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Fundamentals of Organizational Behavior: with infotrac,9780324259926
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Fundamentals of Organizational Behavior: with infotrac

by
Edition:
3rd
ISBN13:

9780324259926

ISBN10:
0324259921
Format:
Paperback
Pub. Date:
2/6/2004
Publisher(s):
South-Western College Pub
List Price: $113.00
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Summary

This brief and applied text blends description, insight, self-assessment, skill development, and prescription. Andrew DuBrin has a strong managerial focus and emphasizes the human relations aspects of organizational interactions. This text is for the instructor who is looking to supplement his instruction with a digestible text. This text is ideal for short courses, executive education programs, and unique courses that canvass organizational behavior issues or combine them with those of organizational theory, strategy, marketing, human resources, and management.

Table of Contents

Preface ix
PART 1 Introduction to Organizational Behavior
The Nature and Scope of Organizational Behavior
1(16)
Objectives
1(1)
The Meaning and Research Methods of Organizational Behavior
2(2)
How You Can Benefit from Studying Organizational Behavior
4(3)
A Brief History of Organizational Behavior
7(3)
Skill Development in Organizational Behavior
10(2)
A Framework for Studying Organizational Behavior
12(5)
Implications for Managerial Practice
13(4)
PART 2 The Individual in the Organization
Individual Differences, Mental Ability, and Personality
17(22)
Objectives
17(1)
Individual Differences
18(2)
Demographic Diversity
20(4)
Organizational Behavior in Action: Building Industry Capitalizes on Skill of Sure-Footed Mohawks
23(1)
Mental Ability (Cognitive Intelligence)
24(4)
Personality Differences
28(4)
Self-Assessment: The Risk-Taking Scale
30(2)
Emotional Intelligence
32(7)
Implications for Managerial Practice
34(5)
Learning, Perception, and Attribution
39(16)
Objectives
39(1)
Two Key Learning Processes and e-Learning
40(3)
Learning Styles
43(4)
Organizational Behavior in Action: Anheuser-Busch Up e-Learning to Enhance Skills
44(3)
Perception
47(3)
Attribution Theory
50(5)
Implications for Managerial Practice
52(3)
Attitudes, Values, and Ethics
55(23)
Objectives
55(1)
Attitudes and Emotions
56(4)
Values
60(2)
Organizational Behavior in Action: Reverse Mentoring Capitalizes on Intergenerational Differences in Values
62(2)
Self-Assessment: Clarifying Your Values
63(1)
Ethics
64(14)
Skill-Development Exercise: Ethical Decision Making
70(1)
Organizational Behavior in Action: Social Responsibility at Tiffany & Co., or Clever Marketing Ploy?
71(2)
Implications for Managerial Practice
73(5)
Individual Decision Making and Creativity
78(23)
Objectives
78(1)
Types of Decisions
79(1)
A Classical/Behavioral Decision-Making Model
80(3)
Bounded Rationality and Influences on Decision Making
83(5)
The Nature of Creativity
88(6)
Self-Assessment
90(2)
Skill-Development Exercise: The Forced Association Technique
92(2)
Enhancing and Improving Creativity
94(7)
Organizational Behavior in Action: The Benefits of Brainstorming
94(1)
Skill Development Exercise: Brainstorming
95(1)
Implications for Managerial Practice
96(5)
Foundation Concepts of Motivation
101(22)
Objectives
101(1)
Need Theories of Motivation
102(6)
Self-Assessment: Motivating Others
103(5)
Goal Theory
108(2)
Skill-Development Exercise: Need Identification Among Members of Generations X and Y
108(2)
Reinforcement Theory
110(2)
Organizational Behavior in Action: Demanding Goals at IBM
111(1)
Expectancy Theory of Motivation
112(2)
Equity Theory and Social Comparison
114(2)
Social Learning Theory
116(1)
Intrinsic Versus Extrinsic Motivation
116(2)
The Influence of Personality on Motivation
118(5)
Implications for Managerial Practice
118(5)
Motivational Methods and Programs
123(23)
Objectives
123(1)
Motivation through Job Design
124(6)
Self-Assessment: Mental Readiness for Assignment to a Work Team
130(1)
Organizational Behavior Modification
130(5)
Skill-Development Exercise: Organizational Behavior Modification
134(1)
Motivation through Recognition
135(1)
Motivation through Financial Incentives
136(5)
Organizational Behavior in Action: Companies Shift to More Variable Pay
138(3)
Choosing an Appropriate Motivational Model
141(5)
Implications for Managerial Practice
142(4)
Conflict, Stress, and Well-Being
146(26)
Objectives
146(1)
Conflict in Organizations
147(11)
Work Stress
158(14)
Self-Assessment: The Stress Questionnaire
160(4)
Organizational Behavior in Action: Employee Assistance Programs and Cultural Diversity
164(3)
Implications for Managerial Practice
167(5)
PART 3 Groups and Interpersonal Relations
Interpersonal Communication
172(26)
Objectives
172(1)
The Communication Process
173(1)
Communication and Information Technology
174(4)
Organizational Behavior in Action: Ten E-Mail Time Management Tips
176(2)
Nonverbal Communication
178(2)
Organizational Channels of Communication
180(3)
Barriers to Interpersonal Communication
183(9)
Organizational Behavior in Action: Retirement Home Chief Practices Empathy
187(3)
Skill-Development Exercise: Actively Listening to a Coworker
190(2)
The Power-Oriented Linguistic Style
192(6)
Implications for Managerial Practice
193(5)
Group Dynamics and Teamwork
198(23)
Objectives
198(1)
Types of Groups and Teams
199(4)
Self-Assessment: Team Skills
200(3)
Stages of Group Development
203(3)
Skill-Development Exercise: Team Member Roles
206(1)
Characteristics of Effective Work Groups
206(4)
Group Problem Solving and Decision Making
210(1)
Potential Problems within Groups
211(2)
Building Teamwork
213(8)
Self-Assessment: Team Player Attitudes
214(1)
Organizational Behavior in Action: Give Others Credit
215(1)
Implications for Managerial Practice
216(5)
Leadership in Organizations
221(30)
Objectives
221(1)
The Nature of Leadership
222(1)
Leadership Traits and Characteristics
223(4)
Self-Assessment: Behaviors and Attitudes of a Trustworthy Leader
225(2)
Leadership Behaviors and Styles
227(4)
Self-Assessment: What Style of Leader Are You or Would You Be?
227(4)
Contingency Theories of Leadership
231(8)
Organizational Behavior in Action: Practical Advice from Acknowledged Leaders
232(7)
Skill-Development Exercise: Applying the Time-Driven Model
239(1)
Transformational and Charismatic Leadership
239(4)
Skill-Development Exercise: Developing Charisma
242(1)
360-Degree Feedback for Improving Leadership Effectiveness
243(1)
Substitutes for Leadership
244(1)
Choosing an Appropriate Leadership Model
244(7)
Implications for Managerial Practice
245(6)
Power, Politics, and Influence
251(19)
Objectives
251(1)
The Meaning of Power, Politics, and Influence
252(1)
Sources of Individual and Subunit Power
252(2)
Empowerment of Group Members
254(2)
Skill-Development Exercise: Becoming an Empowering Leader
255(1)
Factors Contributing to, and Examples of, Political Behavior
256(6)
Organizational Behavior in Action: Ryder System Executive Challis M. Lowe
259(1)
Self-Assessment: The Manager Impression Survey
260(1)
Skill-Development Exercise: A Short Course in Effective Flattery
261(1)
Organizational Influence Tactics
262(8)
Skill-Development Exercise: The Ethics of Influence Tactics
265(1)
Implications for Managerial Practice
265(5)
PART 4 The Organizational System and the Global Environment
Organizational Structure and Design
270(23)
Objectives
270(1)
Foundation Concepts of Organizational Structure
271(2)
The Bureaucratic Form of Organization
273(8)
Self-Assessment: The Bureaucratic Orientation Scale
276(2)
Organizational Behavior in Action: Park Memorial Hospital Skillfully Blends Hierarchy with Democracy
278(3)
Key Modifications of the Bureaucratic Structure
281(2)
Leading-Edge Organization Structures
283(2)
The Criteria for an Effective Organization Design
285(2)
Organigraphs: Drawing How Companies Really Work
287(6)
Implications for Managerial Practice
287(6)
Organizational Culture and Change
293(27)
Objectives
293(1)
Organizational Culture
294(5)
Two Models of the Change Process in Organizations
299(2)
Why People Resist Change
301(6)
Skill Development Exercise: Overcoming Resistance to Change
304(3)
Organizational Development as a Change Strategy
307(6)
Organizational Behavior in Action: On the Road Again
312(1)
Managing Change Yourself
313(7)
Self-Assessment: How Flexible Are You?
314(1)
Implications for Managerial Practice
315(5)
The Learning Organization and Knowledge Management
320(18)
Objectives
320(1)
The Learning Organization
321(7)
Self-Assessment: Do You Work for a Learning Organization?
322(6)
Knowledge Management
328(4)
Methods for Sharing Information
332(6)
Organizational Behavior in Action: Search for Good Ideas at Google
333(1)
Implications for Managerial Practice
334(4)
Cultural Diversity and International Organizational Behavior
338(27)
Objectives
338(1)
Cultural Diversity: Scope, Competitive Advantages, and Success Factors
339(5)
Self-Assessment: Cross-Cultural Attitudes and Skills
340(4)
Cross-Cultural Values
344(3)
Multicultural Managers and Organizations
347(3)
Barriers to Good Cross-Cultural Relations
350(1)
Cross-Cultural Processes
351(4)
Diversity Training and Cultural Training
355(10)
Skill-Development Exercise: Developing Empathy for Differences
356(1)
Organizational Behavior in Action: Dos and Don'ts in Interacting with Blind People
356(2)
Implications for Managerial Practice
358(7)
Glossary 365(10)
Index 375


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