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Organizational Behavior

by
Edition:
11th
ISBN13:

9780073404950

ISBN10:
0073404950
Format:
Paperback
Pub. Date:
10/18/2006
Publisher(s):
McGraw-Hill/Irwin

Questions About This Book?

What version or edition is this?
This is the 11th edition with a publication date of 10/18/2006.
What is included with this book?
  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any CDs, lab manuals, study guides, etc.

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Summary

Organizational Behaviorby Fred Luthans was the first mainstream organizational behavior text on the market and continues the tradition of being the most current and up-to-date researched text today. Well known author Fred Luthans is the 5th highest Publisher in Academy of Management Journals, is a senior research scientist with the Gallup Organization, and continues to do research in the organizational behavior area.Organizational Behavior 11th Editionis ideal for instructors who take a research-based and conceptual approach to their OB course.

Table of Contents

About the Author iii
Preface iv
PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT
1(122)
Consulting Best Practices
1(4)
Introduction to Organizational Behavior
5(26)
Learning Objectives
5(1)
The Challenges Facing Management
6(1)
Undergoing a Paradigm Shift
7(2)
A New Perspective for Management
9(2)
Historical Background: The Hawthorne Studies
11(3)
The Illumination Studies: A Serendipitous Discovery
12(1)
Subsequent Phases of the Hawthorne Studies
12(1)
Implications of the Hawthorne Studies
13(1)
Research Methodology
14(4)
The Overall Scientific Perspective
14(1)
Starting with Theory
15(2)
The Use of Research Designs
17(1)
The Validity of Studies
17(1)
Defining Organizational Behavior
18(2)
The Relationship to Other Fields
19(1)
The Organizational Behavioral Approach to Management
20(1)
Theoretical Frameworks
20(4)
Cognitive Framework
20(1)
Behavioristic Framework
21(1)
Social Cognitive Framework
22(2)
The Conceptual Framework for the Text
24(1)
Summary
24(1)
Ending with Meta-Analytic Research Findings
25(1)
Questions for Discussion and Review
26(1)
Internet Exercise: Nonjobs in the New Economy
27(1)
Real Case: The Big Squeeze on Workers
27(2)
Organizational Behavior Case: How Is This Stuff Going to Help Me?
29(1)
Organizational Behavior Case: Too Nice to People
29(1)
Organizational Behavior Case: Conceptual Model: Dream or Reality?
29(2)
Environmental Context: Information Technology, Globalization, Diversity, and Ethics
31(29)
Learning Objectives
31(1)
The Role of Information Technology
32(3)
E-Business
32(1)
Knowledge Management
33(1)
Human/Intellectual Capital
34(1)
Globalization
35(1)
Diversity in the Workplace
36(11)
Reasons for the Emergence of Diversity
36(3)
Developing the Multicultural Organization
39(1)
Individual Approaches to Managing Diversity
40(2)
Organizational Approaches to Managing Diversity
42(5)
Ethics and Ethical Behavior in Organizations
47(6)
The Impact of Ethics on ``Bottom-Line'' Outcomes
50(1)
Employee Privacy Issues
51(2)
Summary
53(1)
Ending with Meta-Analytic Research Findings
54(2)
Questions for Discussion and Review
56(1)
Internet Exercise: Achieving Competitive Advantage through IT
56(1)
Internet Exercise: Ethical Issues in the Workplace
56(1)
Organizational Behavior Case: How Far-Reaching Are Globalization and Technology?
57(1)
Organizational Behavior Case: I Want Out
57(1)
Real Case: A World of Sweatshops
58(1)
Real Case: Not Treating Everyone the Same
58(1)
Organizational Behavior Case: Changing with the Times
59(1)
Organizational Context: Design and Culture
60(31)
Learning Objectives
60(1)
Organization Theory
61(7)
Historical Roots
61(1)
The Organization as an Open System
62(1)
Information Processing View of Organizations
63(1)
Contingency and Ecological Organization Theories
63(1)
What Is Meant by a Learning Organization
64(1)
Organization Behavior in the Learning Organization
65(1)
Learning Organizations in Action
66(2)
Modern Organizations Designs
68(6)
Horizontal Organizations
68(1)
Network Designs
69(3)
The Virtual Organization
72(2)
The Organizational Culture Context
74(4)
Definition and Characteristics
74(2)
Uniformity of Culture
76(2)
Creating and Maintaining a Culture
78(7)
How Organizational Cultures Start
78(2)
Maintaining Cultures through Steps of Socialization
80(3)
Changing Organizational Culture
83(2)
Summary
85(1)
Ending with Meta-Analytic Research Findings
86(1)
Questions for Discussion and Review
87(1)
Internet Exercise: The Structure and Culture of Organizations
87(1)
Real Case: Mike the Knife
88(1)
Real Case: Web-Based Organizations
88(1)
Organizational Behavior Case: The Outdated Structure
89(1)
Organizational Behavior Case: Keeping Things the Same
89(1)
Organizational Behavior Case: Out with the Old, In with the New
90(1)
Organizational Context: Reward Systems
91(32)
Learning Objectives
91(2)
Pay: The Dominant Organizational Reward
93(9)
The Theoretical Background on Money as a Reward
93(1)
Research on the Effectiveness of Pay
94(2)
Traditional Methods of Administering Pay
96(1)
Pay for Performance
97(4)
New Pay Techniques
101(1)
Recognition as an Organizational Reward
102(6)
Recognition versus Money
103(1)
Examples of Effective Formal Recognition Systems
104(4)
Benefits as Organizational Rewards
108(4)
Traditionally Offered Benefits
108(2)
Newer Types of Benefits
110(2)
Summary
112(1)
Ending with Meta-Analytic Research Findings
113(1)
Questions for Discussion and Review
114(1)
Internet Exercise: Rewards in the Workplace
115(1)
Real Case: How Much Are Execs Really Paid?
115(1)
Real Case: Rewarding Teamwork in the Plains
116(1)
Real Case: Different Strokes for Different Folks
117(1)
Organizational Behavior Case: Huge Benefits, Little Understanding or Use
118(1)
Experiential Exercises for Part One
119(1)
Exercise: Synthesis of Student and Instructor Needs
119(1)
Exercise: Work-Related Organizational Behavior: Implications for the Course
119(4)
PART TWO COGNITIVE PROCESSES OF ORGANIZATIONAL BEHAVIOR
123(120)
Consulting Best Practices
123(2)
Personality and Attitudes
125(32)
Learning Objectives
125(1)
The Meaning of Personality
125(11)
The Role of Heredity and the Brain
126(2)
Self-Esteem
128(1)
Person-Situation Interaction
129(1)
The Socialization Process
129(3)
The ``Big Five'' Personality Traits
132(3)
Myers-Briggs Type Indicator (MBTI)
135(1)
The Nature and Dimensions of Attitudes
136(5)
Components of Attitudes
137(1)
Functions of Attitudes
137(2)
Changing Attitudes
139(1)
Antecedents of Work-Related Attitudes: PA/NA
140(1)
Job Satisfaction
141(6)
What Is Meant by Job Satisfaction?
141(1)
Influences on Job Satisfaction
142(2)
Outcomes of Job Satisfaction
144(3)
Organizational Commitment
147(3)
The Meaning of Organizational Commitment
147(2)
The Outcomes of Organizational Commitment
149(1)
Guidelines to Enhance Organizational Commitment
149(1)
Organizational Citizenship Behaviors (OCBs)
149(1)
Summary
150(2)
Ending with Meta-Analytic Research Findings
152(1)
Questions for Discussion and Review
153(1)
Internet Exercise: Assessing Your Personality
154(1)
Real Case: It's All a Matter of Personality
154(1)
Organizational Behavior Case: Ken Leaves the Company
155(1)
Organizational Behavior Case: Doing His Share
155(2)
Motivational Needs and Processes
157(42)
Learning Objectives
157(1)
The Meaning of Motivation
158(1)
Primary Motives
158
General Motives
157(3)
The Curiosity, Manipulation, and Activity Motives
157(3)
The Affection Motives
160(1)
Secondary Motives
160(7)
The Power Motive
161(1)
The Achievement Motive
162(2)
The Affiliation Motive
164(1)
The Security Motive
165(1)
The Status Motive
165(1)
Intrinsic versus Extrinsic Motives
166(1)
Work-Motivation Approaches
167(1)
The Content Theories of Work Motivation
168(6)
Maslow's Hierarchy of Needs
169(2)
Herzberg's Two-Factor Theory of Motivation
171(2)
Alderfer's ERG Theory
173(1)
The Process Theories of Work Motivation
174(5)
Vroom's Expectancy Theory of Motivation
175(2)
The Porter-Lawler Model
177(2)
Contemporary Theories of Work Motivation
179(9)
Equity Theory of Work Motivation
179(3)
The Relationship between Equity Theory and Organizational Justice
182(1)
Attribution Theory
183(4)
Other Work Motivation Theories: Control and Agency
187(1)
Motivation across Cultures
188(4)
The Meaning of Work across Cultures
188(1)
Motivational Differences across Cultures
189(1)
Do Motivation Theories and Approaches Hold across Cultures?
190(2)
Summary
192(1)
Ending with Meta-Analytic Research Findings
193(1)
Questions for Discussion and Review
194(1)
Internet Exercises: What Types of Jobs Motivate You?
195(1)
Real Case: At UPS Managers Learn to Empathize with Their Employees
195(1)
Organizational Behavior Case: Star Salesperson
196(1)
Organizational Behavior Case: What Do They Want?
197(1)
Organizational Behavior Case: Tom, Dick, and Harry
197(2)
Positive Organizational Behavior
199(44)
Learning Objectives
199(1)
Positive Psychology
200(1)
Self-Efficacy/Confidence
201(10)
The Theoretical Background and Meaning of Self-Efficacy
201(3)
The Process and Impact of Self-Efficacy
204(1)
Sources of Self-Efficacy
205(3)
Implications for Self-Efficacy in the Workplace
208(3)
Optimism
211(5)
The Dimensions of Optimism
211(2)
Optimism in the Workplace
213(3)
Hope
216(1)
Resiliency
217(1)
Psychological Capital (PsyCap)
218(1)
Other Potential POB Dimensions
219(14)
Happiness or Subjective Well-Being (SWB)
219(1)
The Background on SWB
219(3)
Emotional Intelligence (EI)
222(1)
The Role of Emotion
222(3)
The Role of Intelligence
225(3)
The Meaning of Emotional Intelligence
228(2)
Emotional Intelligence in the Workplace
230(3)
Summary
233(3)
Ending with Meta-Analytic Research Findings
236(1)
Questions for Discussion and Review
236(1)
Internet Exercise: What Is Your IQ and EQ?
237(1)
Real Case: High Tech---High Fear
237(1)
Organizational Behavior Case: People Problems at HEI
238(2)
Experiential Exercises for Part Two
240(1)
Exercise: Self-Perception and Development of the Self-Concept
240(1)
Exercise: Motivation Questionnaire
240(3)
PART THREE DYNAMICS OF ORGANIZATIONAL BEHAVIOR
243(96)
Consulting Best Practices
243(2)
Stress and Conflict
245(35)
Learning Objectives
245(1)
The Emergence of Stress
245(3)
Contemporary Environment Demands
245(1)
What Stress Is, and Is Not
246(1)
What about Burnout?
247(1)
The Causes of Stress
248(7)
Extraorganizational Stressors
249(1)
Organizational Stressors
249(2)
Group Stressors
251(1)
Individual Stressors: The Role of Dispositions
252(3)
Intraindividual Conflict
255(5)
Conflict Due to Frustration
256(1)
Goal Conflict
257(1)
Role Conflict and Ambiguity
258(2)
Interactive Conflict
260(2)
Interpersonal Conflict
260(1)
Intergroup Behavior and Conflict
261(1)
The Effects of Stress and Intraindividual Conflict
262(3)
Physical Problems Due to Stress and Conflict
262(1)
Psychological Problems Due to Stress and Conflict
263(1)
Behavioral Problems Due to Stress and Conflict
264(1)
Coping Strategies for Stress and Conflict
265(5)
Individual Coping Strategies
266(2)
Organizational Coping Strategies
268(2)
Negotiation Skills: Going beyond Conflict Management
270(3)
Traditional Negotiation Approaches
270(2)
Contemporary Negotiation Skills
272(1)
Summary
273(1)
Ending with Meta-Analytic Research Findings
274(2)
Questions for Discussion and Review
276(1)
Internet Exercise: Managing Stress in Organizations
276(1)
Real Case: When Workers Just Can't Cope
276(1)
Real Case: Round-the-Clock Stress
277(1)
Organizational Behavior Case: Sorry, No Seats Are Left; Have a Nice Flight
278(1)
Organizational Behavior Case: A Gnawing Stomachache
279(1)
Organizational Behavior Case: Drinking Up the Paycheck
279(1)
Power and Politics
280(26)
Learning Objectives
280(1)
The Meaning of Power
281(9)
The Distinctions among Power, Authority, and Influence
281(1)
The Classifications of Power
282(4)
Contingency Approaches to Power
286(4)
The Special Case of Empowerment
290(4)
The Complexity of Empowerment
291(1)
Putting Empowerment into Action
292(2)
Political Implications of Power
294(8)
A Political Perspective of Power in Organizations
295(1)
Specific Political Strategies for Power Acquisition
296(5)
A Final Word on Power and Politics
301(1)
Summary
302(1)
Ending with Meta-Analytic Research Findings
302(1)
Questions for Discussion and Review
303(1)
Internet Exercise: The Uses and Abuses of Power
304(1)
Real Case: Fighting Back
304(1)
Organizational Behavior Case: Throwing Away a Golden Opportunity
305(1)
Groups and Teams
306(33)
Learning Objectives
306(1)
The Nature of Groups
306(8)
The Meaning of a Group and Group Dynamics
307(1)
The Dynamics of Group Formation
307(3)
Types of Groups
310(2)
Implications from Research on Group Dynamics
312(1)
Group/Team Effectiveness
313(1)
The Dynamics of Informal Groups
314(3)
Norms and Roles in Informal Groups
314(1)
The Informal Organization
315(2)
The Dysfunctions of Groups and Teams
317(2)
Norm Violation and Role Ambiguity/Conflict
317(1)
The Groupthink, Conformity Problem
317(1)
Risky Shift Phenomenon
318(1)
Dysfunctions in Perspective
318(1)
Social Loafing
319(1)
Teams in the Workplace
319(8)
The Nature of a Team
320(1)
Cross-Functional Teams
321(1)
Virtual Teams
322(1)
Self-Managed Teams
323(1)
How to Make Teams More Effective
323(4)
Summary
327(1)
Ending with Meta-Analytic Research Findings
328(1)
Questions for Discussion and Review
328(1)
Internet Exercise: Work Environment in Team-Based Organizations
329(1)
Real Case: There Are Teams, and There Are Teams
329(1)
Organizational Behavior Case: The Schoolboy Rookie
330(1)
Organizational Behavior Case: The Blue-Ribbon Committee
331(1)
Experiential Exercises for Part Three
332(1)
Exercise: Groups and Conflict Resolution
332(2)
Exercise: NASA Moon Survival Task
334(1)
Exercise: TGIF (Thank God It's Friday!)
335(3)
Exercise: Power and Politics
338(1)
PART FOUR MANAGING AND LEADING FOR HIGH PERFORMANCE
339(139)
Consulting Best Practices
339(5)
Managing Performance through Job Design and Goal Setting
344(30)
Learning Objectives
344(1)
Job Design
344(11)
Background on Job Design
346(2)
Job Enrichment
348(1)
The Job Characteristics Approach to Task Design
349(2)
Diagnosing and Measuring Task Scope
351(1)
Practical Guidelines for Redesigning Jobs
352(1)
Engagement, Disengagement, and Social Information Processing
353(2)
Quality of Work Life, Sociotechnical Design, and HPWPs
355(4)
Quality of Work Life (QWL)
355(1)
Sociotechnical Design
356(1)
High-Performance Work Practices (HPWPs)
357(2)
Goal Setting
359(9)
Theoretical Background of Goal Setting
359(2)
Research on the Impact of Goal Setting
361(3)
Other Theoretically Related and Performance Management Techniques Associated with Goal Setting
364(1)
The Application of Goal Setting to Organizational System Performance
365(2)
Impact on the Psychological Contract
367(1)
Summary
368(1)
Ending with Meta-Analytic Research Findings
369(2)
Questions for Discussion and Review
371(1)
Internet Exercise: What Is the Motivation Potential of Jobs at Southwest Airlines?
371(1)
Real Case: Making It a Nice Place to Work
372(1)
Organizational Behavior Case: The Rubber Chicken Award
373(1)
Organizational Behavior Case: Specific Goals for Human Service
373(1)
Behavioral Performance Management
374(34)
Learning Objectives
374(1)
Learning Theory Background
375(5)
Behavioristic Theories
375(2)
Cognitive Theories
377(1)
Social Learning and Social Cognitive Theory
378(2)
Principles of Learning: Reinforcement and Punishment
380(5)
Laws of Behavior
380(1)
Critique of Reinforcement Theory
380(2)
Reinforcement as Used in Behavioral Management
382(1)
Positive and Negative Reinforcers
382(1)
The Use of Punishment
383(2)
The Role of Organizational Reward Systems
385(5)
Analysis of Money as a Reinforcer
386(1)
Nonfinancial Rewards
387(3)
Behavioral Performance Management, or O.B. Mod.
390(12)
Step 1: Identification of Performance Behaviors
393(1)
Step 2: Measurement of the Behavior
394(1)
Step 3: Functional Analysis of the Behavior
395(1)
Step 4: Development of an Intervention Strategy
395(4)
Step 5: Evaluation to Ensure Performance Improvement
399(1)
Application of Behavioral Management
400(1)
Manufacturing versus Service Applications
401(1)
Summary
402(1)
Ending with Meta-Analytic Research Findings
402(2)
Questions for Discussion and Review
404(1)
Internet Exercise: Applying Behavior Management Principles to Athletic Performance
404(1)
Real Case: Rewarding Big Time for Failure
404(1)
Organizational Behavior Case: Contrasting Styles
405(1)
Organizational Behavior Case: Volunteers Can't Be Punished
406(1)
Organizational Behavior Case: Up the Piece Rate
406(1)
Organizational Behavior Case: A Tardiness Problem
407(1)
Effective Leadership Processes
408(33)
Learning Objectives
408(1)
What Is Leadership?
408(2)
The Historically Important Studies on Leadership
410(3)
The Iowa Leadership Studies
410(2)
The Ohio State Leadership Studies
412(1)
The Early Michigan Leadership Studies
413(1)
Traditional Theories of Leadership
413(10)
Trait Theories of Leadership
413(2)
From Traits to States and Skills Development
415(1)
Group and Exchange Theories of Leadership
416(2)
Contingency Theory of Leadership
418(2)
Path-Goal Leadership Theory
420(3)
Modern Theoretical Processes of Leadership
423(12)
Charismatic Leadership Theories
423(1)
Transformational Leadership Theory
424(2)
A Social Cognitive Approach
426
Substitutes for Leadership
248(181)
Authentic Leadership
429(1)
Leadership across Cultures
430(2)
Project GLOBE and the Future of International Leadership Studies
432(3)
Summary
435(1)
Ending with Meta-Analytic Research Findings
436(1)
Questions for Discussion and Review
437(1)
Internet Exercise: Leading in Times of Crisis
438(1)
Real Case: No Organization Chart and an 80-Blank-Pages Policy Manual
438(1)
Real Case: A Defining Year for Corporate Leadership
439(2)
Great Leaders: Styles, Activities, and Skills
441(37)
Learning Objectives
441(1)
Leadership in the New Environment
442(2)
Leadership Styles
444(5)
Style Implications of the Classic Studies and the Modern Theories
444(3)
Classic Styles
447(1)
Leadership Styles in Perspective
448(1)
The Roles and Activities of Leadership
449(8)
Leader/Manager Roles
450(1)
Activities of Successful and Effective Leaders: The Real Managers Study
451(6)
Leadership Skills
457(8)
What Skills Do Leaders Need?
458(2)
Traditional Leadership Development Programs
460(2)
Contemporary Leadership Development Approaches
462(1)
Other Indirect Techniques for Developing Leadership Effectiveness
463(2)
Summary
465(1)
Ending with Meta-Analytic Research Findings
466(1)
Questions for Discussion and Review
467(1)
Internet Exercise: Leaders as Coaches
467(1)
Real Case: Jeanne P. Jackson: A Retailing Leader
467(1)
Real Case: He's the Best---Or Is He?
468(1)
Organizational Behavior Case: The Puppet
469(1)
Experiential Exercises for Part Four
470(1)
Exercise: Job Design Survey
470(2)
Exercise: Role Playing and O.B. Mod.
472(1)
Exercise: Leadership Questionnaire
473(3)
Exercise: Paper Plane Corporation
476(2)
Footnote References and Supplemental Readings 478(80)
References for Application, Boxes and Real Cases 558(4)
Index 562


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