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Organizational Behavior and SAL CD-ROM Pkg

by ;
Edition:
13th
ISBN13:

9780131890954

ISBN10:
0131890956
Format:
Hardcover
Pub. Date:
1/1/2009
Publisher(s):
Prentice Hall

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This is the 13th edition with a publication date of 1/1/2009.
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Summary

With its conversational writing style, cutting-edge content, current examples, the three-level integrative model, dialogues, and technological learning tools, Organizational Behaviorremains theglobal book, used by more readers interested in the topic than any other since 1979. The 12th edition retains all of the best features of the previous editions, yet adds much more: contemporary issues and research have been included into a seamless, whole, and comprehensive tome. Many topics are comprehensively covered, but on the whole, this book is written in a conversational, easy to read style. Topics include: management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.

Table of Contents

Preface i
Part One Introduction
2(40)
What Is Organizational Behavior?
2(40)
What Managers Do
4(5)
Management Functions
5(1)
Management Roles
6(1)
Management Skills
7(1)
Effective Versus Successful Managerial Activities
8(1)
A Review of the Manager's Job
9(1)
Enter Organizational Behavior
9(1)
Complementing Intuition with Systematic Study
10(2)
Contributing Disciplines to the OB Field
12(2)
Psychology
12(1)
Social Psychology
12(1)
Sociology
13(1)
Anthropology
14(1)
There Are Few Absolutes in OB
14(1)
Challenges and Opportunities for OB
14(12)
Responding to Globalization
15(1)
Managing Workforce Diversity
16(3)
Improving Quality and Productivity
19(1)
Responding to the Coming Labor Shortage
20(1)
Improving Customer Service
21(1)
Improving People Skills
22(1)
Empowering People
22(1)
Stimulating Innovation and Change
23(1)
Coping with ``Temporariness''
23(1)
Working in Networked Organizations
24(1)
Helping Employees Balance Work-Life Conflicts
25(1)
Improving Ethical Behavior
25(1)
Coming Attractions: Developing an OB Model
26(8)
An Overview
26(1)
The Dependent Variables
27(4)
The Independent Variables
31(1)
Toward a Contingency OB Model
32(2)
Summary and Implications for Managers
34
Myth or Science? ``Preconceived Notions Versus Substantive Evidence''
11(6)
Ob in the News How Globalization Is Changing Labor Markets
17(13)
International Ob Transfer Pricing and International Corporate Deviance
30(5)
Point/Counterpoint In Search of the Quick Fix
35(1)
Questions for Review
36(1)
Questions for Critical Thinking
36(1)
Team Exercise Workforce Diversity
36(1)
Ethical Dilemma Lying in Business
37(1)
Case Incident 1 How a UPS Manager Cut Turnover
38(1)
Case Incident 2 Workplace Violence
39(3)
Part Two The Individual
42(256)
Foundations of Individual Behavior
42(30)
Ability
44(4)
Intellectual Abilities
44(3)
Physical Abilities
47(1)
The Ability-Job Fit
48(1)
Biographical Characteristics
48(5)
Age
49(1)
Gender
50(1)
Race
51(1)
Tenure
52(1)
Learning
53(11)
A Definition of Learning
53(1)
Theories of Learning
53(4)
Shaping: A Managerial Tool
57(7)
Summary and Implications for Managers
64
International Ob The Benefits of Cultural Intelligence
46(12)
Myth or Science? ``You Can't Teach an Old Dog New Tricks!''
58(1)
Ob in the News Learning How to Reward CEOs
59(1)
Self-Assessment Library How Good Am I at Disciplining Others?
59(6)
Point/Counterpoint All Human Behavior Is Learned
65(1)
Questions for Review
66(1)
Questions for Critical Thinking
66(1)
Team Exercise Positive Reinforcement Versus Punishment
66(1)
Ethical Dilemma Is Ob Mod a Form of Manipulation?
67(1)
Case Incident 1 Managers Who Use Punishment
67(1)
Case Incident 2 Professional Sports: Rewarding and Punishing the Same Behavior?
68(4)
Attitudes and Job Satisfaction
72(32)
Attitudes
74(11)
What Are the Main Components of Attitudes?
74(1)
How Consistent Are Attitudes?
75(2)
Does Behavior Always Follow from Attitudes?
77(2)
What Are the Major Job Attitudes?
79(4)
How Are Employee Attitudes Measured?
83(1)
What Is the Importance of Attitudes to Workplace Diversity?
84(1)
Job Satisfaction
85(8)
Measuring Job Satisfaction
85(1)
How Satisfied Are People in Their Jobs?
86(1)
What Causes Job Satisfaction?
87(2)
The Impact of Dissatisfied and Satisfied Employees on the Workplace
89(4)
Summary and Implications for Managers
93
International Ob Chinese Employees and Organizational Commitment
81(4)
Ob in the News Job Satisfaction Hits Record Lows
85(2)
Self-Assessment Library How Satisfied Am I with My Job?
87(2)
Myth or Science? ``Happy Workers Are Productive Workers''
89(5)
Point/Counterpoint Managers Can Create Satisfied Employees
94(1)
Questions for Review
95(1)
Questions for Critical Thinking
95(1)
Team Exercise Self-Employment and Job Satisfaction
96(1)
Ethical Dilemma Are Americans Overworked?
96(1)
Case Incident 1 Albertsons Work on Employee Attitudes
97(1)
Case Incident 2 Long Hours, Hundreds of E-mails, and No Sleep: Does This Sound Like a Satisfying Job?
98(6)
Personality and Values
104(40)
Personality
106(14)
What Is Personality?
106(1)
Personality Determinants
106(2)
Personality Traits
108(4)
Measuring Personality
112(1)
Major Personality Attributes Influencing OB
113(5)
Personality and National Culture
118(2)
Values
120(10)
Importance of Values
121(1)
Types of Values
121(3)
Values, Loyalty, and Ethical Behavior
124(1)
Values Across Cultures
125(5)
Linking an Individual's Personality and Values to the Workplace
130(4)
Summary and Implications for Managers
134
Self-Assessment Library What's My Basic Personality?
110(9)
Myth or Science? ``Deep Down, People Are All Alike''
119(1)
International Ob A Global Personality
120(10)
Ob in the News Are Americans' Values Different?
130(5)
Point/Counterpoint Traits Are Powerful Predictors of Behavior
135(1)
Questions for Review
136(1)
Questions for Critical Thinking
136(1)
Team Exercise Challenges in Negotiating with Chinese Executives
136(1)
Ethical Dilemma Hiring Based on Genetic Data
137(1)
Case Incident 1 The Rise and Fall of Carly Fiorina
137(1)
Case Incident 2 A Diamond Personality
138(6)
Perception and Individual Decision Making
144(40)
What Is Perception
146(1)
Factors Influencing Perception
146(2)
Person Perception: Making Judgments About Others
148(7)
Attribution Theory
148(2)
Frequently Used Shortcuts in Judging Others
150(3)
Specific Applications of Shortcuts in Organizations
153(2)
The Link between Perception and Individual Decision Making
155(1)
How Should Decisions Be Made?
156(4)
The Rational Decision-Making Process
156(2)
Improving Creativity in Decision Making
158(2)
How Are Decisions Actually Made in Organizations?
160(11)
Bounded Rationality
161(1)
Common Biases and Errors
162(4)
Intuition
166(2)
Individual Differences
168(1)
Organizational Constraints
169(2)
Cultural Differences
171(1)
What About Ethics in Decision Making?
171(2)
Three Ethical Decision Criteria
172(1)
Ethics and National Culture
173(1)
Summary and Implications for Managers
173
International Ob Can Negative Perceptions Dampen International Business Relations?
151(8)
Self-Assessment Library How Creative Am I?
159(8)
Ob in the News Google and the Winner's Curse
167(5)
Myth or Science? ``Ethical People Don't Do Unethical Things''
172(4)
Point/Counterpoint When in Doubt, Do!
176(1)
Questions for Review
177(1)
Questions for Critical Thinking
177(1)
Team Exercise Biases in Decision Making
177(1)
Ethical Dilemma Five Ethical Decisions: What Would You Do?
178(1)
Case Incident 1 J&J Automotive Sales
178(1)
Case Incident 2 Whistle-Blowers: Saints or Sinners?
179(5)
Motivation Concepts
184(40)
Defining Motivation
186(1)
Early Theories of Motivation
186(6)
Hierarchy of Needs Theory
187(1)
Theory X and Theory Y
188(1)
Two-Factor Theory
189(3)
Contemporary Theories of Motivation
192(18)
McClelland's Theory of Needs
192(2)
Cognitive Evaluation Theory
194(3)
Goal-Setting Theory
197(2)
MBO Programs: Putting Goal-Setting Theory into Practice
199(1)
Self-Efficacy Theory
200(2)
Reinforcement Theory
202(1)
Equity Theory
203(5)
Expectancy Theory
208(2)
Integrating Contemporary Theories of Motivation
210(2)
Caveat Emptor: Motivation Theories Are Often Culture-Bound
212(1)
Summary and Implications for Managers
213
Myth or Science? ``People Are Inherently Lazy''
188(5)
Ob in the News What Do Employees Want?
193(3)
International Ob How Managers Evaluate Their Employees Depends on Culture
196(3)
Self-Assessment Library What Are My Course Performance Goals?
199(16)
Point/Counterpoint Money Motivates!
215(1)
Questions for Review
216(1)
Questions for Critical Thinking
216(1)
Team Exercise Goal-Setting Task
216(1)
Ethical Dilemma Is Motivation Manipulation?
217(1)
Case Incident 1 Frustrated at Age 30
217(1)
Case Incident 2 Bullying Bosses
218(6)
Motivation: From Concepts to Applications
224(34)
Motivating by Changing the Nature of the Work Environment
226(9)
The Job Characteristics Model
226(2)
How Can Jobs Be Redesigned?
228(4)
Alternative Work Arrangements
232(3)
Don't Forget Ability and Opportunity
235(1)
Employee Involvement
235(2)
Examples of Employee Involvement Programs
236(1)
Linking Employee Involvement Programs and Motivation Theories
237(1)
Rewarding Employees
237(10)
What to Pay: Establishing a Pay Structure
237(1)
How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
238(4)
How to Pay: Rewarding Individual Employees Through Skill-Based Pay Plans
242(1)
Linking Skill-Based Pay Plans to Motivation Theories
243(1)
Skill-Based Pay in Practice
243(1)
Flexible Benefits: Developing a Benefits Package
244(1)
Intrinsic Rewards: Employee Recognition Programs
245(2)
Summary and Implications for Managers
247
Self-Assessment Library What's My Job's Motivating Potential?
228(2)
Myth or Science? ``Everyone Wants a Challenging Job''
230(12)
Ob in the News The Rise and Fall of Stock Options
242(5)
International Ob Cultural Differences in Job Characteristics and Job Satisfaction
247(2)
Point/Counterpoint Professional Employees Are More Difficult to Motivate
249(1)
Questions for Review
250(1)
Questions for Critical Thinking
250(1)
Team Exercise Assessing Employee Motivation and Satisfaction Using the Job Characteristics Model
250(1)
Ethical Dilemma Are American CEOs Paid Too Much?
251(1)
Case Incident 1 When the Perks Fade
252(1)
Case Incident 2 Thanks for Nothing
253(5)
Emotions and Moods
258(40)
What Are Emotions and Moods?
260(14)
A Basic Set of Emotions
262(1)
Some Aspects of Emotions
262(2)
Mood as Positive and Negative Affect
264(2)
Sources of Emotions and Moods
266(5)
External Constraints on Emotions
271(3)
Emotional Labor
274(3)
Felt Versus Displayed Emotions
274(2)
Are Emotionally Demanding Jobs Rewarded with Better Pay?
276(1)
Affective Events Theory
277(1)
Emotional Intelligence
278(3)
The Case for El
279(1)
The Case Against El
280(1)
Ob Applications of Emotions and Moods
281(5)
Selection
281(1)
Decision Making
281(1)
Creativity
282(1)
Motivation
282(1)
Leadership
283(1)
Interpersonal Conflict
284(1)
Negotiation
284(1)
Customer Service
284(1)
Job Attitudes
285(1)
Deviant Workplace Behaviors
285(1)
How Managers Can Influence Moods
285(1)
Summary and Implications for Managers
286
Myth or Science? ``Does Sharing Good News Affect Our Mood?''
270(3)
International Ob Emotional Recognition: Universal or Culture-Specific?
273(8)
Self Assessment Library What's My Emotional Intelligence Score?
281(5)
Ob in the News Workplace Grief Costs U.S. Employers Billions
286(2)
Point/Counterpoint The Costs and Benefits of Organizational Display Rules
288(1)
Questions for Review
289(1)
Questions for Critical Thinking
289(1)
Team Exercise Who Can Catch a Liar?
289(1)
Ethical Dilemma Are Workplace Romances Unethical?
290(1)
Case Incident 1 The Upside of Anger?
290(1)
Case Incident 2 Abusive Customers Cause Emotions to Run High
291(7)
Part Three The Group
298(238)
Foundations of Group Behavior
298(38)
Defining and Classifying Groups
300(2)
Stages of Group Development
302(2)
The Five-Stage Model
302(1)
An Alternative Model: For Temporary Groups with Deadlines
303(1)
Group Properties: Roles, Norms, Status, Size, and Cohesiveness
304(15)
Roles
304(4)
Norms
308(5)
Status
313(3)
Size
316(2)
Cohesiveness
318(1)
Group Decision Making
319(7)
Groups Versus the Individual
319(2)
Groupthink and Groupshift
321(2)
Group Decision-Making Techniques
323(3)
Summary and Implications for Managers
326
Self-Assessment Library Do I Trust Others?
301(16)
Ob in the News Goofing-Off in the Twenty-First Century: Cyberloafing
317(2)
International Ob Group Cohesiveness Across Cultures
319(2)
Myth or Science? ``Are Two Heads Better Than One?''
321(7)
Point/Counterpoint All Jobs Should Be Designed Around Groups
328(1)
Questions for Review
329(1)
Questions for Critical Thinking
329(1)
Team Exercise Wildness Survival
329(1)
Ethical Dilemma Arab Discrimination
330(1)
Case Incident 1 Role Conflict Among Telephone Service Employees
331(1)
Case Incident 2 The Dangers of Groupthink
331(5)
Understanding Work Teams
336(30)
Why Have Teams Become So Popular?
338(1)
Differences Between Groups and Teams
339(1)
Types of Teams
340(4)
Problem-Solving Teams
340(1)
Self-Managed Work Teams
340(1)
Cross-Functional Teams
341(1)
Virtual Teams
342(2)
Creating Effective Teams
344(9)
Context
345(1)
Composition
346(5)
Work Design
351(1)
Process
351(2)
Turning Individuals into Team Players
353(2)
The Challenge
354(1)
Shaping Team Players
354(1)
Teams and Quality Management
355(1)
Beware! Teams Aren't Always the Answer
356(1)
Summary and Implications for Managers
357
Ob in the News Teams Work to Save Lives in Tsunami-Stricken Asia
338(5)
International Ob Global Virtual Teams
343(10)
Self Assessment Library How Good Am I at Building and Leading a Team?
353(5)
Point/Counterpoint Sports Teams Are Good Models for Workplace Teams
358(1)
Questions for Review
359(1)
Questions for Critical Thinking
359(1)
Team Exercise Fixed Versus Variable Flight Crews
359(1)
Ethical Dilemma Pressure To Be a Team Player
359(1)
Case Incident 1 A Virtual Team at T.A. Stearns
360(1)
Case Incident 2 Team-Building Retreats
361(5)
Communication
366(34)
Functions of Communication
368(1)
The Communication Process
369(1)
Direction of Communication
370(1)
Downward
370(1)
Upward
370(1)
Lateral
371(1)
Interpersonal Communication
371(3)
Oral Communication
371(1)
Written Communication
372(1)
Nonverbal Communication
373(1)
Organizational Communication
374(8)
Formal Small-Group Networks
374(1)
The Grapevine
375(1)
Computer-Aided Communication
376(4)
Knowledge Management
380(2)
Choice of Communication Channel
382(1)
Barriers to Effective Communication
383(3)
Filtering
383(1)
Selective Perception
384(1)
Information Overload
384(1)
Emotions
384(1)
Language
384(1)
Communication Apprehension
385(1)
Current Issues in Communication
386(6)
Communication Barriers Between Women and Men
386(1)
Silence as Communication
387(1)
``Politically Correct'' Communication
387(2)
Cross-Cultural Communication
389(3)
Summary and Implications for Managers
392(1)
International Ob Lost in Translation?
392
Ob in the News Internet Gripe Sites: A Challenge for Management
380(5)
Myth or Science? ``People Are Good at Catching Liars at Work''
385(6)
Myth or Science? ``Are East Asians More Responsive to Indirect Communication?''
391(1)
Self Assessment Library How Good Are My Listening Skills?
391(3)
Point/Counterpoint Open-Book Management Improves the Bottom Line
394(1)
Questions for Review
395(1)
Questions for Critical Thinking
395(1)
Team Exercise An Absence of Nonverbal Communication
395(1)
Ethical Dilemma Defining the Boundaries of Technology
396(1)
Case Incident 1 James W. Caruso Has Communication Problems
396(1)
Case Incident 2 The Business of Blogs
396(4)
Basic Approaches to Leadership
400(28)
What Is Leadership?
402(1)
Trait Theories
402(3)
Behavioral Theories
405(3)
Ohio State Studies
405(1)
University of Michigan Studies
406(1)
The Managerial Grid
407(1)
Summary of Trait Theories and Behavioral Theories
408(1)
Contingency Theories
408(11)
Fiedler Model
409(4)
Hersey and Blanchard's Situational Theory
413(1)
Leader-Member Exchange Theory
414(1)
Path-Goal Theory
415(1)
Contingency Variables and Predictions
416(1)
Leader-Participation Model
417(2)
Summary and Implications for Managers
419
Ob in the News Managers Speak Out on Leadership Competencies
404(4)
Self-Assessment Library What's My Leadership Style?
408(4)
Myth or Science? ``It's Experience That Counts!''
412(7)
International Ob Cultivating an International Perspective: A Necessity for Leaders
419(1)
Point/Counterpoint The Perils of Leadership Training
420(1)
Questions for Review
421(1)
Questions for Critical Thinking
421(1)
Team Exercise Debate: Do Leaders Really Matter?
421(1)
Ethical Dilemma Do Ends Justify the Means?
422(1)
Case Incident 1 Moving from Colleague to Supervisor
422(1)
Case Incident 2 Barack Obama
423(5)
Contemporary Issues in Leadership
428(40)
Framing: Using Words to Shape Meaning and Inspire Others
430(1)
Inspirational Approaches to Leadership
431(9)
Charismatic Leadership
431(1)
Transformational Leadership
431(9)
Authentic Leadership: Ethics and Trust Are the Foundation of Leadership
440(7)
What Is Authentic Leadership?
440(1)
Ethics and Leadership
441(1)
What Is Trust?
442(1)
Trust and Leadership
443(1)
Three Types of Trust
443(1)
Basic Principles of Trust
444(1)
Is Trust in Our Leaders in Decline?
445(2)
Contemporary Leadership Roles
447(6)
Providing Team Leadership
447(1)
Mentoring
448(2)
Self-Leadership
450(1)
Online Leadership
451(2)
Challenges to the Leadership Construct
453(3)
Leadership as an Attribution
454(1)
Substitutes and Neutralizers to Leadership
455(1)
Finding and Creating Effective Leaders
456(1)
Selection
456(1)
Training
457(1)
Summary and Implications for Managers
457
Ob in the News War and the Art of Framing
431(5)
Self Assessment Library How Charismatic Am I?
436(14)
Myth or Science? ``Men Make Better Leaders Than Women''
450(4)
International Ob Cultural Variation in Charismatic Attributions
454(5)
Point/Counterpoint Leadership Is Culturally Bound
459(1)
Questions for Review
460(1)
Questions for Critical Thinking
460(1)
Team Exercise You Be the Judge: Which Vision Statement Is Effective?
460(1)
Ethical Dilemma Ethical Leadership or Would You Work Here?
461(1)
Case Incident 1 Will George W. Bush Be a Great President?
461(1)
Case Incident 2 Generation Gap: Mentors and Proteges
462(6)
Power and Politics
468(34)
A Definition of Power
470(1)
Contrasting Leadership and Power
470(1)
Bases of Power
471(3)
Formal Power
471(1)
Personal Power
472(1)
Which Bases of Power Are Most Effective?
473(1)
Dependency: The Key to Power
474(2)
The General Dependency Postulate
474(1)
What Creates Dependency?
474(2)
Power Tactics
476(2)
Power in Groups: Coalitions
478(1)
Sexual Harassment: Unequal Power in the Workplace
479(2)
Politics: Power in Action
481(11)
Definition
481(1)
The Reality of Politics
482(2)
Factors Contributing to Political Behavior
484(3)
How Do People Respond to Organizational Politics?
487(2)
Impression Management
489(2)
The Ethics of Behaving Politically
491(1)
Summary and Implications for Managers
492
Ob in the News At University of Kansas: Coach Gets Boss Fired?
475(2)
International Ob Influence Tactics in China
477(7)
Myth or Science? ``It's Not What You Know, It's Who You Know''
484(8)
Self Assessment Library How Good Am I at Playing Politics?
492(2)
Point/Counterpoint Managing Impressions Is Unethical
494(1)
Questions for Review
495(1)
Questions for Critical Thinking
495(1)
Team Exercise Understanding Power Dynamics
495(1)
Ethical Dilemma Swapping Personal Favors?
496(1)
Case Incident 1 Bill Fowler at Blackmer/Dover Resources Inc.
496(1)
Case Incident 2 The Politics of Backstabbing
497(5)
Conflict and Negotiation
502(34)
A Definition of Conflict
504(1)
Transitions in Conflict Thought
505(1)
The Traditional View
505(1)
The Human Relations View
505(1)
The Interactionist View
505(1)
The Conflict Process
506(10)
Stage I: Potential Opposition or Incompatibility
506(3)
Stage II: Cognition and Personalization
509(1)
Stage III: Intentions
510(1)
Stage IV: Behavior
511(1)
Stage V: Outcomes
512(4)
Negotiation
516(11)
Bargaining Strategies
516(4)
The Negotiation Process
520(1)
Issues in Negotiation
521(6)
Summary and Implications for Managers
527
Myth or Science? ``The Source of Most Conflicts Is Lack of Communication''
507(18)
International Ob Negotiating Across Cultures
525(1)
Self Assessment Library What's My Negotiating Style?
525(1)
Ob in the News An Effective Negotiation Experience
526(3)
Point Counterpoint Conflict Benefits Organizations
529(1)
Questions for Review
530(1)
Questions for Critical Thinking
530(1)
Team Exercise A Negotiation Role Play
530(1)
Ethical Dilemma Is It Unethical to Lie and Deceive During Negotiations?
531(1)
Case Incident 1 Schneider National
532(1)
Case Incident 2 Negotiation Puts Hockey in the Penalty Box
532(4)
Part Four The Organization System
536(106)
Foundations of Organization Structure
536(34)
What Is Organizational Structure
538(7)
Work Specialization
538(2)
Departmentalization
540(1)
Chain of Command
541(1)
Span of Control
542(1)
Centralization and Decentralization
543(2)
Formalization
545(1)
Common Organizational Designs
545(5)
The Simple Structure
545(1)
The Bureaucracy
546(2)
The Matrix Structure
548(2)
New Design Options
550(4)
The Team Structure
550(1)
The Virtual Organization
550(2)
The Boundaryless Organization
552(2)
Why Do Structures Differ?
554(5)
Strategy
554(2)
Organization Size
556(1)
Technology
556(1)
Environment
557(2)
Organizational Designs and Employee Behavior
559(2)
Summary and Implications for Managers
561
Ob in the News There Is No One Right Span of Control
543(1)
Self Assessment Library How Willing Am I to Delegate?
544(4)
International Ob Structural Considerations in Multinationals
548(10)
Myth or Science: ``Bureaucracy Is Dead''
558(6)
Point/Counterpoint Technology Is Reshaping Organizations
564(1)
Questions for Review
565(1)
Questions for Critical Thinking
565(1)
Team Exercise Authority Figures
565(1)
Ethical Dilemma Just Following Orders
566(1)
Case Incident 1 ``I Detest Bureaucracy''
566(1)
Case Incident 2 No Bosses at W. L. Gore & Associates
567(3)
Organizational Culture
570(36)
Institutionalization: A Forerunner of Culture
572(1)
What Is Organizational Culture?
572(6)
A Definition
573(2)
Culture Is a Descriptive Term
575(1)
Do Organizations Have Uniform Cultures?
575(1)
Strong Versus Weak Cultures
576(1)
Culture Versus Formalization
577(1)
Organizational Culture Versus National Culture
578(1)
What Do Cultures Do?
578(3)
Culture's Functions
578(1)
Culture as a Liability
579(2)
Creating and Sustaining Culture
581(6)
How a Culture Begins
581(1)
Keeping a Culture Alive
582(4)
Summary: How Cultures Form
586(1)
How Employees Learn Culture
587(2)
Stories
587(1)
Rituals
587(1)
Material Symbols
587(1)
Language
588(1)
Creating an Ethical Organizational Culture
589(1)
Creating a Customer-Responsive Culture
590(2)
Key Variables Shaping Customer-Responsive Cultures
590(1)
Managerial Action
590(2)
Spirituality and Organizational Culture
592(3)
What Is Spirituality?
592(1)
Why Spirituality Now?
592(1)
Characteristics of a Spiritual Organization
593(1)
Criticisms of Spirituality
594(1)
Summary and Implications for Managers
595
Self Assessment Library What's the Right Organizational Culture for Me?
575(2)
International Ob A Good Organizational Culture Knows No Boundaries
577(2)
Ob in the News A Strong Culture Keeps Managers Aboard at Bubba Gump Shrimp Co.
579(1)
Myth or Science? ``Success Breeds Success''
580(17)
Point/Counterpoint Organizational Cultures Can't Be Changed
597(1)
Questions for Review
598(1)
Questions for Critical Thinking
598(1)
Team Exercise Rate Your Classroom Culture
598(1)
Ethical Dilemma Is Involuntary Ethics Training Unethical?
599(1)
Case Incident 1 Southwest Airlines Faces New Challenges
600(1)
Case Incident 2 Wegmans
601(5)
Human Resource Policies and Practices
606(36)
Selection Practices
608(6)
How the Selection Process Works
608(1)
Initial Selection
608(2)
Substantive Selection
610(3)
Contingent Selection
613(1)
Training and Development Programs
614(4)
Types of Training
614(2)
Training Methods
616(1)
Individualizing Formal Training to Fit the Employee's Learning Style
617(1)
Evaluating Effectiveness
618(1)
Performance Evaluation
618(9)
Purposes of Performance Evaluation
619(1)
What Do We Evaluate?
619(1)
Who Should Do the Evaluating?
620(2)
Methods of Performance Evaluation
622(2)
Suggestions for Improving Performance Evaluations
624(2)
Providing Performance Feedback
626(1)
International Human Resource Practices: Selected Issues
627(2)
Selection
627(1)
Performance Evaluation
628(1)
Managing Diversity in Organizations
629(3)
Work-Life Conflicts
629(2)
Diversity Training
631(1)
Summary and Implications for Managers
632
Myth or Science? ``It's First Impressions That Count!''
612(4)
International Ob Cultural Training
616(8)
Ob in the News The Rise and Fall of Forced Ranking
624(3)
Self Assessment Library How Good Am I at Giving Performance Feedback?
627(7)
Point/Counterpoint Get Rid of the SAT and ACT as Tools to Select Students
634(1)
Questions for Review
635(1)
Questions for Critical Thinking
635(1)
Team Exercise Evaluating Performance and Providing Feedback
635(1)
Ethical Dilemma Is It Unethical to ``Shape'' Your Resume?
636(1)
Case Incident 1 A Unique Training Program at UPS
636(1)
Case Incident 2 Job Candidates Without Strong SAT Scores Need Not Apply
637(5)
Part Five Organizational Dynamics
642(44)
Organizational Change and Stress Management
642(44)
Forces for Change
644(2)
Managing Planned Change
646(1)
Resistance to Change
647(4)
Overcoming Resistance to Change
648(2)
The Politics of Change
650(1)
Approaches to Managing Organizational Change
651(7)
Lewin's Three-Step Model
651(2)
Kotter's Eight-Step Plan for Implementing Change
653(1)
Action Research
653(1)
Organizational Development
654(4)
Contemporary Change Issues for Today's Managers
658(7)
Technology in the Workplace
658(2)
Stimulating Innovation
660(2)
Creating a Learning Organization
662(2)
Managing Change: It's Culture-Bound
664(1)
Work Stress and Its Management
665(11)
What Is Stress?
666(1)
Understanding Stress and Its Consequences
667(1)
Potential Sources of Stress
668(2)
Individual Differences
670(1)
Consequences of Stress
671(2)
Managing Stress
673(3)
Summary and Implications for Managers
676
Self Assessment Library How Well Do I Respond to Turbulent Change?
650(22)
Ob in the News Stress Levels Reach Record Highs
672(3)
International Ob Coping with Stress: Cultural Differences
675(3)
Point/Counterpoint Managing Change Is an Episodic Activity
678(1)
Questions for Review
679(1)
Questions for Critical Thinking
679(1)
Team Exercise Power and the Changing Environment
679(1)
Ethical Dilemma Increasing Employee Productivity and Stress
680(1)
Case Incident 1 GE's Work-Out
680(1)
Case Incident 2 Innovating Innovation
681(5)
Appendix A Research in Organizational Behavior
686(7)
Comprehensive Cases
693(25)
Case 1 Arnold Schwarzenegger: Leader of California?
693(4)
Case 2 What Customers Don't Know Won't Hurt Them, or Will It?
697(3)
Case 3 Are Five Heads Better Than One?
700(3)
Case 4 Wal-Mart's World
703(3)
Case 5 Apple's Beethoven
706(3)
Case 6 GM and the UAW: A One-Sided Negotiation?
709(3)
Case 7 A Question of Motivation
712(3)
Case 8 The Big Promotion
715(3)
Illustration Credits
718(1)
Indexes
719(24)
Name
719(19)
Organization
738(5)
Glindex (subject index/glossary)
743


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