of
sustainability promoted by many leading ob scholars and practitioners, such as Jeffrey
Pfeffer, stanford Professor of organizational behavior.1
by offering these two approaches to ob, the textbook has three important advantages.
first, many ob instructors already see their course as serving as somewhat of a counter-
balance to the primacy of focusing on short-term financial well-being and shareholder
interests found in many business courses. a textbook like ours helps instructors to
underscore and draw attention to the distinct contribution ob can make toward providing
a more holistic understanding of organizations and their place in the world, today and
in the future. by exploring the reasoning for sustainable ob practices, students become
more sensitive to how values and ethics influence decisions about ob practices, which is a
goal of the leading accrediting association of business schools, the association to advance
collegiate schools of business (aacsb).
second, offering two approaches promises to foster students’ critical thinking, which
is also a goal of the aacsb. as leading scholars recognize and lament, learning only one
approach to business can become a self-fulfilling prophecy that shapes students’ values
and practices.2 Presenting two approaches provides students with an opportunity to look
at ob through two different “lenses.” Just as our understanding of other phenomena have
been enriched by similar typologies (e.g., our understanding of “personality” is enriched by
thinking of where someone lies along an introversion—extraversion continuum), so also
students’ abilities to understand ob are improved when they understand complementary
views. our particular approach has been class-tested and students were found to exhibit
enhanced critical thinking as a result of being exposed to two lenses.3
finally, a book like ours is timely. it reflects current trends in both popular media and
scholarly literature. susan Peters, who oversees General electric’s executive development
initiatives, is among the many practitioners who are encouraging leaders to employ less
hierarchy and more teamwork in contrast to the efficiency oriented approaches of the industrial
age.4 dominic barton, Global Managing director of Mckinsey & company, is imploring leaders
to emphasize long-term thinking that recognizes the needs of a broad set of stakeholders.5
Moreover, an increasing number of people are looking for ways to find greater meaning in
their work and asking organizations to be more attentive to long-term societal well-being.6 a
sustainable approach also is being increasingly advocated by ob and management scholars

preface ix
 (e.g., Jeffrey Pfeffer, Henry Mintzberg, Gretchen Spreitzer, Gary Hamel, Rosabeth Moss Kanter,
and others)7, and becoming more evident among vanguard practitioners.
Other OB textbooks also address these emerging issues and literatures, but we believe
ours is the most wide-ranging and extensive treatment of the OB literature from a sustainable
perspective. Vivid and inspiring examples are offered across the range of OB approaches,
offering students practical suggestions for how to live out their values in the context of both
for-profit and non-profit organizations. According to one reviewer of drafts of this approach,
this pedagogy “brings my classroom and students into the 21st century.”

Distinctive Features
In addition to presenting theory and examples of sustainable OB that extends and enhances
conventional OB, our book contains many features that will give students an interesting,
positive experience in their OB course.

Chapter Navigators
As preferred by students (based on in-class testing), we start each chapter with this navigation
tool instead of a more traditional listing of learning goals. The chapter navigator provides the
same essential information as learning goals, but in a form that students have found to be more
helpful. Each chapter navigator is designed to: (a) help readers to anticipate where the chapter
is heading; (b) provide readers with a quick reference point to their location as they navigate
the chapter; and (c) provide an overarching look at the chapter for review after reading it.

Global and Diverse Practitioner Examples

Textbook examples of practitioners can be somewhat mundane and US-centric. One of
the distinguishing features of this book is that it highlights examples from organizations
across the globe that inspire students to make a lasting difference in the world. Because
the book includes the best of proven OB practices as well as cutting-edge examples from
a diverse group of organizational leaders, the reader will be introduced to a wide range of
thought-provoking practitioners. In addition to commonly found examples drawn from
Starbucks, Google, Disney, Gore, and SAS, a wide-range of novel examples are drawn from
small and large organizations, for-profit and not-for-profit organizations (including NGOs),
family-owned and publicly traded companies, top management and middle management,
and from national and international companies. For example, students will read about . . .
• Ralph and Cheryl Broetje, owners of one of the largest privately-owned apple orchards in
the US, who engage their employees and customers to develop initiatives that promote
work-family balance and environmentally-friendly agricultural practices.
• Ricardo Semler, CEO Semco, who took over his father’s manufacturing company in
Brazil at the age of 21, and created an innovative culture that treats people with dignity,
fosters trust and participation, values experimentation, and remains sensitive to the
stakeholder interests.
• Ursula Burns, CEO of Xerox, who was the first African American woman to lead a major
U.S. corporation and is an example of how abilities, personality, and values contribute
to leadership success.
• Tom Szaky, who immigrated from Hungary to Canada, started his own web-design
firm at the age of 14, and later founded Terracycle on the practice of using worms to
transform campus trash into organic fertilizer.

x preface
 • Yolanda Sevilla, CEO of The Leather Collection in the Philippines, who models in her
small business a reflective style of leadership that weighs the concerns of a broad set of
stakeholders.
• Thorkil Sonne, a Danish software executive, who after discovering that his son Lars had
autism, set up a new business that hires and provides meaningful and dignified work
for people with autism.

Practical Orientation
Perhaps the most outstanding feature of the book is that it is very practical. Two elements are of
particular importance in contributing to its practicality. The first is captured in the Kurt Lewin’s
adage that “nothing is as practical as a good theory.” The book is unique because it presents two
approaches to OB, and thereby provides students with the concepts and theoretical tools to help
them make their own decisions as to what sorts of leaders they want to become. This provides a
compelling conceptual framework for rich reflection and meaningful class discussion.
Second, beyond simply describing OB theory, each chapter contains features designed
to both encourage readers to “own” key OB principles by reflecting on how they would
respond in real-world situations. My OB engages students in thinking about their opinion or
experience regarding an issue, reflecting on examples from film, television, music, and other
forms of media, or exploring how the content fits with their major. Another feature, OB in
Action engages students to consider an in-depth example or intriguing research finding.
Finally, the end-of-chapter OB Activities enhance self-awareness and reinforce learning
by offering students opportunities to reflect on the content, receive feedback on their own
tendencies, attitudes, and behavior, participate in engaging group activities, and wrestle
with unique cases. These features also are designed to facilitate class discussion.

Ethical Emphasis
Unlike other OB textbooks that set apart ethical thinking and discussion to a portion of a
chapter or a side-bar, the premise of this textbook is that organizational behavior is value-
laden and that each thought, attitude, and action is influenced by a person’s values. This
textbook makes this process explicit and compels readers to consider how their values
impact every aspect of OB. Ethics is directly addressed in Chapter 4 as an important aspect of
individuals that shapes behavior. Additionally, throughout each chapter questions, examples,
and research are included that directly invite students to think about ethics. Finally, a scenario
drawn from ethics research is included in the OB Activities at the end of each chapter.

Engaging Writing Style

Students have commented that they have found the writing style in this textbook to be
more engaging than that found in other textbooks: “I felt like you were writing to me.” We
have tried hard to develop a reader-friendly writing style.8 We wanted to avoid writing in
“bland” textbook-ese, but we also wanted to avoid becoming too much like a “fluffy” popular
press book that might be found in an airport bookstore. Our chapters are grounded in the
scholarly literature and highlighted by relevant and instructive examples and thoughtful
questions. Moreover, in many cases our footnotes provide more background information
for students interested in exploring novel topics.
Students want their college education to help them think about important things like
the meaning and purpose of life, but the majority of students say that professors rarely, if
ever, encourage such discussion.9 In class testing this material, we have found that students
find the book engaging because it invites conversation about how OB addresses important

preface xi
 issues of the day, such as meaningful work, social justice, and ecological sensitivity. It also
appeals to students from a range of majors, including those outside of the business school.
The book compels readers to think about how they will put their own values into practice
in the organizations that they will manage or belong to. This makes OB come alive and as
Socrates put it: “An unexamined life is not worth living.”

A Process-Based Framework
As we reviewed other textbooks, it became clear that there are both similarities and
differences in how material is presented. Rather than present content in a “check-list”
fashion to ensure that the key information is covered in each chapter, our chapters have
been designed to draw attention to how the different ideas and theories in each chapter are
related to each other. In particular, consistent with models drawn from the larger literature,
our book often presents the material in each chapter in terms of a four-step process model
(e.g., the four stages of team development, the four steps in decision making, etc.).

Organization of the Book

The first chapter is critically important to this textbook as it introduces readers to the
field of OB and explains the conventional and sustainable approaches to OB. The second
chapter examines the landscape of OB, including its history, its evolution as a science, key
stakeholders, and the global context in which OB occurs. The rest of the book proceeds
by discussing OB from three levels: individual, interpersonal or group, and organizational.
These three levels are linked together in Figure 1.3 chapter 1.
The chapters focusing on the individual level of analysis describe the importance of
individual attributes (diversity and surface characteristics, abilities and personality, core
self-evaluations, and beliefs and values of individuals—chapter 3), individual states (ethics,
attitudes and commitments, perceptions, and emotions—chapter 4), motivational processes
(chapter 5), decision-making dynamics (chapter 6), and self-leadership principles (chapter 7).
The next main section of the book presents research and practices in OB at the
interpersonal level. This section begins by discussing issues of politics, trust, fairness,
and conflict and negotiation that influence relationships (chapter 8), then follows with
chapters on leadership (chapter 9), groups and teams (chapter 10), and communication
(chapter 11).
The final section of the book is devoted to organization-level factors. These chapters
describe the basic features of organizational culture and structure (chapter 12) and explain
how to develop appropriate organizational cultures and structures (chapter 13), align
systems that affect motivation (chapter 14), change the organization (chapter 15), and, as
needed or desired, create new organizations (chapter 16).

Teaching and Learning Resources

Organizational Behavior is supported by a comprehensive learning package to aid both
teaching and learning.
Companion Web Site The text’s Web Site at http://www.wiley.com/college/neubert
contains myriad tools and links to aid both teaching and learning, including nearly all of the
student and instructor resources discussed here.

xii preface
Instructor’s Manual The Instructor’s Manual, written by Andrea Smith-Hunter of Sienna
College, offers helpful teaching ideas. It offers chapter-by-chapter text highlights, learning
objectives, lecture outlines, lecture notes, and tips on using the OB Activities located at the
end of each chapter.
Test Bank This comprehensive Test Bank includes true/false, multiple-choice, and short-
essay questions that vary in degree of difficulty. All the questions are tagged to learning
objectives and difficulty. The Computerized Test Bank allows instructors to modify and add
questions to the master bank and to customize their exams.
Practice Quizzes This online study tool, with quizzes of varying levels of difficulty,
helps students evaluate their progress through each chapter. Since the Practice Quiz-
zes have been written by the Test Bank author, students can be prepared to see similar
questions on exams.
Pre- and Post-Lecture Quizzes Included in WileyPLUS, the Pre- and Post-Lecture
Quizzes focus on the key terms and concepts. They can be used as stand-alone quizzes or in
combination to evaluate students’ progress before and after lectures.
PowerPoint Presentation Slides This robust set of PowerPoint slides can be accessed
on the instructor portion of the Organizational Behavior website. Lecture notes accompany
each slide. An Image Gallery, containing jpg files for all of the figures in the text, is also pro-
vided for instructor convenience.
Lecture Launcher Videos Short video clips developed from CBS News source materi-
als provide an excellent starting point for lectures or for general class discussion. Teaching
Notes are available, with video summaries and quiz and discussion questions.

WileyPLUS
WileyPLUS is an innovative, research-based, online environment for effective teaching and
learning.
WileyPLUS builds students’ confidence because it takes the guesswork out of studying by
providing students with a clear roadmap: what to do, how to do it, check to see if it was
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CONFIDENCE: Research shows that students experience a great deal of anxiety over
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MOTIVATION: To increase and sustain motivation throughout the semester, WileyPLUS
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With WileyPLUS, our efficacy research shows that students improve their outcomes by
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preface xiii
 What do students receive with WileyPLUS?
• The complete digital textbook, saving students up to 60% off the cost of a printed text.
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xiv preface
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preface xv
acknowledgments
We want to acknowledge that this book was developed in a community of colleagues and
students. The book benefited from feedback provided by colleagues of countless chapter
reviews and by hundreds of students on earlier drafts of this textbook and our earlier
management textbook that uses a similar two-prong approach to stimulate critical thinking.
The text also was enriched by untold hallway talks, emails, discussions at conferences, and
conversation with friends and acquaintances. as a result, we want to acknowledge that
there are many people whose names could be mentioned here but are not. This includes
colleagues, family members, and friends whose on-going encouragement and support have
inspired and sustained us.
We also want to thank the editorial staff at Wiley for their belief in the promise of this
project and their commitment to bring it to fruition. We appreciate the foresight of lise
Johnson, our signing editor, in recognizing a need for this book in the marketplace of
ideas and championing it from beginning to end. We are thankful for the enthusiastic and
encouraging advice of leslie kraham during the creation and review of numerous drafts
and the patient and persistent guidance of Jennifer Manias through the final stages of
production. We also thank the many unseen hands that touched the book within the Wiley
family.
additionally, we are grateful to the following colleagues who gave constructive and
invaluable feedback at various stages of this book:

ManuSCript revieWerS Wayne hochwarter, Florida State University, Tallahassee

rikki abzug, Ramapo College
ivy allard, Presentation College
lori anderson, Radford University
forrest aven, University of Houston
Michael banutu-Gomez, Rowan University
lizabeth barclay, Oakland University
tejinder kaur billing, Rowan University
robert blanchard, Salem State University
carl blencke, University of Central Florida
kristen bohlander, Eckerd College
Michael boniface, California State University, Sacramento
Wendy brooke, University of Wisconsin, Platteville
deborah sue butler, Georgia State University
William carnes, Metropolitan State College of Denver
Matthew cook, Lambton College
aleta crawford, University of Mississippi
denis daniels, University of California, Davis
kristen detienne, Brigham Young University
kathy edwards, University of Texas at Austin
david eicher, Upper Iowa University, Hong Kong
Matthew eriksen, Providence College
lance frazier, Old Dominion University
nell hartley, Robert Morris University
carol harvey, Assumption College
diane holtzman, Stockton College
ryan Jacobson, University of New Mexico
ahmad karim, Indiana University-Purdue University, Fort Wayne
George kelley, Erie Community College, City Campus
Marlin killen, Drexel University
deborah knapp, Kent State University
laura little, University of Georgia
Jim Maddox, Friends University
brian Mcnatt, Boise State University
James Meurs, University of Mississippi
amy Mickel, California State University, Sacramento
atul Mitra, University of Northern Iowa
John Moran, Wagner College
steven M. norman, Colorado State University, Pueblo
Mark nygren, Brigham Young University, Idaho
Phaedon Papadopoulos, Houston Baptist University
stephen Pugh , Virginia Commonwealth University
Jude rathburn, University of Wisconsin, Milwaukee
Martha reavley, University of Windsor
bruce rich, University of Florida
laura t. riolli, Sacramento State University
Joel rudin, Rowan University
holly schroth, University of California, Berkeley
Gregory schultz, Carroll University

acknOwledgments xvii
 Rainer Seitz, Seattle Pacific University
Ping Shao, California State University, Sacramento
William Sharbrough, The Citadel
Andrea Smith-Hunter, Sienna College
William Anthony Sodeman, Hawaii Pacific Uiversity
Christy Suciu, Boise State University
Paul Sweeney, University of Dayton
James A. Tan, St. Cloud State University
John Tarjan, California State University, Bakersfield
Christopher Thomas, University of Mississippi
Phyllis Webster, Metropolitan State University
Tom Zagenczyk, Clemson University
Fo c us Group Partic ipants
Lori Abrams, University of Minnesota, Twin Cities
Carl Blencke, University of Central Florida
Matthew Cook, Lambton College
Christine Day, Eastern Michigan University
Susan Dustin, Southern Illinois University
Kathy Edwards, University of Texas at Austin
Nell Hartley, Robert Morris University
Elaine Hollensbe, University of Cincinnati
Diane Holtzman, Stockton College
Clark Kincaid, University of Nevada, Las Vegas
Raymond Lee, University of Manitoba
Kim Lukaszewski, SUNY New Paltz
Jim Maddox, Friends University
Jennifer Mencl, University of Minnesota, Duluth
John Moran, Wagner College
Eric Nelson, University of Central Missouri
Floyd Ormsbee, Clarkson University
Patrick Sherlock, Nashville State Community College
Mark Skowronski, Ramapo College of New Jersey
Wayne Smith, California State University, Northridge
Andrea Smith-Hunter, Sienna College
John Tarjan, California State University, Bakersfield
Phyllis Webster, Metropolitan State University
Tom Zagenczyk, Clemson University
Survey R es pondent s
Lori Abrams, University of Minnesota, Twin Cities
Rikki Abzug, Ramapo College
Margarita Almeda, Georgia State University
Verl Anderson, Dixie State College
Neil Ashworth, University of Richmond
Lawrence Audler, Our Lady of Holy Cross College
Bob Barbato, Rochester Institute of Technology
Stephan Belding, University of Phoenix
Robert Blanchard, Salem State University
Wendy Brooke, University of Wisconsin, Platteville
Thomas Chaffee, Oakland University
Violet Christopher, Antelope Valley College
Denise Daniels, Seattle Pacific University
Christine Day, College of Business
Jennifer Dose, Messiah College
Steven Edelson, Walsh University
xviii acknowledgments
Richard Erow, Purdue University, North Central
Laura Erskine, Illinois State University
Marguerite Faulk, Shorter University
Robert Frieden, Cleveland State University
Diane Furtek, American International College
Janice Gates, Western Illinois University
Ronald Godwin, Wilmington University
Aimee Gourlay, Hamline University
Robert Gulbro, Florida Institute of Technology
Beryl Harman, Webster University, Bolling
Monika Hudson, University of San Francisco
Samira Hussein, Johnson County Community College
Ghadir Ishqaidef, University of Kansas
Jean Gabriel Jolivet, Edgewood College
Rick Jonsen, Eastern University
Ryan Klinger, Old Dominion University
Michael Landry, Loyola University, New Orleans
John LeBlanc, Cedarville University
Paul Lottino, Nichols College
Mary Sue Love, Southern Illinois University, Edwardsville
Kim Lukaszewski, SUNY New Paltz
Jim Maddox, Friends University
Jean Marrapodi, New England College of Business
Leonard McKendrick, Loyola Univesity, Chicago
Mark Meckler, University of Portland
William Mellan, Florida Southern College
John Moran, Wagner College
Byron Lynn Morgan, Texas State University, San Marcos
Kathy Nielsen, Northwestern University
Peter Nowak, Boston University
Michael Nugent, Stony Brook University
Floyd Ormsbee, Clarkson University
Phaedon Papadopoulos, Houston Baptist University
Lisa Plantamura, Centenary College
Murray James Pyle, Marywood University
Gregory Quinet, Southern Polytechnic State University
Tim Rowe, SUNY Fredonia
Patty Saliba, Belhaven University
Barbara Seifert, Florida Institute of Technology
Henry Sinopoli, Waynesburg University
Wayne Smith, California State University, Northridge
Mike Smith, Roanoke College
John Stark, California State University, Bakersfield
Stephen Stelzner, College of St. Benedict
Peter Tamulis, Nichols College
Amy Taylor-Bianco, Ohio Unversity
Cynthia Thompson, Baruch College
Nicholas Twigg, Coastal Carolina University
Susan Verhulst, Des Moines Area Community College
Maria Vitale, Brandman University
Phyllis Webster, Metropolitan State University
J. Lee Whittington, University of Dallas
Mara Winick, University of Redlands
Patricia Worsham, California State Polytechnic University,
Pomona
Steven Zitnick, Augsburg College
Me ss a g e Te s tin g
Lizabeth Barclay, Oakland University
Robert Blanchard, Salem State University
Melvin Blumberg, Pennsylvania State University, Harrisburg
Susan Blumen, Montgomery College
Deborah Butler, Georgia State University
John Capela, St. Joseph’s College
Tom Chilcote, Messiah College
Vincent Daviero, Pasco-Hernando Community College
Christine Day, Eastern Michigan University
Susan Dustin, Southern Illinois University
Mary Ann Edwards, College of Mount St. Joseph
Dr. David Eicher, Upper Iowa University
Blake Frank, University of Dallas
Ray Gibney, Pennsylvania State University, Harrisburg
Irwin Gray, New York Institute of Technology
Samira Hussein, Johnson County Community College
Steve Jessup, Embry-Riddle Aeronautical University
Jean Gabriel Jolivet, Edgewood College
George Kelley, Erie Community College, City Campus
Loren Kuzuhara, University of Wisconsin, Madison
Mary Sue Love, Southern Illinois University, Edwardsville
Kim Lukaszewski, SUNY New Paltz
Jean Marrapodi, New England College of Business
Laura Martin, Midwestern State University
Suzanne Masterson, University of Cincinnati
Dianna McFarland, Texas Christian University
Leonard McKendrick, Loyola University, Chicago
Steven Meisel, La Salle University
Connie Nichols, Odessa College
Tracy Porter, Cleveland State University
Denise Potosky, Pennsylvania State University
Jim Salvucci, Curry College
John Sawyer, University of Delaware
Jaye Smith, Pepperdine University
Andrea Smith-Hunter, Siena College
William Sodeman, Hawaii Pacific University
Barb Stuart, University of Denver
Paul Sweeney, University of Dayton
James Tan, St. Cloud State University
Marguerite Teubner, Nassau Community College
Maria Vitale, Brandman University
Kathleen Watson, California State University, San Marcos
Barbara Wech, The University of Alabama, Birmingham
Hsinrong Wei, Bronx Community College
J. Lee Whittington, University of Dallas
O rg anizational B ehavior A dvi sory B oard
Forrest Aven, University of Houston, Downtown
Prasad Balkundi, University of Buffalo
Linda D. Barrenchea, University of Nevada, Reno
Richard Blackburn, University of North Carolina
Deborah Butler, Georgia State University
Elizabeth Christo-Baker, Purdue University, North Central
Beth Chung, San Diego State University
Robert DelCampo, University of New Mexico
Matthew Eriksen, Providence College
Judson Faurer, Metropolitan State College, Denver
Peter Hom, Arizona State University
Patricia Laidler, Massasoit Community College
Janet Marler, SUNY Albany
James C. McElroy, Iowa State University
Amy Mickel, California State University, Sacramento
Steven Douglas Pugh, Virginia Commonwealth University
Jude A. Rathburn, University of Wisconsin, Milwaukee
Randy Sleeth, Virginia Commonwealth University
Jody Tolan, University of Southern California
Nicole Welch, American River College
acknowledgments xix
brief contents
Preface ix

chAPter 1 Putting People First 2

chAPter 2 Exploring the Landscape of OB 20

chAPter 3 Understanding Individual Attributes 44

chAPter 4 Considering Individual States 66

chAPter 5 Motivating Individuals 90

chAPter 6 Making Decisions 114

chAPter 7 Leading Self 138

chAPter 8 Understanding Relationships 162

chAPter 9 Leading Others 188

chAPter 10 Leading Groups and Teams 216

chAPter 11 Communicating with Purpose 242

chAPter 12 Understanding Organizational Culture and Structure 264

chAPter 13 Developing Organizational Culture and Structures 290

chAPter 14 Motivating with Systems 316

chAPter 15 Leading Organizational Change 344

chAPter 16 Creating Organizations 370

glossary A-1
endnotes A-11
Name index A-59
organization index A-65
subject index A-71

BrIef cOntents xxi

contents
Preface ix The Beliefs Era (1970 to 1990) 26
The Sustainability Era (1990 to present) 27
chAPter 1 Putting People First 2 OB as a Science 28
oPeNiNg cAse: Built to Serve 4 ■■OB in Action: Hungry for Evidence 29
Why Study Organizational Behavior? 5 Stakeholder Relationships 30
What Is Effective Organizational Behavior: ■■OB in Action: Communities of Stakeholders 32
Two Approaches 6 Global Environment 34
■■My OB: Does Money Buy Happiness? 7
closiNg cAse: The Bittersweet Story of Chocolate 38
Description of Two Approaches 7
summary 39
■■My OB: The Bottom Line(s) about
Effectiveness 8 key terms 39

Implications of Two Approaches 9 Questions for reflection and Discussion 39

■■OB in Action: The Importance of Critical Thinking 10 ob Activities 40

self-Assessment exercise: What Are your views on the Natural
Organizational Behavior and Management 10 environment? 40
■■OB in Action: Moonshots for Management 2.0 11 ethics scenario 40
Planning 11 Discussion starter: cultural comparisons 41
Organizing 12 Discussion starter: A case of unusual collaboration 41
Leading 12 Application Journal 41
Controlling 12
What You Will Explore in This Book 12 chAPter 3 Understanding Individual
closiNg cAse: The Forest and the Trees Attributes 44
at Timberland 14 oPeNiNg cAse: Understanding Ursula Burns 46
summary 15
Diversity and Surface Characteristics 47
key terms 15
■■My OB: Do Generational Differences Make a
Questions for reflection and Discussion 15 Difference? 49
ob Activities 15 Abilities and Personality 50
self-Assessment exercise: Are you ready for this Adventure in Abilities 50
learning? 15
Personality 50
self-Assessment exercise: What is your view of effective
leadership? 16 ■■OB in Action: Wondering about the Wonderlic 51
ethics scenario 17 Core Self-Evaluations 53
Discussion starter: is it the People or the Place? 17 ■■My OB: Humility or Hard Work? 54
Application Journal 17
Beliefs and Values 55
Beliefs 55
chAPter 2 Exploring the Landscape Values 56
of OB 20 ■■OB in Action: Values as the Basis for Political Opinions
oPeNiNg cAse: Seeds of Community 22 and Action 58
closiNg cAse: Life in the Fast Lane—Elon Musk 59
A Brief History of OB 23
The Scientific Management Era (1910 to 1930) 24 summary 60
The Human Relations Era (1930–1950) 25 key terms 60
The Systems Era (1950 to 1970) 25 Questions for reflection and Discussion 60

cOntents xxiii
 OB Activities 61 ■■My OB: Is Your Motivation Intrinsic
Self- Assessment Exercise: What is Your Myers–Briggs Type? 61 or Extrinsic? 103
Self-Assessment Exercise: What Are Your Values? 62 Desire for Fairness 104
Ethics Scenario 63
Discussion Starter: Personalities on YouTube.com 63
Desire for Affiliation 106
Application Journal 63 Desire for Power 107
Closing Case: Memoirs of a
CHAPTER 4 Considering Individual Motivational Monk 108
States 66 Summary 109
Opening Case: Jack Dorsey: Billionaire Bad Boy Key Terms 109
or Bad Boss? 68 Questions for Reflection and Discussion 109
Ethics 69 OB Activities 110
Individual Characteristics Affecting Ethical Behavior 70 Self- Assessment Exercise: What Is Your Approach
Organizational Characteristics Affecting Ethical Behavior 72 to Motivation? 110
■■OB in Action: Business Ethics and Personal Standards Ethics Scenario 110
of Honesty 74 Discussion Starter: SMART2 Goals Activity 111
Attitudes and Commitments 75 Discussion Starter: Desire for Achievement Activity 111
Attitudes 75 Application Journal 111
■■My OB: What Makes a Job Satisfying? 76
Commitments 77 CHAPTER 6 Making Decisions 114
Perceptions 77 Opening Case: Recalling a Classic Example of Decision
■■OB in Action: Deceptive First Impressions 80
Making 116

Emotions 81 Step 1: Identify the Need for a Decision 117

■■My OB: Neuroscience and Decision Making 118
■■My OB: When Managing Emotions Matters 82
Step 2: Develop Alternative Responses 119
Closing Case: The Power of the Powerless 83
Step 3: Choose the Appropriate
Summary 84
Alternative 121
Key Terms 84
Goal Consensus 121
Questions for Reflection and Discussion 84 Available Knowledge 122
OB Activities 85 ■■My OB: Networks That Promote Sustainable OB
Self-Assessment Exercise: What is your Emotional Decision Making 125
Intelligence? 85 ■■OB in Action: How Do Managers Actually Make Ethical
Self-Assessment Exercise: How Do You Act When No One Is Decisions? 126
Looking? 86
Ethics Scenario 86 Step 4: Implement the Choice 127
Discussion Starter: YouTubing Ethical Challenges 86 ■■OB in Action: Culture and the Decision-Making
Discussion Starter: Reflections from a U.S. Woman Working Process 129
in a Filipino Garment Factory 87 Closing Case: How Decisions Can Lead to a
Application Journal 87 $7 Billion Loss 131
CHAPTER 5 Motivating Individuals 90 Summary 132
Key Terms 132
Opening Case: Brewing Motivation at Starbucks 92
Questions for Reflection and Discussion 132
■■My OB: How Are You Motivated? 93
OB ACTIVITIES 133
Innate Needs 94 Self-Assessment Exercise: How Courageous Are You
Desire for Achievement 97 in Decisions? 133
Goal-Setting Theory 97 Self-Assessment Exercise: What Is Your Cognitive Style in Making
■■OB in Action: Olympic-Sized Aspirations 98
Decisions? 133
Ethics Scenario 134
■■OB in Action: Changing Vice to Virtuous Goals 101
Expectancy Theory 101 Discussion Starter: Ethics, Profits, and People 134

xxiv contents
 Discussion Starter: Factors That Influence the Quality of Decision ■■My OB: How Skilled Are You at Understanding
Making 135 Others? 178
Application Journal 135 Conflict Styles 179
Closing Case: Transformational Relationships at Tata 181
CHAPTER 7 Leading Self 138
Summary 182
Opening Case: Following a Different Voice 140 Key Terms 182
Knowing Self 142 Questions for Reflection and Discussion 182
■■My OB: Ugly Duckling or the Real You? 144 OB Activities 183
■■OB in Action: Self-Regulation Self-Assessment Exercise: How Do You React to People Who Act
in the CEO Suite 146 or Think Differently? 183
Living Intentionally 146 Self-Assessment Exercise: What Is Your Style in Dealing
with Conflict? 183
Managing Stress and Roles 149 Ethics Scenario 184
Workplace Stress 149 Discussion Starter: Trust Bank Activity 185
Role Conflict 149 Discussion Starter: Norton Manufacturing 185
■■OB in Action: Be a Leader and Be Stressed? 150 Application Journal 185
Dealing with Stress 151
■■OB in Action: Give Me a Break 152 CHAPTER 9 Leading Others 188
Acting Creatively 153 Opening Case: The Power of Joy at Work: “Bakke Ball”
The Creative Process 153 at AES 190
Characteristics of Creative Individuals 154
Leadership Traits 192
Improving Creativity in Organizations 154
■■OB in Action: Rock Star Businessman 192
Closing Case: A Pioneer in Leading Self 156
■■MY OB: All for One or One for All? 193
Summary 157
Leadership Behavior 195
Key Terms 157 Dimensions of Leadership Behavior 195
Questions for Reflection and Discussion 157 The Leadership Grid 196
OB Activities 157 ■■MY OB: Gender and Leadership—Does One Size
Self-Assessment Exercise: What Are Your Self-Leadership Fit All? 196
Behaviors? 157 Servant Leadership 198
Ethics Scenario 158
Discussion Starter: Debate: To Be or Not to Be
Contingency Theories 199
Responsible 159 Fiedler’s Contingency Theory 199
Discussion Starter: Authentic Leadership 159 House’s Path–Goal Theory 200
Application Journal 159 Leader-Member Exchange 201
Integrative Models 201
CHAPTER 8 Understanding Situational Leadership Models 201
Relationships 162 Integrated Conventional Leadership Model 203
Integrated Sustainable Leadership Model 204
Opening Case: Bernie Madoff Made Off
■■OB in Action: “Krafting” a New Culture of Empowerment
with Billions 164
and Entrepreneurial Spirit 207
Politics and Self-Interest 165
Closing Case: Sustainable Leadership at Work
■■My OB: Politics at Your University? 166
in the Philippines 209
Trust 167 Summary 210
■■OB in Action: Keeping a Lid on Layoffs 169
Key Terms 210
■■My OB: Fair or Foul 172 Questions for Reflection and Discussion 210
Fairness 172 OB Activities 211
Negotiation 174 Self-Assessment Exercise: What Type of Leader Are You? 211
Influence Tactics 174 Ethics Scenario 212
Approaches to Negotiation 175 Discussion Starter: Debate—Are Leaders Born or Made? 212

contents xxv
 Discussion Starter: What Are the Characteristics of an
Outstanding Leader? 212
Application Journal 213
CHAPTER 10 Leading Groups and Teams 216
Opening Case: Teamwork at Gore 218
Groups and Teams 219
Forming 222
■■MY OB: What Makes an Effective Student Team? 224
Storming 225
■■OB in Action: Groupthink 228
Norming 228
■■My OB: Stimulating Information Sharing 230
Performing 232
■■OB in Action: Frontline Management Teams 234
Closing Case: LEGO Mindstorms 235
Summary 236
Key Terms 236
Questions for Reflection and Discussion 236
OB Activities 237
Self-Assessment Exercise: How Do You Lead Teams? 237
Ethics Scenario 238
Discussion Starter: Wilderness Survival 238
Discussion Starter: Avoiding Team Dysfunctions 239
Application Journal 239
CHAPTER 11 Communicating with
Purpose 242
Opening Case: Message in a Bottle 244
Step 1: Identify Your Message 246
Step 2: Encode and Transmit the Message 248
Identify and Overcome Communication Barriers 248
■■OB in Action: Your Seat at the Table Sends a
Message 249
■■My OB: Communicating across Cultures 250
Choose Communication Media and Channels 250
■■My OB: Impersonally Delivering
What Is Personal 251
■■My OB: Trouble for Organizations When Members
Text and Tweet? 253
Step 3: Receive and Decode the Message 254
Step 4: Confirm the Message with Feedback 256
Closing Case: Lesson in of Teaching Abroad 258
Summary 259
Key Terms 259
Questions for Reflection and Discussion 259
xxvi contents
OB ACTIVITIES 260
Self-Assessment Exercise: Where Are You along the
Conventional–Sustainable Continuum? 260
Ethics Scenario 260
Discussion Starter: Communicating Your Interests and Active
Listening 261
Discussion Starter: The Empty Seat 261
Application Journal 261
CHAPTER 12 Understanding Organizational
Culture and Structure 264
Opening Case: The Fundamentals of Organizing
at Semco 266
Basic Assumptions of Organizational Culture 268
■■My OB: What Is the Culture of Your Class? 269
Key Values That Shape Organizational
Culture 269
The Competing Values Framework 269
■■OB in Action: The Zappos Way 270
Artifacts of Organizational Culture 271
Fundamentals of Organizational Structure 272
■■OB in Action: Will a Spoonful of Efficiency Change
the Culture of Starbucks? 275
■■My OB: What Brand of Shoes Are You Wearing? 283
CLOSING CASE: New Ways of Organizing for
New Needs 284
Summary 285
Key Terms 285
Questions for Reflection and Discussion 285
OB Activities 286
Self-Assessment Exercise: Where Are You along the
Conventional–Sustainable Continuum? 286
Ethics Scenario 286
Discussion Starter: Organizational Assessment 287
Discussion Starter: Chief Sustainability Officers 287
Application Journal 287
CHAPTER 13 Developing Organizational
Culture and Structures 290
OPENING CASE: Managing a Smile Factory 292
Creating an Organizational Culture 293
■■OB in Action: From Father to Son and Back 295
Prioritizing a Form of Organizational Culture 296
Clan Organizational Culture 296
Hierarchy Organizational Culture 297
Adhocracy Organizational Culture 297
Market Organizational Culture 298
■■MY OB: Culture at Your Workplace 298 Closing Case: People, the Planet, and Profits at Herman
Aligning Organizational Culture with Structure, Miller 336
Technology, and Strategy 299 Summary 337
Organizational Structure 300 Key Terms 337
■■OB in Action: Organizational Structure in the Global Questions for Reflection and Discussion 338
Marketplace 302 OB Activities 338
Technology 302 Self-Assessment Exercise: Diagnosing
Strategy 303 Your Job 338
■■OB in Action: Mission-Driven Self-Assessment Exercise: Personal Career
Organizations 304 SWOT Analysis 340
Combining the Pieces to Make Four Organizational Ethics Scenario 340
Types 305 Discussion Starter: Interview a Business Owner
or Manager 341
The Simple Type 306
Discussion Starter: Advertising a Mission 341
The Defender Type 306
Application Journal 341
■■OB in Action: Culture at Lincoln Electric Has
Far-Reaching Benefits 307
The Prospector Type 307 CHAPTER 15 Leading Organizational
The Analyzer Type 308 Change 344
Closing Case: About Face at Interface 309 OPENING CASE: Whole-Scale Change 346
Summary 310 ■■OB in Action: Changing the Conversation 348
Key Terms 310 Step 1: Recognize Need 349
Questions for Reflection and Discussion 311 Step 2: Unfreeze 351
OB Activities 311 ■■OB in Action: Diverging Thoughts
Self-Assessment Exercise: Where Are You along the at Harvard 351
Conventional–Sustainable Continuum? 311
■■OB in Action: Managing the Morning after the
Ethics Scenario 312
Merger 354
Discussion Starter: Introducing Sustainable Culture and
Structures in the Classroom 312 Step 3: Change 355
Discussion Starter: Design for a Soup Kitchen 312 ■■My OB: How Does Change Make
Application Journal 313 You Feel? 356
Members’ Confidence in Organizational Leaders 356
Chapter 14 Motivating with Systems 316 Members’ Confidence in Their Own Ability 358
Members’ Attitudes toward the Change 358
Opening Case: High-Tech Loyalty at SAS Institute 318
■■OB in Action: TOMS Walks the Talk 359
Job Design 319
Step 4: Refreeze 360
■■My OB: Was your Big Mac a Big Mistake? 322
CLOSING CASE: Change in the News 362
Performance Management 322
Summary 363
■■OB in Action: Where Is the Motivation? 324
Performance Appraisal 324 Key Terms 363

■■My OB: Is Rank-and-Yank an Effective Motivational Questions for Reflection and Discussion 363
Method? 327 OB Activities 364
Compensation 327 Self-Assessment Exercise: How Do You Cope
with Change? 364
Training and Development 329
Self-Assessment Exercise: Where Are You along the
Training 329
Conventional–Sustainable Continuum? 365
Career Development 330
Ethics Scenario 365
■■OB in Action: Whataburger, Whataorganization 331 Discussion Starter: Balls of Fun 366
Mission and Vision 332 Discussion Starter: Engineering Change in Bangladesh 366
■■OB in Action: BancVue against the World 334 Application Journal 367

contents xxvii
 CHAPTER 16 Creating Organizations 370 Summary 388
Key Terms 388
Opening Case: One Person’s Trash is Another Person’s
Treasure 372 Questions for Reflection and Discussion 388

Identify Opportunity 375 OB ACTIVITIES 389

Self-Assessment Exercise: What Kind of Entrepreneur Might
Take Initiative 376 You Be? 389
■■My OB: When a Hobby Becomes Ethics Scenario 389
a New Venture 378 Discussion Starter: Intrapreneurship in Academia 390
■■OB in Action: From Failure Discussion Starter: U2 Can Be a Social Entrepreneur 390
to Fame 380 Application Journal 390

Develop Plans 380 Glossary A-1

■■OB in Action: Brownies That Are
Just Better 382 Endnotes A-11
Mobilize Resources 384 Name Index A-59
■■OB in Action: Are the Waters Safe for
Entrepreneurs? 385
Organization Index A-65
Closing Case: Googling Google 387 Subject Index A-71

xxviii contents
 Organizational
Behavior

CONVENTIONAL
SUSTAINABLE
APPROACHES

c01.indd 1 11/7/2013 12:47:10 PM

One
Putting People
First
B efore you embark on any long journey, it is always a
good idea to have a guide to see where you’re headed
and to help to remember where you’ve been. Each chapter
in this book begins with a Chapter Navigator designed
to help you anticipate where the chapter is heading, to
provide a quick reference point throughout the chapter
in case you need to get your bearings, and to offer an
overarching look at how from two perspectives introduced
in this chapter (conventional and sustainable) the content
can look different. We sincerely hope that you will enjoy
your journey learning about organizational behavior and
how it applies to your present and future experiences in
organizations!

iStock

2 CHAPTER ONE Putting People First

c01.indd 2 11/7/2013 12:47:12 PM

 Conventional OB
C H A PTER NAVIGATOR Shared
Sustainable OB

Conventional OB Shared Sustainable OB

WHY STUDY ORGANIZATIONAL BEHAVIOR (OB)

Enhance your self-awareness and capacity for self-improvement;

Enable you to understand, interact with, and influence others;

Equip you to serve in managerial roles in organizations

WHAT IS EFFECTIVE OB: TWO APPROACHES

Value material or financial well- Value multiple forms of well-being

being and the interests of a (financial, social, ecological,
narrow range of stakeholders spiritual) and the interests of a
(e.g., especially owners); broad range of stakeholders;

Focus on performance, Focus on performance, commitment,

commitment, personal interests, community interests, creativity, and
predictability, and short-term profits long-term consequences

OB AND MANAGEMENT

Plan by identifying organizational Plan by exercising practical

resources and goals; wisdom;

Organize by designing systems and Organize by demonstrating courage

structures to meet goals; and experimentation;

Lead by influencing others to meet Lead by encouraging self-control

goals; and treating members with dignity;

Control by ensuring that members’ Control by promoting justice and

actions are consistent with ensuring actions are consistent
organizational goals with organizational values

WHAT YOU WILL EXPLORE IN THIS BOOK

Explore conventional ideas, Explore sustainable ideas, research,

research, and examples and examples

c01.indd 3 11/7/2013 12:47:12 PM

 O P E N ING CASE

built to serve1
Courtesy United Supermarkets, LLC

O
rganizations exist to accomplish goals, but sometimes during his time as CEO Sanders began each Tuesday with a
the pursuit of those goals becomes drudgery for the conference call involving all store managers. The main objec-
people who make up the organization. In those cases, tive is to listen, not provide directives. By cutting through the
it is helpful to do things that remind people there’s long, formal channels of communication and avoiding imper-
more to a job than having a narrow focus on the sonal email updates, Sanders could hear the
bottom-line. This is what happened one day at the purpose or inflections in voices and learn a great deal from
United Supermarkets, when a distraught cus-
tomer approached a representative in the store
supreme goal of the informal stories of frustrations and joys. It
may be basic—people talking to people about
to complain about a spoiled ham. She said business is to serve serving people—but it is essential to the United
her husband had picked up this ham earlier in and enrich the lives spirit, which is evident in the enthusiasm and
the day for an important dinner that evening. commitment to service among its 10,000 team
A closer look at the ham indicated that it was of others, not to focus members. The United mission sums up this
purchased from a different store. But instead of on the numbers philosophy—“Ultimate Service. Superior Per-
redirecting the customer and her anger to another formance. Positive Impact.”
retailer, an assistant manager simply invited her to pick out another Of course, all organizations are unique, but they can learn from
ham at no cost to her. When Dan Sanders, the CEO of United at the one another, perhaps especially when people from one organiza-
time, heard about the decision of the assistant manager to cheer- tion start to work in another. For example, after his term at United
fully provide a free ham, he commended the decision. and two years as president of Acme markets, Dan Sanders became
United Supermarkets has a people-centered organizational president of grocer Albertsons in Southern California. Shaped by
culture. The secret is to use common sense, even if it is not that his past experiences, he brought a belief to his new role that the
common in practice in many organizations. For example, people business model that focuses on maximizing profit is broken, and
like to be acknowledged for their work and given the support that the purpose or supreme goal of business is to serve and enrich
to do their job well. At United this support takes the form of the lives of others, not to focus on the numbers. Take care of team
encouraging “team members”—which is what United employees members (employees), they will take care of your guests (custom-
are called—to do the right thing for their customers, even if it is ers), and the numbers will take care of themselves. Sanders asserts
costly. It also means that managers communicate appreciation in that organizations should stop focusing on return on investment and
creative ways, like renting out a vacation cabin for team members start focusing on their return on humanity.
and their families, hiring a professional photographer to take and This approach doesn’t guarantee that in tough economic times
frame personal photos, distributing tickets to local entertainment leaders can avoid difficult decisions. In attempting a turnaround
events, or having a team member fitted for his first dress suit. of Albertson’s, Sanders laid off approximately 13 percent of its
More often it means treating co-workers and customers with dig- employees across 247 stores. Sander’s decision caused some to
nity, saying “thank you” when people are helpful, and listening to wonder if he had reordered his priorities, or whether the layoffs
everyone in the organization. were necessary to protect the remaining employees’ jobs by pre-
An example of the latter was evident during a store rede- venting store closings. The decision surely was a difficult one given
sign. Team members were asked to provide input in the ini- the consequences for employees. This case illustrates the com-
tial design and then invited to participate in walking through plexities of understanding organizational behavior. The behavior
a mock-up to offer further suggestions before the proposal was and responses of members of organizations are influenced by their
put into action. This emphasis on listening is also evident in own individual characteristics, their interpersonal relationships
higher levels of the hierarchy. For example, believing that the with others, their organization’s culture and structures, and the
best ideas originate with those closest to the daily interactions, environment in which the organization operates.

4 CHAPTER ONE Putting People First

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 Why Study Organizational Behavior?
WHY OB TWO APPROACHES OB & MGMT WHAT IS EXPLORED
Organizations are essential and dominant influences on life in our modern world. They are
the principal means by which we achieve goals beyond the capability of individuals act-
ing alone.2 More formally, organizations are “social structures created by individuals to
support the collaborative pursuit of specific goals.”3 Commodity wholesalers and grocery
stores gather and distribute food, schools and universities educate and socialize children
and adults, factories manufacture goods, hospitality and consulting businesses offer ser-
vices, government agencies and hospitals dispense assistance, coffee houses and Internet Organizations are “social
bookstores sell products, and social networking and dating sites connect people. Yet, despite structures created by individuals
to support the collaborative
the fact that some organizations (such as corporations) are given legal status as persons, pursuit of specific goals.”
organizations do not exist, operate, or influence society without people. It is more accurate
to say that people acting collectively can accomplish a great deal.
Organizational behavior (OB) is the discipline that sets out to explain human behavior Organizational behavior (OB)
in organizations by examining the behavior of individuals, groups, or all the members of refers to explaining human
behavior in organizations, which
an organization as a whole. This examination relies on the science of identifying cause and includes examining the behavior
effect relationships, making explicit the factors influencing decisions and behavior, and tak- of individuals, groups, or all the
ing into account the specifics of various situations.4 It also calls upon developing theory that members of an organization as
a whole.
takes into account empirical research and that helps to set the agenda for future research.
Together, OB theory and science explain what influences individual and collective behavior,
when these influences operate and have their greatest impact, and how people’s behavior
shapes the internal and external organizational environment. Simply put, the focus of this
book is on understanding people and their essential role in enabling organizations to serve
society.
It is impossible to escape, avoid, or eliminate the influence of organizations. Given that
organizations are part of our everyday life, every person reading this book either has expe-
rienced or will experience many of the principles and situations we will explore. You can
thus expect to benefit from understanding and applying the concepts discussed in this
book in your daily life. More specifically, there are at least three reasons to keep reading
(see Figure 1.1).

FIGURE 1.1 Three Reasons to Study OB

STUDYING OB

Enhances your self- Enables you to understand,

awareness and capacity for interact with, and influence
self-improvement others

Equips you to serve

in managerial roles
in organizations

Why study organizational behavior? 5

c01.indd 5 11/7/2013 12:47:15 PM

Another random document with
no related content on Scribd:
 DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI

Newala, too, suffers from the distance of its water-supply—at least

the Newala of to-day does; there was once another Newala in a lovely
valley at the foot of the plateau. I visited it and found scarcely a trace
of houses, only a Christian cemetery, with the graves of several
missionaries and their converts, remaining as a monument of its
former glories. But the surroundings are wonderfully beautiful. A
thick grove of splendid mango-trees closes in the weather-worn
crosses and headstones; behind them, combining the useful and the
agreeable, is a whole plantation of lemon-trees covered with ripe
fruit; not the small African kind, but a much larger and also juicier
imported variety, which drops into the hands of the passing traveller,
without calling for any exertion on his part. Old Newala is now under
the jurisdiction of the native pastor, Daudi, at Chingulungulu, who,
as I am on very friendly terms with him, allows me, as a matter of
course, the use of this lemon-grove during my stay at Newala.
 FEET MUTILATED BY THE RAVAGES OF THE “JIGGER”
(Sarcopsylla penetrans)

The water-supply of New Newala is in the bottom of the valley,

some 1,600 feet lower down. The way is not only long and fatiguing,
but the water, when we get it, is thoroughly bad. We are suffering not
only from this, but from the fact that the arrangements at Newala are
nothing short of luxurious. We have a separate kitchen—a hut built
against the boma palisade on the right of the baraza, the interior of
which is not visible from our usual position. Our two cooks were not
long in finding this out, and they consequently do—or rather neglect
to do—what they please. In any case they do not seem to be very
particular about the boiling of our drinking-water—at least I can
attribute to no other cause certain attacks of a dysenteric nature,
from which both Knudsen and I have suffered for some time. If a
man like Omari has to be left unwatched for a moment, he is capable
of anything. Besides this complaint, we are inconvenienced by the
state of our nails, which have become as hard as glass, and crack on
the slightest provocation, and I have the additional infliction of
pimples all over me. As if all this were not enough, we have also, for
the last week been waging war against the jigger, who has found his
Eldorado in the hot sand of the Makonde plateau. Our men are seen
all day long—whenever their chronic colds and the dysentery likewise
raging among them permit—occupied in removing this scourge of
Africa from their feet and trying to prevent the disastrous
consequences of its presence. It is quite common to see natives of
this place with one or two toes missing; many have lost all their toes,
or even the whole front part of the foot, so that a well-formed leg
ends in a shapeless stump. These ravages are caused by the female of
Sarcopsylla penetrans, which bores its way under the skin and there
develops an egg-sac the size of a pea. In all books on the subject, it is
stated that one’s attention is called to the presence of this parasite by
an intolerable itching. This agrees very well with my experience, so
far as the softer parts of the sole, the spaces between and under the
toes, and the side of the foot are concerned, but if the creature
penetrates through the harder parts of the heel or ball of the foot, it
may escape even the most careful search till it has reached maturity.
Then there is no time to be lost, if the horrible ulceration, of which
we see cases by the dozen every day, is to be prevented. It is much
easier, by the way, to discover the insect on the white skin of a
European than on that of a native, on which the dark speck scarcely
shows. The four or five jiggers which, in spite of the fact that I
constantly wore high laced boots, chose my feet to settle in, were
taken out for me by the all-accomplished Knudsen, after which I
thought it advisable to wash out the cavities with corrosive
sublimate. The natives have a different sort of disinfectant—they fill
the hole with scraped roots. In a tiny Makua village on the slope of
the plateau south of Newala, we saw an old woman who had filled all
the spaces under her toe-nails with powdered roots by way of
prophylactic treatment. What will be the result, if any, who can say?
The rest of the many trifling ills which trouble our existence are
really more comic than serious. In the absence of anything else to
smoke, Knudsen and I at last opened a box of cigars procured from
the Indian store-keeper at Lindi, and tried them, with the most
distressing results. Whether they contain opium or some other
narcotic, neither of us can say, but after the tenth puff we were both
“off,” three-quarters stupefied and unspeakably wretched. Slowly we
recovered—and what happened next? Half-an-hour later we were
once more smoking these poisonous concoctions—so insatiable is the
craving for tobacco in the tropics.
Even my present attacks of fever scarcely deserve to be taken
seriously. I have had no less than three here at Newala, all of which
have run their course in an incredibly short time. In the early
afternoon, I am busy with my old natives, asking questions and
making notes. The strong midday coffee has stimulated my spirits to
an extraordinary degree, the brain is active and vigorous, and work
progresses rapidly, while a pleasant warmth pervades the whole
body. Suddenly this gives place to a violent chill, forcing me to put on
my overcoat, though it is only half-past three and the afternoon sun
is at its hottest. Now the brain no longer works with such acuteness
and logical precision; more especially does it fail me in trying to
establish the syntax of the difficult Makua language on which I have
ventured, as if I had not enough to do without it. Under the
circumstances it seems advisable to take my temperature, and I do
so, to save trouble, without leaving my seat, and while going on with
my work. On examination, I find it to be 101·48°. My tutors are
abruptly dismissed and my bed set up in the baraza; a few minutes
later I am in it and treating myself internally with hot water and
lemon-juice.
Three hours later, the thermometer marks nearly 104°, and I make
them carry me back into the tent, bed and all, as I am now perspiring
heavily, and exposure to the cold wind just beginning to blow might
mean a fatal chill. I lie still for a little while, and then find, to my
great relief, that the temperature is not rising, but rather falling. This
is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment,
that it has fallen below 98·6°, and I feel perfectly well. I read for an
hour or two, and could very well enjoy a smoke, if I had the
wherewithal—Indian cigars being out of the question.
Having no medical training, I am at a loss to account for this state
of things. It is impossible that these transitory attacks of high fever
should be malarial; it seems more probable that they are due to a
kind of sunstroke. On consulting my note-book, I become more and
more inclined to think this is the case, for these attacks regularly
follow extreme fatigue and long exposure to strong sunshine. They at
least have the advantage of being only short interruptions to my
work, as on the following morning I am always quite fresh and fit.
My treasure of a cook is suffering from an enormous hydrocele which
makes it difficult for him to get up, and Moritz is obliged to keep in
the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy
from somewhere in the bush, knows still less of cooking than Omari;
consequently Nils Knudsen himself has been promoted to the vacant
post. Finding that we had come to the end of our supplies, he began
by sending to Chingulungulu for the four sucking-pigs which we had
bought from Matola and temporarily left in his charge; and when
they came up, neatly packed in a large crate, he callously slaughtered
the biggest of them. The first joint we were thoughtless enough to
entrust for roasting to Knudsen’s mshenzi cook, and it was
consequently uneatable; but we made the rest of the animal into a
jelly which we ate with great relish after weeks of underfeeding,
consuming incredible helpings of it at both midday and evening
meals. The only drawback is a certain want of variety in the tinned
vegetables. Dr. Jäger, to whom the Geographical Commission
entrusted the provisioning of the expeditions—mine as well as his
own—because he had more time on his hands than the rest of us,
seems to have laid in a huge stock of Teltow turnips,[46] an article of
food which is all very well for occasional use, but which quickly palls
when set before one every day; and we seem to have no other tins
left. There is no help for it—we must put up with the turnips; but I
am certain that, once I am home again, I shall not touch them for ten
years to come.
Amid all these minor evils, which, after all, go to make up the
genuine flavour of Africa, there is at least one cheering touch:
Knudsen has, with the dexterity of a skilled mechanic, repaired my 9
× 12 cm. camera, at least so far that I can use it with a little care.
How, in the absence of finger-nails, he was able to accomplish such a
ticklish piece of work, having no tool but a clumsy screw-driver for
taking to pieces and putting together again the complicated
mechanism of the instantaneous shutter, is still a mystery to me; but
he did it successfully. The loss of his finger-nails shows him in a light
contrasting curiously enough with the intelligence evinced by the
above operation; though, after all, it is scarcely surprising after his
ten years’ residence in the bush. One day, at Lindi, he had occasion
to wash a dog, which must have been in need of very thorough
cleansing, for the bottle handed to our friend for the purpose had an
extremely strong smell. Having performed his task in the most
conscientious manner, he perceived with some surprise that the dog
did not appear much the better for it, and was further surprised by
finding his own nails ulcerating away in the course of the next few
days. “How was I to know that carbolic acid has to be diluted?” he
mutters indignantly, from time to time, with a troubled gaze at his
mutilated finger-tips.
 Since we came to Newala we have been making excursions in all
directions through the surrounding country, in accordance with old
habit, and also because the akida Sefu did not get together the tribal
elders from whom I wanted information so speedily as he had
promised. There is, however, no harm done, as, even if seen only
from the outside, the country and people are interesting enough.
The Makonde plateau is like a large rectangular table rounded off
at the corners. Measured from the Indian Ocean to Newala, it is
about seventy-five miles long, and between the Rovuma and the
Lukuledi it averages fifty miles in breadth, so that its superficial area
is about two-thirds of that of the kingdom of Saxony. The surface,
however, is not level, but uniformly inclined from its south-western
edge to the ocean. From the upper edge, on which Newala lies, the
eye ranges for many miles east and north-east, without encountering
any obstacle, over the Makonde bush. It is a green sea, from which
here and there thick clouds of smoke rise, to show that it, too, is
inhabited by men who carry on their tillage like so many other
primitive peoples, by cutting down and burning the bush, and
manuring with the ashes. Even in the radiant light of a tropical day
such a fire is a grand sight.
Much less effective is the impression produced just now by the
great western plain as seen from the edge of the plateau. As often as
time permits, I stroll along this edge, sometimes in one direction,
sometimes in another, in the hope of finding the air clear enough to
let me enjoy the view; but I have always been disappointed.
Wherever one looks, clouds of smoke rise from the burning bush,
and the air is full of smoke and vapour. It is a pity, for under more
favourable circumstances the panorama of the whole country up to
the distant Majeje hills must be truly magnificent. It is of little use
taking photographs now, and an outline sketch gives a very poor idea
of the scenery. In one of these excursions I went out of my way to
make a personal attempt on the Makonde bush. The present edge of
the plateau is the result of a far-reaching process of destruction
through erosion and denudation. The Makonde strata are
everywhere cut into by ravines, which, though short, are hundreds of
yards in depth. In consequence of the loose stratification of these
beds, not only are the walls of these ravines nearly vertical, but their
upper end is closed by an equally steep escarpment, so that the
western edge of the Makonde plateau is hemmed in by a series of
deep, basin-like valleys. In order to get from one side of such a ravine
to the other, I cut my way through the bush with a dozen of my men.
It was a very open part, with more grass than scrub, but even so the
short stretch of less than two hundred yards was very hard work; at
the end of it the men’s calicoes were in rags and they themselves
bleeding from hundreds of scratches, while even our strong khaki
suits had not escaped scatheless.

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAHUTA

I see increasing reason to believe that the view formed some time
back as to the origin of the Makonde bush is the correct one. I have
no doubt that it is not a natural product, but the result of human
occupation. Those parts of the high country where man—as a very
slight amount of practice enables the eye to perceive at once—has not
yet penetrated with axe and hoe, are still occupied by a splendid
timber forest quite able to sustain a comparison with our mixed
forests in Germany. But wherever man has once built his hut or tilled
his field, this horrible bush springs up. Every phase of this process
may be seen in the course of a couple of hours’ walk along the main
road. From the bush to right or left, one hears the sound of the axe—
not from one spot only, but from several directions at once. A few
steps further on, we can see what is taking place. The brush has been
cut down and piled up in heaps to the height of a yard or more,
between which the trunks of the large trees stand up like the last
pillars of a magnificent ruined building. These, too, present a
melancholy spectacle: the destructive Makonde have ringed them—
cut a broad strip of bark all round to ensure their dying off—and also
piled up pyramids of brush round them. Father and son, mother and
son-in-law, are chopping away perseveringly in the background—too
busy, almost, to look round at the white stranger, who usually excites
so much interest. If you pass by the same place a week later, the piles
of brushwood have disappeared and a thick layer of ashes has taken
the place of the green forest. The large trees stretch their
smouldering trunks and branches in dumb accusation to heaven—if
they have not already fallen and been more or less reduced to ashes,
perhaps only showing as a white stripe on the dark ground.
This work of destruction is carried out by the Makonde alike on the
virgin forest and on the bush which has sprung up on sites already
cultivated and deserted. In the second case they are saved the trouble
of burning the large trees, these being entirely absent in the
secondary bush.
After burning this piece of forest ground and loosening it with the
hoe, the native sows his corn and plants his vegetables. All over the
country, he goes in for bed-culture, which requires, and, in fact,
receives, the most careful attention. Weeds are nowhere tolerated in
the south of German East Africa. The crops may fail on the plains,
where droughts are frequent, but never on the plateau with its
abundant rains and heavy dews. Its fortunate inhabitants even have
the satisfaction of seeing the proud Wayao and Wamakua working
for them as labourers, driven by hunger to serve where they were
accustomed to rule.
But the light, sandy soil is soon exhausted, and would yield no
harvest the second year if cultivated twice running. This fact has
been familiar to the native for ages; consequently he provides in
time, and, while his crop is growing, prepares the next plot with axe
and firebrand. Next year he plants this with his various crops and
lets the first piece lie fallow. For a short time it remains waste and
desolate; then nature steps in to repair the destruction wrought by
man; a thousand new growths spring out of the exhausted soil, and
even the old stumps put forth fresh shoots. Next year the new growth
is up to one’s knees, and in a few years more it is that terrible,
impenetrable bush, which maintains its position till the black
occupier of the land has made the round of all the available sites and
come back to his starting point.
The Makonde are, body and soul, so to speak, one with this bush.
According to my Yao informants, indeed, their name means nothing
else but “bush people.” Their own tradition says that they have been
settled up here for a very long time, but to my surprise they laid great
stress on an original immigration. Their old homes were in the
south-east, near Mikindani and the mouth of the Rovuma, whence
their peaceful forefathers were driven by the continual raids of the
Sakalavas from Madagascar and the warlike Shirazis[47] of the coast,
to take refuge on the almost inaccessible plateau. I have studied
African ethnology for twenty years, but the fact that changes of
population in this apparently quiet and peaceable corner of the earth
could have been occasioned by outside enterprises taking place on
the high seas, was completely new to me. It is, no doubt, however,
correct.
The charming tribal legend of the Makonde—besides informing us
of other interesting matters—explains why they have to live in the
thickest of the bush and a long way from the edge of the plateau,
instead of making their permanent homes beside the purling brooks
and springs of the low country.
“The place where the tribe originated is Mahuta, on the southern
side of the plateau towards the Rovuma, where of old time there was
nothing but thick bush. Out of this bush came a man who never
washed himself or shaved his head, and who ate and drank but little.
He went out and made a human figure from the wood of a tree
growing in the open country, which he took home to his abode in the
bush and there set it upright. In the night this image came to life and
was a woman. The man and woman went down together to the
Rovuma to wash themselves. Here the woman gave birth to a still-
born child. They left that place and passed over the high land into the
valley of the Mbemkuru, where the woman had another child, which
was also born dead. Then they returned to the high bush country of
Mahuta, where the third child was born, which lived and grew up. In
course of time, the couple had many more children, and called
themselves Wamatanda. These were the ancestral stock of the
Makonde, also called Wamakonde,[48] i.e., aborigines. Their
forefather, the man from the bush, gave his children the command to
bury their dead upright, in memory of the mother of their race who
was cut out of wood and awoke to life when standing upright. He also
warned them against settling in the valleys and near large streams,
for sickness and death dwelt there. They were to make it a rule to
have their huts at least an hour’s walk from the nearest watering-
place; then their children would thrive and escape illness.”
The explanation of the name Makonde given by my informants is
somewhat different from that contained in the above legend, which I
extract from a little book (small, but packed with information), by
Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my
results agree exactly with the statements of the legend. Washing?
Hapana—there is no such thing. Why should they do so? As it is, the
supply of water scarcely suffices for cooking and drinking; other
people do not wash, so why should the Makonde distinguish himself
by such needless eccentricity? As for shaving the head, the short,
woolly crop scarcely needs it,[49] so the second ancestral precept is
likewise easy enough to follow. Beyond this, however, there is
nothing ridiculous in the ancestor’s advice. I have obtained from
various local artists a fairly large number of figures carved in wood,
ranging from fifteen to twenty-three inches in height, and
representing women belonging to the great group of the Mavia,
Makonde, and Matambwe tribes. The carving is remarkably well
done and renders the female type with great accuracy, especially the
keloid ornamentation, to be described later on. As to the object and
meaning of their works the sculptors either could or (more probably)
would tell me nothing, and I was forced to content myself with the
scanty information vouchsafed by one man, who said that the figures
were merely intended to represent the nembo—the artificial
deformations of pelele, ear-discs, and keloids. The legend recorded
by Pater Adams places these figures in a new light. They must surely
be more than mere dolls; and we may even venture to assume that
they are—though the majority of present-day Makonde are probably
unaware of the fact—representations of the tribal ancestress.
 The references in the legend to the descent from Mahuta to the
Rovuma, and to a journey across the highlands into the Mbekuru
valley, undoubtedly indicate the previous history of the tribe, the
travels of the ancestral pair typifying the migrations of their
descendants. The descent to the neighbouring Rovuma valley, with
its extraordinary fertility and great abundance of game, is intelligible
at a glance—but the crossing of the Lukuledi depression, the ascent
to the Rondo Plateau and the descent to the Mbemkuru, also lie
within the bounds of probability, for all these districts have exactly
the same character as the extreme south. Now, however, comes a
point of especial interest for our bacteriological age. The primitive
Makonde did not enjoy their lives in the marshy river-valleys.
Disease raged among them, and many died. It was only after they
had returned to their original home near Mahuta, that the health
conditions of these people improved. We are very apt to think of the
African as a stupid person whose ignorance of nature is only equalled
by his fear of it, and who looks on all mishaps as caused by evil
spirits and malignant natural powers. It is much more correct to
assume in this case that the people very early learnt to distinguish
districts infested with malaria from those where it is absent.
This knowledge is crystallized in the
ancestral warning against settling in the
valleys and near the great waters, the
dwelling-places of disease and death. At the
same time, for security against the hostile
Mavia south of the Rovuma, it was enacted
that every settlement must be not less than a
certain distance from the southern edge of the
plateau. Such in fact is their mode of life at the
present day. It is not such a bad one, and
certainly they are both safer and more
comfortable than the Makua, the recent
intruders from the south, who have made USUAL METHOD OF
good their footing on the western edge of the CLOSING HUT-DOOR
plateau, extending over a fairly wide belt of
country. Neither Makua nor Makonde show in their dwellings
anything of the size and comeliness of the Yao houses in the plain,
especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a
Makonde hamlet not far from Newala, on the road to Mahuta, is the
most important settlement of the tribe I have yet seen, and has fairly
spacious huts. But how slovenly is their construction compared with
the palatial residences of the elephant-hunters living in the plain.
The roofs are still more untidy than in the general run of huts during
the dry season, the walls show here and there the scanty beginnings
or the lamentable remains of the mud plastering, and the interior is a
veritable dog-kennel; dirt, dust and disorder everywhere. A few huts
only show any attempt at division into rooms, and this consists
merely of very roughly-made bamboo partitions. In one point alone
have I noticed any indication of progress—in the method of fastening
the door. Houses all over the south are secured in a simple but
ingenious manner. The door consists of a set of stout pieces of wood
or bamboo, tied with bark-string to two cross-pieces, and moving in
two grooves round one of the door-posts, so as to open inwards. If
the owner wishes to leave home, he takes two logs as thick as a man’s
upper arm and about a yard long. One of these is placed obliquely
against the middle of the door from the inside, so as to form an angle
of from 60° to 75° with the ground. He then places the second piece
horizontally across the first, pressing it downward with all his might.
It is kept in place by two strong posts planted in the ground a few
inches inside the door. This fastening is absolutely safe, but of course
cannot be applied to both doors at once, otherwise how could the
owner leave or enter his house? I have not yet succeeded in finding
out how the back door is fastened.

MAKONDE LOCK AND KEY AT JUMBE CHAURO

 This is the general way of closing a house. The Makonde at Jumbe
Chauro, however, have a much more complicated, solid and original
one. Here, too, the door is as already described, except that there is
only one post on the inside, standing by itself about six inches from
one side of the doorway. Opposite this post is a hole in the wall just
large enough to admit a man’s arm. The door is closed inside by a
large wooden bolt passing through a hole in this post and pressing
with its free end against the door. The other end has three holes into
which fit three pegs running in vertical grooves inside the post. The
door is opened with a wooden key about a foot long, somewhat
curved and sloped off at the butt; the other end has three pegs
corresponding to the holes, in the bolt, so that, when it is thrust
through the hole in the wall and inserted into the rectangular
opening in the post, the pegs can be lifted and the bolt drawn out.[50]

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second

showed me on the spot the action of this greatest invention of the
Makonde Highlands. To both with an admiring exclamation of
“Vizuri sana!” (“Very fine!”). I expressed the wish to take back these
marvels with me to Ulaya, to show the Wazungu what clever fellows
the Makonde are. Scarcely five minutes after my return to camp at
Newala, the two men came up sweating under the weight of two
heavy logs which they laid down at my feet, handing over at the same
time the keys of the fallen fortress. Arguing, logically enough, that if
the key was wanted, the lock would be wanted with it, they had taken
their axes and chopped down the posts—as it never occurred to them
to dig them out of the ground and so bring them intact. Thus I have
two badly damaged specimens, and the owners, instead of praise,
come in for a blowing-up.
The Makua huts in the environs of Newala are especially
miserable; their more than slovenly construction reminds one of the
temporary erections of the Makua at Hatia’s, though the people here
have not been concerned in a war. It must therefore be due to
congenital idleness, or else to the absence of a powerful chief. Even
the baraza at Mlipa’s, a short hour’s walk south-east of Newala,
shares in this general neglect. While public buildings in this country
are usually looked after more or less carefully, this is in evident
danger of being blown over by the first strong easterly gale. The only
attractive object in this whole district is the grave of the late chief
Mlipa. I visited it in the morning, while the sun was still trying with
partial success to break through the rolling mists, and the circular
grove of tall euphorbias, which, with a broken pot, is all that marks
the old king’s resting-place, impressed one with a touch of pathos.
Even my very materially-minded carriers seemed to feel something
of the sort, for instead of their usual ribald songs, they chanted
solemnly, as we marched on through the dense green of the Makonde
bush:—
 “We shall arrive with the great master; we stand in a row and have
no fear about getting our food and our money from the Serkali (the
Government). We are not afraid; we are going along with the great
master, the lion; we are going down to the coast and back.”
With regard to the characteristic features of the various tribes here
on the western edge of the plateau, I can arrive at no other
conclusion than the one already come to in the plain, viz., that it is
impossible for anyone but a trained anthropologist to assign any
given individual at once to his proper tribe. In fact, I think that even
an anthropological specialist, after the most careful examination,
might find it a difficult task to decide. The whole congeries of peoples
collected in the region bounded on the west by the great Central
African rift, Tanganyika and Nyasa, and on the east by the Indian
Ocean, are closely related to each other—some of their languages are
only distinguished from one another as dialects of the same speech,
and no doubt all the tribes present the same shape of skull and
structure of skeleton. Thus, surely, there can be no very striking
differences in outward appearance.
 Even did such exist, I should have no time
to concern myself with them, for day after day,
I have to see or hear, as the case may be—in
any case to grasp and record—an
extraordinary number of ethnographic
phenomena. I am almost disposed to think it
fortunate that some departments of inquiry, at
least, are barred by external circumstances.
Chief among these is the subject of iron-
working. We are apt to think of Africa as a
country where iron ore is everywhere, so to
speak, to be picked up by the roadside, and
where it would be quite surprising if the
inhabitants had not learnt to smelt the
material ready to their hand. In fact, the
knowledge of this art ranges all over the
continent, from the Kabyles in the north to the
Kafirs in the south. Here between the Rovuma
and the Lukuledi the conditions are not so
favourable. According to the statements of the
Makonde, neither ironstone nor any other
form of iron ore is known to them. They have
not therefore advanced to the art of smelting
the metal, but have hitherto bought all their
THE ANCESTRESS OF
THE MAKONDE
iron implements from neighbouring tribes.
Even in the plain the inhabitants are not much
better off. Only one man now living is said to
understand the art of smelting iron. This old fundi lives close to
Huwe, that isolated, steep-sided block of granite which rises out of
the green solitude between Masasi and Chingulungulu, and whose
jagged and splintered top meets the traveller’s eye everywhere. While
still at Masasi I wished to see this man at work, but was told that,
frightened by the rising, he had retired across the Rovuma, though
he would soon return. All subsequent inquiries as to whether the
fundi had come back met with the genuine African answer, “Bado”
(“Not yet”).
 BRAZIER

Some consolation was afforded me by a brassfounder, whom I

came across in the bush near Akundonde’s. This man is the favourite
of women, and therefore no doubt of the gods; he welds the glittering
brass rods purchased at the coast into those massive, heavy rings
which, on the wrists and ankles of the local fair ones, continually give
me fresh food for admiration. Like every decent master-craftsman he
had all his tools with him, consisting of a pair of bellows, three
crucibles and a hammer—nothing more, apparently. He was quite
willing to show his skill, and in a twinkling had fixed his bellows on
the ground. They are simply two goat-skins, taken off whole, the four
legs being closed by knots, while the upper opening, intended to
admit the air, is kept stretched by two pieces of wood. At the lower
end of the skin a smaller opening is left into which a wooden tube is
stuck. The fundi has quickly borrowed a heap of wood-embers from
the nearest hut; he then fixes the free ends of the two tubes into an
earthen pipe, and clamps them to the ground by means of a bent
piece of wood. Now he fills one of his small clay crucibles, the dross
on which shows that they have been long in use, with the yellow
material, places it in the midst of the embers, which, at present are
only faintly glimmering, and begins his work. In quick alternation
the smith’s two hands move up and down with the open ends of the
bellows; as he raises his hand he holds the slit wide open, so as to let
the air enter the skin bag unhindered. In pressing it down he closes
the bag, and the air puffs through the bamboo tube and clay pipe into
the fire, which quickly burns up. The smith, however, does not keep
on with this work, but beckons to another man, who relieves him at
the bellows, while he takes some more tools out of a large skin pouch
carried on his back. I look on in wonder as, with a smooth round
stick about the thickness of a finger, he bores a few vertical holes into
the clean sand of the soil. This should not be difficult, yet the man
seems to be taking great pains over it. Then he fastens down to the
ground, with a couple of wooden clamps, a neat little trough made by
splitting a joint of bamboo in half, so that the ends are closed by the
two knots. At last the yellow metal has attained the right consistency,
and the fundi lifts the crucible from the fire by means of two sticks
split at the end to serve as tongs. A short swift turn to the left—a
tilting of the crucible—and the molten brass, hissing and giving forth
clouds of smoke, flows first into the bamboo mould and then into the
holes in the ground.
The technique of this backwoods craftsman may not be very far
advanced, but it cannot be denied that he knows how to obtain an
adequate result by the simplest means. The ladies of highest rank in
this country—that is to say, those who can afford it, wear two kinds
of these massive brass rings, one cylindrical, the other semicircular
in section. The latter are cast in the most ingenious way in the
bamboo mould, the former in the circular hole in the sand. It is quite
a simple matter for the fundi to fit these bars to the limbs of his fair
customers; with a few light strokes of his hammer he bends the
pliable brass round arm or ankle without further inconvenience to
the wearer.
SHAPING THE POT

SMOOTHING WITH MAIZE-COB

CUTTING THE EDGE

 FINISHING THE BOTTOM

LAST SMOOTHING BEFORE

BURNING

FIRING THE BRUSH-PILE

 LIGHTING THE FARTHER SIDE OF
THE PILE

TURNING THE RED-HOT VESSEL

NYASA WOMAN MAKING POTS AT MASASI

Pottery is an art which must always and everywhere excite the
interest of the student, just because it is so intimately connected with
the development of human culture, and because its relics are one of
the principal factors in the reconstruction of our own condition in
prehistoric times. I shall always remember with pleasure the two or
three afternoons at Masasi when Salim Matola’s mother, a slightly-
built, graceful, pleasant-looking woman, explained to me with
touching patience, by means of concrete illustrations, the ceramic art
of her people. The only implements for this primitive process were a
lump of clay in her left hand, and in the right a calabash containing
the following valuables: the fragment of a maize-cob stripped of all
its grains, a smooth, oval pebble, about the size of a pigeon’s egg, a
few chips of gourd-shell, a bamboo splinter about the length of one’s
hand, a small shell, and a bunch of some herb resembling spinach.
 Nothing more. The woman scraped with the
shell a round, shallow hole in the soft, fine
sand of the soil, and, when an active young
girl had filled the calabash with water for her,
she began to knead the clay. As if by magic it
gradually assumed the shape of a rough but
already well-shaped vessel, which only wanted
a little touching up with the instruments
before mentioned. I looked out with the
MAKUA WOMAN closest attention for any indication of the use
MAKING A POT. of the potter’s wheel, in however rudimentary
SHOWS THE a form, but no—hapana (there is none). The
BEGINNINGS OF THE embryo pot stood firmly in its little
POTTER’S WHEEL
depression, and the woman walked round it in
a stooping posture, whether she was removing
small stones or similar foreign bodies with the maize-cob, smoothing
the inner or outer surface with the splinter of bamboo, or later, after
letting it dry for a day, pricking in the ornamentation with a pointed
bit of gourd-shell, or working out the bottom, or cutting the edge
with a sharp bamboo knife, or giving the last touches to the finished
vessel. This occupation of the women is infinitely toilsome, but it is
without doubt an accurate reproduction of the process in use among
our ancestors of the Neolithic and Bronze ages.
There is no doubt that the invention of pottery, an item in human
progress whose importance cannot be over-estimated, is due to
women. Rough, coarse and unfeeling, the men of the horde range
over the countryside. When the united cunning of the hunters has
succeeded in killing the game; not one of them thinks of carrying
home the spoil. A bright fire, kindled by a vigorous wielding of the
drill, is crackling beside them; the animal has been cleaned and cut
up secundum artem, and, after a slight singeing, will soon disappear
under their sharp teeth; no one all this time giving a single thought
to wife or child.
To what shifts, on the other hand, the primitive wife, and still more
the primitive mother, was put! Not even prehistoric stomachs could
endure an unvarying diet of raw food. Something or other suggested
the beneficial effect of hot water on the majority of approved but
indigestible dishes. Perhaps a neighbour had tried holding the hard
roots or tubers over the fire in a calabash filled with water—or maybe
an ostrich-egg-shell, or a hastily improvised vessel of bark. They
became much softer and more palatable than they had previously
been; but, unfortunately, the vessel could not stand the fire and got
charred on the outside. That can be remedied, thought our
ancestress, and plastered a layer of wet clay round a similar vessel.
This is an improvement; the cooking utensil remains uninjured, but
the heat of the fire has shrunk it, so that it is loose in its shell. The
next step is to detach it, so, with a firm grip and a jerk, shell and
kernel are separated, and pottery is invented. Perhaps, however, the
discovery which led to an intelligent use of the burnt-clay shell, was
made in a slightly different way. Ostrich-eggs and calabashes are not
to be found in every part of the world, but everywhere mankind has
arrived at the art of making baskets out of pliant materials, such as
bark, bast, strips of palm-leaf, supple twigs, etc. Our inventor has no
water-tight vessel provided by nature. “Never mind, let us line the
basket with clay.” This answers the purpose, but alas! the basket gets
burnt over the blazing fire, the woman watches the process of
cooking with increasing uneasiness, fearing a leak, but no leak
appears. The food, done to a turn, is eaten with peculiar relish; and
the cooking-vessel is examined, half in curiosity, half in satisfaction
at the result. The plastic clay is now hard as stone, and at the same
time looks exceedingly well, for the neat plaiting of the burnt basket
is traced all over it in a pretty pattern. Thus, simultaneously with
pottery, its ornamentation was invented.
Primitive woman has another claim to respect. It was the man,
roving abroad, who invented the art of producing fire at will, but the
woman, unable to imitate him in this, has been a Vestal from the
earliest times. Nothing gives so much trouble as the keeping alight of
the smouldering brand, and, above all, when all the men are absent
from the camp. Heavy rain-clouds gather, already the first large
drops are falling, the first gusts of the storm rage over the plain. The
little flame, a greater anxiety to the woman than her own children,
flickers unsteadily in the blast. What is to be done? A sudden thought
occurs to her, and in an instant she has constructed a primitive hut
out of strips of bark, to protect the flame against rain and wind.
This, or something very like it, was the way in which the principle
of the house was discovered; and even the most hardened misogynist
cannot fairly refuse a woman the credit of it. The protection of the
hearth-fire from the weather is the germ from which the human
dwelling was evolved. Men had little, if any share, in this forward
step, and that only at a late stage. Even at the present day, the
plastering of the housewall with clay and the manufacture of pottery
are exclusively the women’s business. These are two very significant
survivals. Our European kitchen-garden, too, is originally a woman’s
invention, and the hoe, the primitive instrument of agriculture, is,
characteristically enough, still used in this department. But the
noblest achievement which we owe to the other sex is unquestionably
the art of cookery. Roasting alone—the oldest process—is one for
which men took the hint (a very obvious one) from nature. It must
have been suggested by the scorched carcase of some animal
overtaken by the destructive forest-fires. But boiling—the process of
improving organic substances by the help of water heated to boiling-
point—is a much later discovery. It is so recent that it has not even
yet penetrated to all parts of the world. The Polynesians understand
how to steam food, that is, to cook it, neatly wrapped in leaves, in a
hole in the earth between hot stones, the air being excluded, and
(sometimes) a few drops of water sprinkled on the stones; but they
do not understand boiling.
To come back from this digression, we find that the slender Nyasa
woman has, after once more carefully examining the finished pot,
put it aside in the shade to dry. On the following day she sends me
word by her son, Salim Matola, who is always on hand, that she is
going to do the burning, and, on coming out of my house, I find her
already hard at work. She has spread on the ground a layer of very
dry sticks, about as thick as one’s thumb, has laid the pot (now of a
yellowish-grey colour) on them, and is piling brushwood round it.
My faithful Pesa mbili, the mnyampara, who has been standing by,
most obligingly, with a lighted stick, now hands it to her. Both of
them, blowing steadily, light the pile on the lee side, and, when the
flame begins to catch, on the weather side also. Soon the whole is in a
blaze, but the dry fuel is quickly consumed and the fire dies down, so
that we see the red-hot vessel rising from the ashes. The woman
turns it continually with a long stick, sometimes one way and
sometimes another, so that it may be evenly heated all over. In
twenty minutes she rolls it out of the ash-heap, takes up the bundle
of spinach, which has been lying for two days in a jar of water, and
sprinkles the red-hot clay with it. The places where the drops fall are
marked by black spots on the uniform reddish-brown surface. With a
sigh of relief, and with visible satisfaction, the woman rises to an
erect position; she is standing just in a line between me and the fire,
from which a cloud of smoke is just rising: I press the ball of my
camera, the shutter clicks—the apotheosis is achieved! Like a
priestess, representative of her inventive sex, the graceful woman
stands: at her feet the hearth-fire she has given us beside her the
invention she has devised for us, in the background the home she has
built for us.
At Newala, also, I have had the manufacture of pottery carried on
in my presence. Technically the process is better than that already
described, for here we find the beginnings of the potter’s wheel,
which does not seem to exist in the plains; at least I have seen
nothing of the sort. The artist, a frightfully stupid Makua woman, did
not make a depression in the ground to receive the pot she was about
to shape, but used instead a large potsherd. Otherwise, she went to
work in much the same way as Salim’s mother, except that she saved
herself the trouble of walking round and round her work by squatting
at her ease and letting the pot and potsherd rotate round her; this is
surely the first step towards a machine. But it does not follow that
the pot was improved by the process. It is true that it was beautifully
rounded and presented a very creditable appearance when finished,
but the numerous large and small vessels which I have seen, and, in
part, collected, in the “less advanced” districts, are no less so. We
moderns imagine that instruments of precision are necessary to
produce excellent results. Go to the prehistoric collections of our
museums and look at the pots, urns and bowls of our ancestors in the
dim ages of the past, and you will at once perceive your error.
MAKING LONGITUDINAL CUT IN
BARK

DRAWING THE BARK OFF THE LOG

REMOVING THE OUTER BARK

 BEATING THE BARK

WORKING THE BARK-CLOTH AFTER BEATING, TO MAKE IT

SOFT

MANUFACTURE OF BARK-CLOTH AT NEWALA

To-day, nearly the whole population of German East Africa is
clothed in imported calico. This was not always the case; even now in
some parts of the north dressed skins are still the prevailing wear,
and in the north-western districts—east and north of Lake
Tanganyika—lies a zone where bark-cloth has not yet been
superseded. Probably not many generations have passed since such
bark fabrics and kilts of skins were the only clothing even in the
south. Even to-day, large quantities of this bright-red or drab
material are still to be found; but if we wish to see it, we must look in
the granaries and on the drying stages inside the native huts, where
it serves less ambitious uses as wrappings for those seeds and fruits
which require to be packed with special care. The salt produced at
Masasi, too, is packed for transport to a distance in large sheets of
bark-cloth. Wherever I found it in any degree possible, I studied the
process of making this cloth. The native requisitioned for the
purpose arrived, carrying a log between two and three yards long and
as thick as his thigh, and nothing else except a curiously-shaped
mallet and the usual long, sharp and pointed knife which all men and
boys wear in a belt at their backs without a sheath—horribile dictu!
[51]
Silently he squats down before me, and with two rapid cuts has
drawn a couple of circles round the log some two yards apart, and
slits the bark lengthwise between them with the point of his knife.
With evident care, he then scrapes off the outer rind all round the
log, so that in a quarter of an hour the inner red layer of the bark
shows up brightly-coloured between the two untouched ends. With
some trouble and much caution, he now loosens the bark at one end,
and opens the cylinder. He then stands up, takes hold of the free
edge with both hands, and turning it inside out, slowly but steadily
pulls it off in one piece. Now comes the troublesome work of
scraping all superfluous particles of outer bark from the outside of
the long, narrow piece of material, while the inner side is carefully
scrutinised for defective spots. At last it is ready for beating. Having
signalled to a friend, who immediately places a bowl of water beside
him, the artificer damps his sheet of bark all over, seizes his mallet,
lays one end of the stuff on the smoothest spot of the log, and
hammers away slowly but continuously. “Very simple!” I think to
myself. “Why, I could do that, too!”—but I am forced to change my
opinions a little later on; for the beating is quite an art, if the fabric is
not to be beaten to pieces. To prevent the breaking of the fibres, the
stuff is several times folded across, so as to interpose several
thicknesses between the mallet and the block. At last the required
state is reached, and the fundi seizes the sheet, still folded, by both
ends, and wrings it out, or calls an assistant to take one end while he
holds the other. The cloth produced in this way is not nearly so fine
and uniform in texture as the famous Uganda bark-cloth, but it is
quite soft, and, above all, cheap.
Now, too, I examine the mallet. My craftsman has been using the
simpler but better form of this implement, a conical block of some
hard wood, its base—the striking surface—being scored across and
across with more or less deeply-cut grooves, and the handle stuck
into a hole in the middle. The other and earlier form of mallet is
shaped in the same way, but the head is fastened by an ingenious
network of bark strips into the split bamboo serving as a handle. The
observation so often made, that ancient customs persist longest in
connection with religious ceremonies and in the life of children, here
finds confirmation. As we shall soon see, bark-cloth is still worn
during the unyago,[52] having been prepared with special solemn
ceremonies; and many a mother, if she has no other garment handy,
will still put her little one into a kilt of bark-cloth, which, after all,
looks better, besides being more in keeping with its African
surroundings, than the ridiculous bit of print from Ulaya.
MAKUA WOMEN