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Organizational Behavior

by ;
Edition:
7th
ISBN13:

9780073128924

ISBN10:
0073128929
Format:
Hardcover
Pub. Date:
12/1/2005
Publisher(s):
McGraw-Hill College

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Summary

Organizational Behavior, Seventh Edition continues in its tradition of being up-to-date, relevant and user-driven. Kreitner and Kinicki’s approach to organizational behavior is based on the authors’ belief that reading a comprehensive textbook is hard work, but that the process should be interesting (and sometimes fun). Thus, they consistently attempt to find a way to make complex ideas understandable through explanations, contemporary examples, and/or learning exercises. With every edition, the authors make every effort to respond to user feedback and ensure the text covers the very latest OB research and practices. The seventh edition of Organizational Behavior again uses the familiar wolf image on its cover. This remains a central theme because Kreitner and Kinicki see wolves as an instructive and inspiring metaphor for modern Organizational Behavior. Wolves are dedicated team players, great communicators, and adaptable. These are key success attributes in today’s workplace. Organizational Behavior uses these fundamentals to explore and explain the forces behind conventional corporate behavior and organizational theory.

Table of Contents

Preface ix
Part One The World of Organizational Behavior
1(136)
Organizational Behavior: The Quest for People-Centered Organizations
2(42)
Welcome to the World of OB
5(2)
Organizational Behavior: An Interdisciplinary Field
5(1)
Some FAQs about Studying OB
5(2)
Real World/Real People An Entrepreneur's Odyssey: Lawyer, Baker, Manager
7(1)
A Historical Perspective of OB
7(4)
The Human Relations Movement
8(2)
The Quality Movement
10(1)
Real World/Real People Toyota Wrote the Book on Continuous Improvement
11(4)
The Internet and E-Business Revolution
12(1)
The Age of Human and Social Capital
12(3)
RealWorld/Real People What Some Companies Are Doing to Build Human and Social Capital
15(2)
The Emerging Area of Positive Organizational Behavior (POB)
15(2)
The Managerial Context: Getting Things Done with and through Others
17(2)
What Do Managers Do? A Skills Profile
17(2)
RealWorld/Real People Managers' Egos Take a Back Seat at JetBlue Airways
19(1)
21st-Century Managers
19(1)
The Contingency Approach: Applying Lessons from Theory, Research, and Practice
20(4)
Learning from Theory
22(1)
Learning from Research
22(1)
Learning from Practice
23(1)
A Topical Model for Understanding and Managing OB
24(2)
Summary of Key Concepts
25(1)
Discussion Questions
26(1)
OB in Action Case Study IBM's Donna Riley Strives for ``Collaborative Influence''
26(18)
Personal Awareness and Growth Exercise How Strong Is Your Motivation to Manage?
28(1)
Group Exercise Timeless Advice
29(1)
Ethical Dilemma Liar! Liar!
30(1)
Learning Module A Ethics and Organizational Behavior
31(13)
Managing Diversity: Releasing Every Employee's Potential
44(30)
Defining Diversity
47(4)
Layers of Diversity
47(1)
Affirmative Action and Managing Diversity
48(3)
RealWorld/Real People Wegmans Effectively Manages Diversity
51(1)
Building the Business Case for Managing Diversity
51(2)
Increasing Diversity in the Workforce
52(1)
OB Exercise What Are the Strategies for Breaking the Glass Ceiling?
53(4)
RealWorld/Real People Juliette Katz Is Underemployed
57(2)
RealWorld/Real People Ernst & Young Implements Program to Keep Women on the Path to Partnership
59(5)
The Positive and Negative Effects of Diverse Work Environments
61(3)
Barriers and Challenges to Managing Diversity
64(1)
RealWorld/Real People Sexual Harassment Is a Growing Problem in China
65(1)
Ann Morrison Identifies Specific Diversity Initiatives
66(3)
Accountability Practices
66(1)
Development Practices
67(1)
Recruitment Practices
67(1)
Summary of Key Concepts
67(1)
Discussion Questions
68(1)
OB in Action Case Study Many Older Employees Now Work for Younger Bosses
69(5)
Personal Awareness and Growth Exercise How Does Your Diversity Profile Affect Your Relationships with Other People?
70(1)
Group Exercise Managing Diversity-Related Interactions
71(2)
Ethical Dilemma An Employee Sues Georgia Power for Race Discrimination
73(1)
Organizational Culture, Socialization, and Mentoring
74(32)
Organizational Culture: Definition and Context
76(1)
Dynamics of Organizational Culture
77(2)
Layers of Organizational Culture
77(2)
Real World/Real People Williams-Sonoma's Espoused Values Focus on Employees, Customers, Shareholders, and Ethical Behavior
79(1)
Manifestations of Organizational Culture
79(1)
OB Exercise Manifestations of Organizational Culture at Setpoint
80(5)
Four Functions of Organizational Culture
81(1)
Types of Organizational Culture
82(2)
Outcomes Associated with Organizational Culture
84(1)
Developing High-Performance Cultures
85(6)
What Types of Culture Enhance an Organization's Financial Performance?
85(3)
How Cultures Are Embedded in Organizations
88(3)
The Organizational Socialization Process
91(2)
A Three-Phase Model of Organizational Socialization
91(2)
Real World/Real People Sedona Center Relies on Current Employees for Anticipatory Socialization
93(2)
Practical Application of Socialization Research
94(1)
Embedding Organizational Culture through Mentoring
95(3)
Functions of Mentoring
96(1)
Developmental Networks Underlying Mentoring
96(1)
Personal and Organizational Implications
97(1)
Real World/Real People Blue Cross and Blue Shield of North Carolina (BCBSNC) Effectively Implements a Mentoring Program
98(8)
Summary of Key Concepts
98(1)
Discussion Questions
99(1)
OB in Action Case Study GE's CEO, Jeffrey Immelt, Is Changing the Organization's Culture to Help Grow the Company
100(1)
Personal Awareness and Growth Exercise Have You Been Adequately Socialized?
101(2)
Group Exercise Assessing the Organizational Culture at Your School
103(1)
Ethical Dilemma Arthur Andersen's Pursuit of Consulting Income Created Ethical Challenges in Its Auditing Operations
104(2)
International OB: Managing across Cultures
106(31)
Culture and Organizational Behavior
108(2)
Societal Culture Is Complex and Multilayered
109(1)
Culture Is a Subtle but Pervasive Force
109(1)
Real World/Real People Intel's Ethnographers Help Tap Foreign Markets
110(3)
Culture Overrides National Boundaries
110(2)
A Model of Societal and Organizational Cultures
112(1)
Ethnocentrism: A Cultural Roadblock in the Global Economy
113(1)
Real World/Real People Big, Wide World 101 for Tim Wright
114(1)
Toward Greater Cross-Cultural Awareness and Competence
114(2)
Cultural Paradoxes Require Cultural Intelligence
114(1)
High-Context and Low-Context Cultures
115(1)
Real World/Real People Relationships and Guanxi Matter When Doing Business in China
116(2)
Nine Cultural Dimensions from the Globe Project
117(1)
OB Exercise What Is Your Cultural Profile?
118(5)
Individualism versus Collectivism
119(2)
Cultural Perceptions of Time
121(1)
Interpersonal Space
121(1)
Religion
122(1)
Practical Insights from Cross-Cultural Management Research
123(2)
The Hofstede Study: How Well Do US Management Theories Apply in Other Countries?
123(1)
Leadership Lessons from the Globe Project
124(1)
Preparing Employees for Successful Foreign Assignments
125(3)
Why Do US Expatriates Fail on Foreign Assignments?
125(1)
A Bright Spot: North American Women on Foreign Assignments
126(1)
Avoiding OB Trouble Spots in Foreign Assignments
126(2)
RealWorld/Real People A Taste of India in Silicon Valley
128(9)
Summary of Key Concepts
130(1)
Discussion Questions
131(1)
OB in Action Case Study It Takes a Village---and a Consultant
132(1)
Personal Awareness and Growth Exercise How Do Your Work Goals Compare Internationally?
133(1)
Group Exercise Looking into a Cultural Mirror
134(1)
Ethical Dilemma 3M Tries to Make a Difference in Russia
134(3)
Part Two Individual Behavior in Organizations
137(164)
Self-Concept, Personality, Abilities, and Emotions
138(34)
Self-Concept
142(3)
Self-Esteem
142(2)
Self-Efficacy
144(1)
Real World/Real People How Hispanic Business Magazine's 2004 Woman of the Year Developed High Self-Efficacy
145(4)
Self-Monitoring
147(2)
OB Exercise What Are Your Self-Monitoring Tendencies?
149(1)
Organizational Identification: A Social Aspect of Self-Concept with Ethical Implications
149(1)
Real World/Real People Former Enron Employee Paid a Big Price for Her Organizational Identification
150(1)
Personality: Concepts and Controversy
150(2)
The Big Five Personality Dimensions
151(1)
The Proactive Personality
152(1)
Real World/Real People Cashing in on a Proactive Personality
152(3)
Issue: What about Personality Testing in the Workplace?
152(1)
Issue: Why Not Just Forget about Personality?
153(1)
Locus of Control: Self or Environment?
154(1)
OB Exercise Where Is Your Locus of Control?
155(1)
Abilities (Intelligence) and Performance
156(4)
Intelligence and Cognitive Abilities
157(2)
Do We Have Multiple Intelligences?
159(1)
Emotions: An Emerging OB Topic
160(4)
Positive and Negative Emotions
160(2)
Developing Emotional Intelligence
162(1)
Practical Research Insights about Emotional Contagion and Emotional Labor
162(2)
Real World/Real People Emotional Intelligence Keeps These Executives on an Even Keel
164(8)
Summary of Key Concepts
165(1)
Discussion Questions
166(1)
OB in Action Case Study What Drives Sherri Heckenast?
166(1)
Personal Awareness and Growth Exercise How Do You Score on the Big Five Personality Factors?
167(2)
Group Exercise Anger Control Role Play
169(2)
Ethical Dilemma Hot Heads!
171(1)
Learning Module B (Web) Self-Management
Values, Attitudes, and Job Satisfaction
172(32)
Personal Values
174(1)
Instrumental and Terminal Values
175(1)
Real World/Real People David Neeleman, CEO of JetBlue, Reconciles His Value System
175(3)
Value Conflicts
176(1)
Work versus Family Life Conflict
177(1)
OB Exercise Personal Values Clarification
178(3)
OB Exercise How Family-Supportive Is Your Employer
181(1)
Attitudes
182(4)
The Nature of Attitudes
182(1)
How Stable Are Attitudes?
183(1)
What Happens When Attitudes and Reality Collide? Cognitive Dissonance
183(1)
Attitudes Affect Behavior via Intentions
184(2)
Key Work Attitudes
186(2)
Organizational Commitment
188(1)
Real World/Real People Chuck Carothers and Irene Tse Commit to Their Jobs, Careers, and the Thrill of Achievement
188(4)
Job Involvement
191(1)
Job Satisfaction
192(1)
The Causes of Job Satisfaction
192(1)
OB Exercise How Satisfied Are You with Your Present Job?
193(1)
Real World/Real People Lockheed Martin Uses Surveys to Assess Employees' Job Satisfaction and Improve Employee Engagement
194(10)
Major Correlates and Consequences of Job Satisfaction
195(3)
Summary of Key Concepts
198(1)
Discussion Questions
199(1)
OB in Action Case Study Domino's Is Trying to Reduce Employee Turnover
199(2)
Personal Awareness and Growth Exercise Are Your Values and Commitments Aligned?
201(1)
Group Exercise The Paper Airplane Contest
202(1)
Ethical Dilemma What Is the Impact of the Old College Grind on Personal Values?
202(2)
Social Perception and Attributions
204(30)
An Information-Processing Model of Perception
207(3)
Four-Stage Sequence and a Working Example
207(1)
Stage 1: Selective Attention/Comprehension
208(1)
Stage 2: Encoding and Simplification
209(1)
OB Exercise Does a Schema Improve the Comprehension of Written Material?
210(2)
Stage 3: Storage and Retention
211(1)
Stage 4: Retrieval and Response
211(1)
Managerial Implications
212(1)
Real World/Real People Advertising in China Requires Consideration of the Encoding Process
212(2)
Stereotypes: Perceptions about Groups of People
214(2)
Stereotype Formation and Maintenance
215(1)
Sex-Role Stereotypes
215(1)
Real World/Real People Stereotypes Still Persist
216(3)
Age Stereotypes
216(2)
Racial and Ethnic Stereotypes
218(1)
Real World/Real People Tiger Woods Experiences Racial Bias
219(2)
Disability Stereotypes
219(1)
Managerial Challenges and Recommendations
220(1)
Self-Fulfilling Prophecy: The Pygmalion Effect
221(3)
Research and an Explanatory Model
221(2)
Putting the Self-Fulfilling Prophecy to Work
223(1)
Causal Attributions
224(10)
Kelley's Model of Attribution
224(2)
Attributional Tendencies
226(1)
Managerial Application and Implications
226(1)
Summary of Key Concepts
227(1)
Discussion Questions
228(1)
OB in Action Case Study Employees Use Cosmetic Surgery to Improve Their Image
228(1)
Personal Awareness and Growth Exercise How Do Diversity Assumptions Influence Team Member Interactions?
229(2)
Group Exercise Using Attribution Theory to Resolve Performance Problems
231(2)
Ethical Dilemma Enron Employees Try to Alter the Perceptions of Wall Street Analysts
233(1)
Foundations of Motivation
234(34)
Content Theories of Motivation
236(2)
Maslow's Need Hierarchy Theory
237(1)
Alderfer's ERG Theory
238(1)
Real World/Real People IndyMac Bank Uses Surveys to Assess Employees' Needs
238(4)
McClelland's Need Theory
239(1)
Herzberg's Motivator-Hygiene Theory
240(2)
Process Theories of Motivation
242(1)
Adams's Equity Theory of Motivation
242(1)
Real World/Real People Feeling of Inequity Can Lead to Retaliation
242(4)
The Individual-Organization Exchange Relationship
242(1)
Negative and Positive Inequity
243(1)
Dynamics of Perceived Inequity
244(1)
Expanding the Concept of Equity: Organizational Justice
244(1)
Practical Lessons from Equity Theory
245(1)
Vroom's Expectancy Theory
246(1)
OB Exercise Measuring Perceived Fair Interpersonal Treatment
247(2)
Expectancy
247(1)
Instrumentality
248(1)
Valence
249(1)
Real World/Real People Governor Schwarzenegger Pushes for Paying Teachers Based on Performance
249(2)
Vroom's Expectancy Theory in Action
249(1)
Research on Expectancy Theory and Managerial Implications
250(1)
Motivation through Goal Setting
251(3)
Goals: Definition and Background
252(1)
How Does Goal Setting Work?
252(1)
Practical Lessons from Goal-Setting Research
253(1)
Motivating Employees through Job Design
254(5)
The Mechanistic Approach
254(1)
Motivational Approaches
255(3)
Biological and Perceptual-Motor Approaches
258(1)
Putting Motivational Theories to Work
259(9)
Summary of Key Concepts
261(2)
Discussion Questions
263(1)
OB in Action Case Study Feelings of Inequality Lead to Lawsuits in the High-Technology Industry
263(1)
Personal Awareness and Growth Exercise What Outcomes Motivate Employees?
264(1)
Group Exercise Applying the Job Characteristics Model
265(2)
Ethical Dilemma Should Companies Donate Money to Charities to Help Land Business?
267(1)
Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement
268(33)
Goal Setting
271(2)
Two Types of Goals
271(1)
Management by Objectives
272(1)
Managing the Goal-Setting Process
272(1)
Real World/Real People Too Much Emphasis on Short-Term Financial Goals Causes Problems
273(2)
Feedback
275(3)
Two Functions of Feedback
276(1)
Are the Feedback Recipients Ready, Willing, and Able?
276(2)
OB Exercise How Strong Is Your Desire for Performance Feedback?
278(3)
Practical Lessons from Feedback Research
279(1)
Nontraditional Feedback: Upward and 360-Degree
280(1)
Real World/Real People Wachovia Banks on 360-Degree Feedback for Leadership Development
281(1)
How to Give Feedback for Coaching Purposes and Organizational Effectiveness
281(1)
Organizational Reward Systems
281(5)
Types of Rewards
282(1)
Reward Distribution Criteria
282(1)
Desired Outcomes of the Reward System
283(1)
The Building Blocks of Intrinsic Rewards and Motivation
283(2)
Why Do Extrinsic Rewards Too Often Fail to Motivate?
285(1)
Pay for Performance
285(1)
Real World/Real People Who Says There's No Such Thing as a Free Lunch?
286(3)
Team-Based Pay
288(1)
Getting the Most out of Extrinsic Rewards and Pay for Performance
289(1)
Real World/Real People It's Party Time in Houston!
289(1)
Positive Reinforcement
289(12)
Thorndike's Law of Effect
290(1)
Skinner's Operant Conditioning Model
290(1)
Contingent Consequences
291(1)
Schedules of Reinforcement
292(2)
Behavior Shaping
294(1)
Summary of Key Concepts
295(1)
Discussion Questions
296(1)
OB in Action Case Study Kill the Commissions
297(1)
Personal Awareness and Growth Exercise What Kind of Feedback Are You Getting?
298(1)
Group Exercise Rewards, Rewards, Rewards
299(1)
Ethical Dilemma CEO Pay: Welcome to the Twilight Zone between Need and Greed
300(1)
Learning Module C (Web) Performance Appraisal
Part Three Group and Social Processes
301(134)
Group Dynamics
302(36)
Groups and Social Exchanges
304(5)
Formal and Informal Groups
306(1)
Functions of Formal Groups
306(1)
Social Exchanges in the Workplace
307(2)
Real World/Real People Miami Ad Agency Crispin, Porter + Bogusky Used Architecture to Encourage Social Interaction
309(1)
The Group Development Process
309(4)
Five Stages
310(2)
Group Development: Research and Practical Implications
312(1)
Roles and Norms: Social Building Blocks for Group and Organizational Behavior
313(2)
Roles
313(2)
Real World/Real People Plenty of Role Overload and Role Conflict for Son, Husband, and Father Andrew Park
315(2)
Norms
316(1)
OB Exercise Measuring Role Conflict and Role Ambiguity
317(2)
Relevant Research Insights and Managerial Implications
318(1)
Group Structure and Composition
319(6)
Functional Roles Performed by Group Members
319(1)
Group Size
320(2)
Effects of Men and Women Working Together in Groups
322(3)
Threats to Group Effectiveness
325(1)
The Asch Effect
325(1)
Real World/Real People An Entrepreneur and Consultant Questions Loyalty
325(13)
Groupthink
327(1)
Social Loafing
328(2)
Summary of Key Concepts
330(1)
Discussion Questions
330(1)
OB in Action Case Study A 10-Year Retrospective of the Challenger Space Shuttle Disaster: What It Groupthink?
331(2)
Personal Awareness and Growth Exercise Is This a Mature Work Group or Team?
333(1)
Group Exercise A Committee Decision
334(2)
Ethical Dilemma Do Things My Way, or Hit the Highway!
336(2)
Teams and Teamwork
338(32)
Work Teams: Types, Effectiveness, and Stumbling Blocks
340(3)
A General Typology of Work Teams
341(2)
Real World/Real People Toss Your Egos Overboard
343(4)
Effective Work Teams
344(1)
Why Do Work Teams Fail?
345(2)
Effective Teamwork through Cooperation, Trust, and Cohesiveness
347(4)
Cooperation
348(2)
Trust
350(1)
Real World/Real People Trust Is Everything for the ``Bun Lady''
351(3)
Cohesiveness
352(2)
Teams in Action: Quality Circles, Virtual Teams, and Self-Managed Teams
354(4)
Quality Circles
355(1)
Virtual Teams
356(1)
Self-Managed Teams
357(1)
OB Exercise Measuring Work Group Autonomy
358(1)
Real World/Real People Cross-Functional Teamwork Gives Motorola Cell Phones Pizzazz
359(2)
Team Building
361(1)
Real World/Real People Executive MBA Building at China's Tsinghua University
361(9)
The Goal of Team Building: High-Performance Teams
362(1)
Developing Team Members' Self-Management Skills
362(1)
Summary of Key Concepts
363(1)
Discussion Questions
364(1)
OB in Action Case Study GE's Global Virtual Team Wants to Reap the Wind
364(1)
Personal Awareness and Growth Exercise How Trusting Are You?
365(2)
Group Exercise Student Team Development Project
367(2)
Ethical Dilemma Sexy but Sexless Relationships?
369(1)
Individual and Group Decision Making
370(34)
Models of Decision Making
372(3)
The Rational Model
372(3)
Real World/Real People Michael Dell and Kevin Rollins Make Decisions Collaboratively
375(2)
Simon's Normative Model
375(2)
Dynamics of Decision Making
377(2)
Improving Decision Making through Effective Knowledge Management
378(1)
Real World/Real People Hackensack University Medical Center Uses Medically Based Knowledge Management Systems to Treat Patients
379(6)
General Decision-Making Styles
380(1)
Escalation of Commitment
381(2)
The Role of Intuition in Decision Making
383(2)
Real World/Real People John Martin Uses Intuition and Rationality to Solve a Problem
385(1)
Group Decision Making
386(1)
Group Involvement in Decision Making
386(1)
OB Exercise Assessing Participation in Group Decision Making
387(5)
Advantages and Disadvantages of Group-Aided Decision Making
388(2)
Group Problem-Solving Techniques
390(2)
Real World/Real People Engineers at Starkey Laboratories Design Products with Information-Sharing Software
392(1)
Creativity
393(4)
Definition and Stages
393(1)
A Model of Organizational Creativity and Innovation
394(3)
Real World/Real People Quest Diagnostics Measures and Rewards Creativity
397(7)
Summary of Key Concepts
397(1)
Discussion Questions
398(1)
OB in Action Case Study IDEO Uses Its Creative Product Design Process to Help Companies Improve Their Products and Customer Service
399(1)
Personal Awareness and Growth Exercise What Is Your Decision-Making Style?
400(2)
Group Exercise Ethical Decision Making
402(1)
Ethical Dilemma Are Lawyers at Vinson & Elkins Partly Responsible for Enron's Collapse?
403(1)
Managing Conflict and Negotiation
404(31)
Conflict: A Modern Perspective
406(3)
The Language of Conflict: Metaphors and Meaning
407(1)
A Conflict Continuum
408(1)
Functional versus Dysfunctional Conflict
409(1)
Why People Avoid Conflict
409(1)
Real World/Real People A Friendly Corporate Tug-of-War
409(2)
Antecedents of Conflict
410(1)
Desired Conflict Outcomes
410(1)
Types of Conflict
411(5)
Personality Conflict
411(1)
Intergroup Conflict
412(3)
Cross-Cultural Conflict
415(1)
Managing Conflict
416(1)
Stimulating Functional Conflict
416(1)
Real World/Real People The Founder of Patagonia Shakes Things Up
417(3)
Alternative Styles for Handling Dysfunctional Conflict
419(1)
Real World/Real People Burger King's CEO, Gregory D Brenneman, Knows When to Use the Hammer
420(3)
Third-Party Interventions
420(2)
Practical Lessons from Conflict Research
422(1)
Negotiation
423(1)
Two Basic Types of Negotiation
423(1)
OB Exercise The Conflict Iceberg
424(1)
Real World/Real People Time Warner's CEO, Dick Parsons, Got Some Win-Win Advice
425(1)
Ethical Pitfalls in Negotiation
425(1)
Practical Lessons from Negotiation Research
425(1)
Conflict Management and Negotiation: A Contingency Approach
426(9)
Summary of Key Concepts
428(1)
Discussion Questions
429(1)
OB in Action Case Study Pulp Friction at Weyerhaeuser
429(1)
Personal Awareness and Growth Exercise What Is Your Primary Conflict-Handling Style?
430(1)
Group Exercise Bangkok Blowup---A Role-Playing Exercise
431(2)
Ethical Dilemma Fight Night for the Cubicle Dwellers?
433(2)
Part Four Organizational Processes
435
Communication in the Internet Age
436(38)
Basic Dimensions of the Communication Process
439(3)
A Perceptual Process Model of Communication
439(3)
Barriers to Effective Communication
442(1)
Real World/Real People What Really Goes on during Conference Calls?
442(2)
Interpersonal Communication
444(1)
OB Exercise What Is Your Business Etiquette?
445(2)
Assertiveness, Aggressiveness, and Nonassertiveness
446(1)
Real World/Real People Jorge Blanco Changes His Communication Style for the Situation and Individuals Involved
447(7)
Sources of Nonverbal Communication
447(3)
Active Listening
450(1)
Women and Men Communicate Differently
451(3)
Organizational Communication
454(1)
Formal Communication Channels: Up, Down, Horizontal, and External
454(1)
Real World/Real People Effective Employee Suggestion Systems Reap Substantial Benefits
455(6)
Informal Communication Channels: The Grapevine
456(2)
Choosing Media: A Contingency Perspective
458(2)
Communication Distortion
460(1)
Communication in the Computerized Information Age
461(1)
Real World/Real People Electronics Gone Crazy!
462(12)
Internet/Intranet/Extranet
462(1)
Electronic Mail
463(2)
Handheld Devices
465(1)
Blogs
466(1)
Videoconferencing
466(1)
Group Support Systems
467(1)
Telecommuting
467(1)
Summary of Key Concepts
468(1)
Discussion Questions
469(1)
OB in Action Case Study Is Information Technology More of a Help or Hindrance?
470(1)
Personal Awareness and Growth Exercise Assessing Your Listening Skills
471(1)
Group Exercise Practicing Different Styles of Communication
472(1)
Ethical Dilemma Are Camera Cell Phones Creating Ethical Problems?
473(1)
Influence Tactics, Empowerment, and Politics
474(32)
Organizational Influence Tactics: Getting One's Way at Work
477(1)
Nine Generic Influence Tactics
477(1)
Three Possible Influence Outcomes
478(1)
Real World/Real People Edward S Lampert, the Brains behind the Kmart and Sears Deal, Is a Very Persuasive Guy!
478(3)
Practical Research Insights
479(1)
How to Do a Better Job of Influencing and Persuading Others
480(1)
Social Power
481(2)
Dimensions of Power
482(1)
Real World/Real People Deposed CEO Carly Fiorina Still Has Power
483(1)
OB Exercise What Is Your Self-Perceived Power?
484(2)
Research Insights about Social Power
484(1)
Using Power Responsibly and Ethically
485(1)
Empowerment: From Power Sharing to Power Distribution
486(3)
A Matter of Degree
486(1)
Participative Management
487(1)
Delegation
488(1)
Real World/Real People The CEO of Abercrombie & Fitch Co., Mike Jeffries, Hates to Delegate
489(3)
Empowerment: The Research Record and Practical Advice
490(2)
Organizational Politics and Impression Management
492(6)
Definition and Domain of Organizational Politics
492(2)
Political Tactics
494(2)
Impression Management
496(2)
OB Exercise How Much Do You Rely on Upward Impression Management Tactics?
498(2)
Research Evidence on Organizational Politics and Impression Management
498(1)
Managing Organizational Politics
499(1)
Real World/Real People Jorma Ollila, CEO of Finland's Nokia, Hangs Up on Organizational Politics
500(6)
Summary of Key Concepts
500(1)
Discussion Questions
501(1)
OB in Action Case Study A Retired US Marine Corps General Wages War on Hunger in Chicago
502(1)
Personal Awareness and Growth Exercise How Political Are You?
503(1)
Group Exercise You Make Me Feel So Good!
504(1)
Ethical Dilemma Your Job: Up in Smoke?
505(1)
Leadership
506(36)
What Does Leadership Involve?
509(3)
Leadership Defined
509(1)
Approaches to Leadership
509(2)
Leading versus Managing
511(1)
Real World/Real People Best Buy Uses Multiple Programs to Develop Its Leaders
512(1)
Trait and Behavioral Theories of Leadership
512(2)
Trait Theory
512(2)
Real World/Real People Anne Mulcahy Is a Credible Leader
514(2)
Real World/Real People How Would You Like to Work for These Managers?
516(3)
Behavioral Styles Theory
517(2)
Situational Theories
519(5)
Fiedler's Contingency Model
519(2)
Path-Goal Theory
521(3)
Real World/Real People Sony's President, Ryoji Chubachi, Uses Multiple Leader Behaviors to Get the Job Done
524(1)
The Full-Range Theory of Leadership: From Laissez-Faire to Transformational Leadership
524(4)
How Does Transformational Leadership Transform Followers?
525(2)
Research and Managerial Implications
527(1)
Additional Perspectives on Leadership
528(1)
The Leader-Member Exchange (LMX) Model of Leadership
528(1)
OB Exercise Assessing Your Leader-Member Exchange
529(2)
Shared Leadership
530(1)
Real World/Real People Shared Leadership Means Life or Death at Mayo Clinic
531(11)
Level 5 Leadership
532(2)
Servant-Leadership
534(2)
The Role of Followers in the Leadership Process
536(1)
Summary of Key Concepts
537(1)
Discussion Questions
538(1)
OB in Action Case Study Leadership Lessons from CEOs at Hewlett-Packard, Procter & Gamble, United Technologies, and IBM
538(1)
Personal Awareness and Growth Exercise How Ready Are You to Assume the Leadership Role?
539(1)
Group Exercise Exhibiting Leadership within the Context of Running a Meeting
540(1)
Ethical Dilemma Doug Durand's Staff Engages in Questionable Sales Activities
541(1)
Learning Module D (Web) Additional Leadership Modules
Creating Effective Organizations
542(34)
Organizations: Definition and Perspectives
545(4)
What Is an Organization?
545(1)
Organization Charts
546(1)
An Open-System Perspective of Organizations
547(2)
Real World/Real People Switzerland's ABB Encourages Open-System Thinking at Its Tennessee Power Technologies Unit
549(1)
Learning Organizations
549(1)
The Changing Shape of Organizations
550(3)
New-Style versus Old-Style Organizations
550(1)
Three New Organizational Patterns
551(2)
Real World/Real People When It Comes to Outsourcing, How Much Is Too Much?
553(1)
Organizational Effectiveness (and the Threat of Decline)
554(1)
Generic Organizational-Effectiveness Criteria
555(1)
Real World/Real People Starbucks' Founder and Chairman, Howard Schultz, Brewed Up a Grand Vision
555(4)
Multiple Effectiveness Criteria: Some Practical Guidelines
558(1)
The Ever-Present Threat of Organizational Decline
558(1)
Real World/Real People How Coke Lost Its Fizz
559(1)
The Contingency Approach to Organizational Design
560(5)
Differentiation and Integration: The Lawrence and Lorach Study
561(2)
Mechanistic versus Organic Organizations
563(2)
Three Important Contingency Variables: Technology, Size, and Strategic Choice
565(4)
The Effect of Technology on Structure---Woodward and Beyond
566(1)
Organizational Size and Performance
566(2)
Strategic Choice and Organizational Structure
568(1)
Real World/Real People CEO Jean-Pierre Garnier Strives for Smallness within Bigness at Britain's GlaxoSmithKline
569(7)
Summary of Key Concepts
570(1)
Discussion Questions
571(1)
OB in Action Case Study Shaking Up Intel's Insides
571(1)
Personal Awareness and Growth Exercise Organization Design Field Study
572(1)
Group Exercise Stakeholder Audit Team
573(1)
Ethical Dilemma Burger King Serves Up a High-Calorie Strategy
574(2)
Managing Change and Stress
576
Forces of Change
578(2)
External Forces
579(1)
Real World/Real People Marathon Oil Experiences IBM's New Service Strategy
580(2)
Internal Forces
581(1)
Models and Dynamics of Planned Change
582(1)
Types of Change
582(1)
Real World/Real People Wal-Mart Created Competitive Advantage through Operational Innovations
583(8)
Lewin's Change Model
584(1)
A Systems Model of Change
585(3)
Kotter's Eight Steps for Leading Organizational Change
588(1)
Creating Change through Organization Development
589(2)
Understanding and Managing Resistance to Change
591(2)
Why People Resist Change in the Workplace
591(2)
Real World/Real People Can a Foreigner Successfully Run Sony?
593(2)
Research on Resistance to Change
594(1)
OB Exercise Does Your Commitment to a Change Initiative Predict Your Behavioral Support for the Change?
595(2)
Alternative Strategies for Overcoming Resistance to Change
596(1)
OB Exercise Assessing an Organization's Readiness for Change
597(1)
Dynamics of Stress
598(5)
Defining Stress
599(1)
A Model of Occupational Stress
599(3)
Moderators of Occupational Stress
602(1)
Real World/Real People Social Support Helps Amanda Albertelli Cope with Divorce
603(3)
OB Exercise Where Are You on the Type A-B Behavior Continuum?
606
Stress-Reduction Techniques
606(2)
Summary of Key Concepts
608(1)
Discussion Questions
609(1)
OB in Action Case Study GM Must Change to Survive
610(1)
Personal Awareness and Growth Exercise Applying the Systems Model of Change
611(1)
Group Exercise Creating Change at General Motors
612(2)
Ethical Dilemma What Would You Do if Your Boss Had a Serious Mental Illness?
614
Learning Module E (Web) Research Methods in Organizational Behavior
Video Cases 1(1)
Photo Credits 1(1)
Endnotes 1(1)
Glossary 1(1)
Index 1


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