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A well-written, balanced introduction to organizational behavior in today's workplace! This leading text offers a streamlined, skill-building approach that arms readers with practical knowledge and hands-on experience with OB. An OB Skill Building Workbook provides numerous case studies for critical thinking, experiential exercises, and self-assessment inventories. Plus, each copy of the book includes the Fast Company Handbook of the Business Revolution, a collection of articles on the cutting edge of OB.

Tabla de contenidos provista por Syndetics

• Part 1 Environment
• Chapter 1 Organizational Behavior Today(p. 1)
• Good Ideas + Entrepreneurship = Success(p. 1)
• Organizational Behavior Today(p. 3)
• What Is Organizational Behavior?(p. 3)
• Shifting Paradigms of Organizational Behavior(p. 4)
• Organizational Behavior and Diversity(p. 5)
• Learning About Organizational Behavior(p. 5)
• Organizational Behavior and the Learning Imperative(p. 5)
• Scientific Foundations of Organizational Behavior(p. 6)
• Organizations as Work Settings(p. 7)
• Purpose, Mission, and Strategies(p. 8)
• People and Work Systems(p. 9)
• Organizational Behavior and Management(p. 10)
• The Nature of Managerial Work(p. 10)
• The Management Process(p. 10)
• Managerial Roles and Networks(p. 11)
• Managerial Skills and Competencies(p. 12)
• Ethics and Organizational Behavior(p. 13)
• Ways of Thinking About Ethical Behavior(p. 14)
• Ethical Dilemmas in the Workplace(p. 14)
• Organizational Social Responsibility(p. 15)
• Work and the Quality of Life(p. 15)
• Chapter 1 Study Guide
• Summary(p. 17)
• Key Terms(p. 18)
• Self-Test 1(p. 18)
• Chapter 2 The High Performance Organization(p. 21)
• Ownership Begins at the Grassroots(p. 21)
• High Performance Context of Organizational Behavior(p. 22)
• Organizational Behavior and Changing Customer Expectations(p. 23)
• Organizational Behavior and the Changing Workforce(p. 24)
• Organizational Behavior and Changing Organizations(p. 25)
• What is a High Performance Organization?(p. 26)
• Emphasis on Intellectual Capital(p. 26)
• Key Components of High Performance Organizations(p. 27)
• Management Challenges of High Performance Organizations(p. 29)
• Environmental Linkages(p. 29)
• Internal Integration(p. 30)
• Middle Managers Roles(p. 30)
• High Level Leadership(p. 31)
• Greenfield Sites versus Redesigns(p. 32)
• Illustrative Case: Creating a High Performance Organization(p. 32)
• Change Leadership(p. 33)
• Total Systems Commitment(p. 33)
• Implementation Processes(p. 34)
• Chapter 2 Study Guide
• Summary(p. 35)
• Key Terms(p. 36)
• Self-Test 2(p. 37)
• Chapter 3 Global Dimensions of Organizational Behavior(p. 39)
• Culture and Competitive Advantage(p. 39)
• Organizational Behavior and Globalization(p. 41)
• A Global Economy(p. 41)
• Regional Economic Alliances(p. 42)
• Global Quality Standards(p. 42)
• Global Managers(p. 43)
• Cultures and Cultural Diversity(p. 44)
• Values and National Cultures(p. 46)
• Understanding Cultural Differences(p. 48)
• Globalization and People at Work(p. 49)
• Multinational Employers(p. 49)
• Multicultural Workforces(p. 50)
• Expatriate Work Assignments(p. 50)
• Ethical Behavior Across Cultures(p. 52)
• A Global View of Organizational Learning(p. 54)
• Are Management Theories Universal?(p. 54)
• Best Practices Around the World(p. 55)
• Chapter 3 Study Guide
• Summary(p. 56)
• Key Terms(p. 57)
• Self-Test 3(p. 57)
• Part 2 Managing Individuals
• Chapter 4 Diversity and Individual Differences(p. 59)
• Lifestyle Meets Work Style(p. 59)
• Workforce Diversity(p. 61)
• Equal Employment Opportunity(p. 61)
• Managing Diversity(p. 62)
• Demographic Differences(p. 62)
• Gender(p. 62)
• Age(p. 63)
• Able-Bodiedness(p. 63)
• Racial and Ethnic Groups(p. 63)
• Aptitude and Ability(p. 64)
• Personality(p. 64)
• Personality Determinants and Development(p. 65)
• Personality Traits and Classification(p. 67)
• Social Traits(p. 67)
• Personal Conception Traits(p. 69)
• Emotional Adjustment Traits(p. 71)
• Personality and Self-Concepts(p. 72)
• Values and Attitudes(p. 72)
• Values(p. 72)
• Attitudes(p. 75)
• Managing Diversity and Individual Differences(p. 77)
• Chapter 4 Study Guide
• Summary(p. 79)
• Key Terms(p. 80)
• Self-Test 4(p. 81)
• Chapter 5 Perception and Attribution(p. 83)
• When a Woman Takes the Helm(p. 83)
• The Perceptual Process(p. 84)
• Factors Influencing the Perceptual Process(p. 85)
• Stages of the Perceptual Process(p. 87)
• Response to the Perceptual Process(p. 90)
• Common Perceptual Distortions(p. 90)
• Stereotypes or Prototypes(p. 90)
• Halo Effects(p. 91)
• Selective Perception(p. 91)
• Projection(p. 92)
• Contrast Effects(p. 92)
• Self-Fulfilling Prophecy(p. 93)
• Managing the Perceptual Process(p. 93)
• Impression Management(p. 94)
• Distortion Management(p. 94)
• Attribution Theory(p. 95)
• Attribution Errors(p. 96)
• Attributions Across Cultures(p. 96)
• Chapter 5 Study Guide
• Summary(p. 97)
• Key Terms(p. 98)
• Self-Test 5(p. 98)
• Chapter 6 Motivation and Reinforcement(p. 101)
• Motivation Through Innovation(p. 101)
• What Is Motivation?(p. 102)
• Reinforcement, Content, and Process Theories(p. 103)
• Motivation Across Cultures(p. 103)
• Reinforcement(p. 103)
• Classical and Operant Conditioning(p. 104)
• Reinforcement Strategies(p. 105)
• Reinforcement Perspectives: Usage and Ethical Issues(p. 110)
• Content Theories of Motivation(p. 110)
• Hierarchy of Needs Theory(p. 111)
• ERG Theory(p. 112)
• Acquired Needs Theory(p. 112)
• Two-Factor Theory(p. 113)
• Process Theories(p. 115)
• Equity Theory(p. 115)
• Expectancy Theory(p. 116)
• Integrating the Motivation Theories(p. 118)
• Job Satisfaction(p. 118)
• Job Satisfaction, Retention and Performance(p. 119)
• Integrated Model of Motivation(p. 121)
• Chapter 6 Study Guide
• Summary(p. 122)
• Key Terms(p. 124)
• Self-Test 6(p. 124)
• Chapter 7 Human Resource Management Systems(p. 127)
• Employee Recruiting Goes High Tech(p. 127)
• Human Resource Strategy and Practice(p. 128)
• Job Analysis(p. 129)
• Recruitment(p. 130)
• Selection(p. 131)
• Training and Career Planning and Development(p. 132)
• Training(p. 132)
• Career Planning and Development(p. 133)
• Performance Appraisal(p. 135)
• Purposes of Performance Appraisal(p. 136)
• Who Does the Performance Appraisal?(p. 137)
• Dimensions and Standards of Performance Appraisal(p. 138)
• Performance Appraisal Methods(p. 139)
• Measurement Errors in Performance Appraisal(p. 142)
• Improving Performance Appraisals(p. 144)
• Group Evaluation(p. 145)
• Rewards and Reward Systems(p. 145)
• Pay as an Extrinsic Reward(p. 145)
• Creative Pay Practices(p. 146)
• Chapter 7 Study Guide
• Summary(p. 149)
• Key Terms(p. 150)
• Self-Test 7(p. 150)
• Chapter 8 High Performance Job Designs(p. 153)
• How to Brew a Great Workplace(p. 153)
• Job Design Approaches(p. 155)
• Scientific Management(p. 155)
• Job Enlargement and Job Rotation(p. 156)
• Job Enrichment(p. 156)
• Designing Jobs to Increase Motivation(p. 157)
• Job Characteristics Model(p. 157)
• Social Information Processing(p. 159)
• Managerial and Global Implications(p. 160)
• Technology and Job Design(p. 160)
• Automation and Robotics(p. 161)
• Flexible Manufacturing Systems(p. 161)
• Electronic Offices(p. 161)
• Work-flow and Process Reengineering(p. 162)
• Goal Setting and Job Design(p. 162)
• Goal Setting Theory(p. 163)
• Goal Setting Guidelines(p. 163)
• Goal Setting and MBO(p. 165)
• Alternative Work Arrangements(p. 166)
• Compressed Work Weeks(p. 166)
• Flexible Working Hours(p. 166)
• Job Sharing(p. 167)
• Work at Home and the Virtual Office(p. 167)
• Part-Time Work(p. 168)
• Chapter 8 Study Guide
• Summary(p. 169)
• Key Terms(p. 171)
• Self-Test 8(p. 171)
• Part 3 Managing Groups
• Chapter 9 The Nature of Groups(p. 173)
• Groups Can Bring Out the Best(p. 173)
• Groups in Organizations(p. 174)
• What is an Effective Group?(p. 175)
• Unique Contributions of Groups(p. 175)
• Formal Groups(p. 177)
• Informal Groups(p. 178)
• Stages of Group Development(p. 178)
• Forming Stage(p. 179)
• Storming Stage(p. 179)
• Norming Stage(p. 179)
• Performing Stage(p. 180)
• Adjourning Stage(p. 180)
• Input Foundations of Group Effectiveness(p. 181)
• Tasks(p. 181)
• Goals, Rewards, and Resources(p. 182)
• Technology(p. 182)
• Membership Characteristics(p. 182)
• Group Size(p. 183)
• Group and Intergroup Dynamics(p. 184)
• What Goes on Within Groups(p. 184)
• What Goes on Between Groups(p. 185)
• Decision Making in Groups(p. 185)
• How Groups Make Decisions(p. 185)
• Assets and Liabilities of Group Decision Making(p. 186)
• Groupthink(p. 187)
• How to Improve Group Decision Making(p. 187)
• Chapter 9 Study Guide
• Summary(p. 189)
• Key Terms(p. 190)
• Self-Test 9(p. 190)
• Chapter 10 Teamwork and High Performance Teams(p. 193)
• Putting Creativity to Work(p. 193)
• High Performance Teams(p. 194)
• Types of Teams(p. 195)
• The Nature of Teamwork(p. 196)
• Diversity and Team Performance(p. 196)
• Team Building(p. 197)
• How Team Building Works(p. 198)
• Approaches to Team Building(p. 198)
• Improving Team Processes(p. 199)
• New Member Problems(p. 200)
• Task and Maintenance Leadership(p. 200)
• Roles and Role Dynamics(p. 201)
• Positive Norms(p. 203)
• Team Cohesiveness(p. 203)
• Teams and the High Performance Workplace(p. 205)
• Problem-Solving Teams(p. 205)
• Cross-Functional Teams(p. 206)
• Virtual Teams(p. 206)
• Self-Managing Teams(p. 207)
• Chapter 10 Study Guide
• Summary(p. 209)
• Key Terms(p. 210)
• Self-Test 10(p. 210)
• Part 4 Managing Organizations
• Chapter 11 Basic Attributes of Organizations(p. 213)
• Integrating Systems for Improved Problem Solving(p. 213)
• Contributions and Goals of Organizations(p. 214)
• Societal Contributions of Organizations(p. 215)
• Primary Beneficiaries(p. 215)
• Output Goals(p. 216)
• Systems Goals and Organizational Survival(p. 216)
• Formal Structures and the Division of Labor(p. 217)
• Vertical Specialization(p. 218)
• Chain of Command and the Span of Control(p. 219)
• Line and Staff Units(p. 219)
• What to Do With the Staff(p. 220)
• Information Systems and Managerial Techniques(p. 221)
• Control(p. 222)
• Output Controls(p. 222)
• Process Controls(p. 223)
• Allocating Formal Authority: Centralization and Decentralization(p. 225)
• Horizontal Specialization(p. 226)
• Departmentation by Function(p. 226)
• Departmentation by Division(p. 227)
• Departmentation by Matrix(p. 228)
• Mixed Forms of departmentation(p. 230)
• Coordination(p. 230)
• Personal Methods of Coordination(p. 230)
• Impersonal Methods of Coordination(p. 231)
• The Bureaucracy(p. 232)
• Types of Bureaucracies(p. 232)
• Chapter 11 Study Guide
• Summary(p. 235)
• Key Terms(p. 236)
• Self-Test 11(p. 237)
• Chapter 12 Information Technology and Organizational Design(p. 239)
• Information and Technology Fuel a New Spirit(p. 239)
• Organizational Design and Size(p. 240)
• The Simple Design for Smaller Units and Firms(p. 241)
• Operations Technology and Organizational Design(p. 242)
• Thompson's View of Technology(p. 242)
• Woodward's View of Technology(p. 242)
• Where Operations Technology Dominates: The Adhocracy(p. 243)
• Information Technology and Organizational Design(p. 243)
• IT as a Substitute(p. 244)
• IT as a Capability for Learning(p. 245)
• IT as a Strategic Capability(p. 246)
• Environment and Organizational Design(p. 248)
• Environmental Complexity(p. 248)
• Using Alliances Where Environmental Factors Dominate(p. 249)
• Strategy and Organizational Design(p. 251)
• Competency-Based Strategies(p. 251)
• Strategic Competency Through Learning(p. 252)
• Knowledge Acquisition(p. 252)
• Information Distribution(p. 255)
• Information Interpretation(p. 255)
• Information Retention(p. 256)
• Strategic Organizational Learning Cycles(p. 257)
• Deficit Cycles(p. 257)
• Benefit Cycles(p. 258)
• Cellular Form: A Design for the Future(p. 258)
• Chapter 12 Study Guide
• Summary(p. 259)
• Key Terms(p. 260)
• Self-Test 12(p. 260)
• Chapter 13 High Performance Organizational Cultures(p. 263)
• The Internet Changes Everything(p. 263)
• The Concept of Organizational Culture(p. 264)
• The Functions and Components of Organizational Culture(p. 265)
• Dominant Culture, Subcultures, and Countercultures(p. 267)
• Levels of Cultural Analysis(p. 269)
• Observable Aspects of Organizational Culture(p. 269)
• Stories, Rites, Rituals, and Symbols(p. 270)
• Cultural Rules and Roles(p. 271)
• The Evolution of Shared Meanings from Observable Culture(p. 271)
• Values and Organizational Culture(p. 271)
• Management Philosophy(p. 272)
• Organizational Myths(p. 272)
• National Culture Influences(p. 273)
• Managing Organizational Culture(p. 274)
• Building, Reinforcing, and Changing Culture(p. 274)
• Continuous Cultural Development(p. 276)
• Organizational Development Processes and Applications(p. 276)
• Underlying Assumptions of OD(p. 277)
• Shared Values and Principles Underlying OD(p. 277)
• Action Research Foundations of OD(p. 277)
• Organizational Development Interventions(p. 279)
• Chapter 13 Study Guide
• Summary(p. 282)
• Key Terms(p. 283)
• Self-Test 13(p. 283)
• Part 5 Managing Processes
• Chapter 14 High Performance Leadership(p. 285)
• Where Speed Creates the Difference(p. 285)
• Leadership and Management(p. 286)
• Trait and Behavioral Theories Perspectives(p. 287)
• Trait Theories(p. 287)
• Behavioral Theories(p. 288)
• Situational Contingency Theories(p. 290)
• Fiedler's Leadership Contingency Theory(p. 291)
• House's Path-Goal Theory of Leadership(p. 293)
• Substitutes for Leadership(p. 297)
• Attribution Theory and Leadership(p. 298)
• Leadership Prototypes(p. 298)
• Exaggeration of the Leadership Difference(p. 299)
• Leadership Transitions for High Performance Organizations(p. 299)
• Charismatic Approaches(p. 300)
• Transformational versus Transactional Approaches(p. 301)
• Leadership in High Performance Work Teams(p. 302)
• New Leadership Issues(p. 304)
• Chapter 14 Study Guide
• Summary(p. 305)
• Key Terms(p. 307)
• Self-Test 14(p. 307)
• Chapter 15 Power and Politics(p. 309)
• The Advantages of Empowerment(p. 309)
• Power(p. 311)
• Position Power(p. 311)
• Personal Power(p. 312)
• Acquiring and Using Power and Influence(p. 312)
• Turning Power into Relational Influence(p. 315)
• Power, Formal Authority, and Obedience(p. 316)
• Empowerment(p. 319)
• The Power Keys to Empowerment(p. 319)
• Power as an Expanding Pie(p. 320)
• Organizational Politics(p. 321)
• The Two Traditions of Organizational Politics(p. 321)
• The Double-Edged Sword of Organizational Politics(p. 322)
• Organizational Politics and Self-Protection(p. 323)
• Political Action and the Manager(p. 324)
• Political Action and Subunit Power(p. 325)
• Political Action in the Chief Executive Suite(p. 326)
• Chapter 15 Study Guide
• Summary(p. 329)
• Key Terms(p. 330)
• Self-Test 15(p. 330)
• Chapter 16 Information and Communication(p. 333)
• How to Make Communication Count(p. 333)
• The Nature of Communication(p. 335)
• The Communication Process(p. 335)
• Feedback and Communication(p. 336)
• Essentials of Interpersonal Communication(p. 337)
• Effective and Efficient Communication(p. 337)
• Nonverbal Communication(p. 338)
• Active Listening(p. 339)
• Communication Barriers(p. 340)
• Physical Distractions(p. 340)
• Semantic Problems(p. 340)
• Mixed Messages(p. 341)
• Cultural Differences(p. 341)
• Absence of Feedback(p. 341)
• Status Effects(p. 342)
• Organizational Communication(p. 342)
• Formal and Informal Channels(p. 342)
• Communication Flows and Directions(p. 343)
• Communication Networks(p. 344)
• Communication and the High Performance Workplace(p. 346)
• Changing Technologies(p. 346)
• Complex Social Context(p. 347)
• Chapter 16 Study Guide
• Summary(p. 349)
• Key Terms(p. 350)
• Self-Test 16(p. 350)
• Chapter 17 Decision Making(p. 353)
• Break Through with Perserverence and Creativity(p. 353)
• Decision Making Process(p. 354)
• Decision Environments(p. 355)
• Types of Decisions(p. 356)
• Decision Making Models(p. 356)
• Classical and Behavioral Decision Theory(p. 356)
• The Garbage Can Model(p. 358)
• Decision Making Realities(p. 359)
• Intuition, Judgment, and Creativity(p. 359)
• Judgmental Heuristics(p. 360)
• Creativity Factors(p. 361)
• Managing the Decision-Making Process(p. 362)
• Choosing Problems to Address(p. 362)
• Deciding Who Should Participate(p. 363)
• Knowing When to Quit--Eliminating Escalating Commitments(p. 365)
• Technology, Culture, and Ethics in Decision Making(p. 366)
• Information Technology and Decision Making(p. 366)
• Cultural Factors and Decision Making(p. 367)
• Ethical Issues and Decision Making(p. 368)
• Chapter 17 Study Guide
• Summary(p. 369)
• Key Terms(p. 370)
• Self-Test 17(p. 370)
• Chapter 18 Conflict and Negotiation(p. 373)
• Taking Matters Into Your Own Hands(p. 373)
• Conflict(p. 374)
• Types of Conflict(p. 375)
• Levels of Conflict(p. 375)
• Functional and Dysfunctional Conflicts(p. 376)
• Culture and Conflict(p. 377)
• Managing Conflict(p. 378)
• Stages of Conflict(p. 378)
• Causes of Conflict(p. 379)
• Indirect Conflict Management Approaches(p. 380)
• Direct Conflict Management Approaches(p. 382)
• Negotiation(p. 384)
• What Is Negotiation?(p. 384)
• Negotiation Goals and Outcomes(p. 384)
• Ethical Aspects of Negotiation(p. 384)
• Organizational Settings for Negotiation(p. 385)
• Culture and Negotiation(p. 385)
• Negotiation Strategies(p. 385)
• Distributive Negotiation(p. 386)
• Integrative Negotiation(p. 387)
• How to Gain Integrative Agreements(p. 387)
• Common Negotiation Pitfalls(p. 388)
• Third-Party Roles in Negotiation(p. 389)
• Chapter 18 Study Guide
• Summary(p. 389)
• Key Terms(p. 390)
• Self-Test 18(p. 390)
• Chapter 19 Change, Innovation, and Stress(p. 393)
• The Organization of the Future(p. 393)
• Change in Organizations(p. 395)
• Planned and Unplanned Change(p. 395)
• Organizational Forces and Targets for Change(p. 396)
• Phases of Planned Change(p. 397)
• Planned Change Strategies(p. 398)
• Force-Coercion(p. 398)
• Rational Persuasion(p. 399)
• Shared Power(p. 400)
• Resistance to Change(p. 400)
• Why People Resist Change(p. 400)
• How to Deal with Resistance(p. 401)
• Innovation in Organizations(p. 403)
• The Innovation Process(p. 403)
• Features of Innovative Organizations(p. 404)
• Dynamics of Stress(p. 404)
• Sources of Stress(p. 405)
• Stress and Performance(p. 406)
• Stress and Health(p. 406)
• Stress Management(p. 406)
• Chapter 19 Study Guide
• Summary(p. 407)
• Key Terms(p. 409)
• Self-Test 19(p. 409)
• Supplementary Module Research Foundations of Organizational Behavior(p. 411)
• Research Designs(p. 414)
• Laboratory Experiments(p. 414)
• Field Experiments(p. 414)
• Case Studies(p. 415)
• Field Surveys(p. 415)
• Data Gathering, Analysis, and Interpretation(p. 416)
• Interviews(p. 416)
• Observation(p. 416)
• Questionnaires(p. 416)
• Nonreactive Measures(p. 416)
• Data Analysis and Interpretation(p. 417)
• Ethical Considerations in Research(p. 417)
• The OB Skills Workbook(p. 419)
• The FAST COMPANY Collection(p. 425)
• Cases for Critical Thinking(p. 445)
• Experiential Exercises(p. 486)
• Self-Assessment Inventories(p. 518)
• Glossary(p. 1)
• Notes(p. 1)
• Photo Credits(p. 1)
• Index(p. 1)