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This text reflects current concerns facing organizations, their managers and workers, as well as combining cutting edge research with many accessible learning features. The book contains sections focusing on ethics, diversity, global issues and competitive advantage. Also included are opening and closing cases which provide more illustrations of companies applying concepts explained in the chapter. encouraging them to use their answers to analyze the theory being discussed in the chapter. It also discusses the relationship between moods, values and attitudes.

Tabla de contenidos provista por Syndetics

• 1 Organizational Behavior and Management
• What Is Organizational Behavior? Organizational Behavior and Management
• Challenges for Organizational Behavior and Management
• Challenge 1 Using New Information Technology to Enhance Creativity and Organizational Learning
• Challenge 2 Managing Human Resources to Increase Competitive Advantage
• Challenge 3 Developing Organizational Ethics and Well-Being
• Challenge 4 Managing a Diverse Workforce
• Challenge 5 Managing the Global Environment
• I Individuals In Organizations
• 2 Individual Differences: Personality and Ability
• The Nature of Personality
• The Big Five Model of Personality
• Other Organizationally Relevant Personality Traits
• The Nature of Ability
• The Management of Ability in Organizations
• 3 The Experience of Work: Values, Attitudes, and Moods
• Work Values, Attitudes, and Moods
• Job Satisfaction
• Theories of Job Satisfaction
• Potential Consequences of Job Satisfaction
• Organizational Commitment
• 4 Perception, Attribution, and the Management of Diversity
• The Nature of Perception
• Characteristics of the Perceiver
• Characteristics of the Target and Situation
• Biases and Problems in Person Perception
• Attribution Theory
• Effectively Managing a Diverse Workforce
• 5 Learning in Organizations
• The Nature of Learning
• Operant Cnditioning: Increasing the Probability of Desired Behaviors
• Operant Conditioning: Reducing the Probability of Undesired Behaviors
• Operant Conditioning in Practice: Organizational Behavior Modification
• Social Learning Theory
• The Learning Organization
• 6 The Nature of Work Motivation
• What Is Work Motivation? Why People Do What They Do: Theories of Wok Motivation
• Need Theory
• Expectancy Theory
• Equity theory
• Procedural Justice Theory
• 7 Motivation Tools I: Job Design and Goal Setting
• Job Design: Early Approaches
• Job Design: The Job Characteristics Models
• Job Design: The Social Information Processing Model
• Job Design: Models Summarized
• Goal Setting
• Goal Setting and Job Design as Motivation Tools
• 8 Motivation Tools II: Performance Appraisal, Pay, and Careers
• The Role of Performance Appraisal in Motivation
• Pay as a Motivation Tool
• Motivation through Career Opportunities
• Contemporary Career Challenges
• 9 Stress and Work-Life Linkages
• The Nature of Stress
• Sources of Stress
• Coping with Stress
• II Groups And Organizational Processes
• 10 The Nature of Work Groups
• Introduction to Groups
• Characteristics of Work Groups
• How Groups Control Their Members: Roles and Rules
• How Groups Control Their Members: Group Norms
• Socialization: How Group Members Learn Roles, Rules, and Norms
• 11 Effective Work Groups and Teams
• Process Losses, Process Gains, and Group Effectiveness
• Social Loafing: A Problem in Group Motivation and Performance
• Group Tasks and Group Performance: Thompson's Model of Task Independence
• Group Cohesiveness and Group Performance
• Important Organization Groups
• 12 Leadership
• Introduction to Leadership
• Early Approaches to Leadership
• Fiedler's Contingency Theory of Leadership
• Contemporary Perspectives on Leadership
• Does Leadership Always Matter in Organizations? New Topics in Leadership Research
• Recap of Leadership Approaches
• 13 Communication
• What Is Communication? The Functions of Communication
• The Communication Process
• Selecting an Appropriate Communication Medium: Information Richness and New Information Technologies
• Communication Networks in Organizations
• 14 Decision Making
• Types of Decisions
• The Decision-Making Process
• Sources of Error in Decision-Making
• Group Decision-Making
• Group Decision-Making Techniques
• Creativity
• III Intergroup Relations And The Organizational Context
• 15 Organizational Structure and Culture
• Organizational Structure, Culture, and Design
• Differentiation: Grouping Organizational Activities
• Integration: Mechanisms for Increasing Coordination
• What Is Organizational Culture?
• 16 Determinants of Organizational Structure and Culture
• The Organization's Environment
• The Organization's Technology and Tasks
• The Organization's Strategy
• 17 Managing Global Organizations
• Developing Global Understanding
• Managing the Global Environment
• Global Strategy and Structure
• Managing Global Human Resources
• 18 Power, Politics, and Conflict
• The Nature of Power and Politics
• Sources of Individual Power
• Sources of Functional and Divisional Power
• Organizational Politics: The Use of Power
• What is Organizational Conflict? Pondy's Model of Organizational Conflict
• Conflict Management Techniques
• 19 Organizational Change and Development
• Forces for and Resistance to Change
• Organization-Level Resistance to Change
• Evolutionary and Revolutionary Change in Organizations
• Managing Change: Action Research
• Organizational Development
• Appendix