Descripciones mejoradas de Syndetics:

For courses in Organizational Behavior, HumanRelations, and Industrial Psychology. Robbins' Essentials of Organizational Behavior features only the most relevant topics in organizational behavior today, such as TQM; reengineering, technology; empowerment; declining employee loyalty; the Myers-Briggs Type Indicator; virtual and boundaryless organizations; 360-degree performance appraisals; diversity; globalization; ethics; and more. *NEW - Improved integration of key concepts - Interweaves discussions of diversity, globalization, and ethics throughout the text rather than presenting them in stand-alone chapters. *NEW - CD-ROM enhanced media version -Offers an optional CD-ROM with the following features: 1.) KnitMedia Inc. integrated cases and video; 2.) Chapter ending cases to accompany ABC/SB2000 VHS video library; 3.) Additional content to expand references within text; 4.) Link to PHLIP/CW Website. *Clear, concise, and current presentation.

Tabla de contenidos provista por Syndetics

• Preface(p. xvii)
• Part I Prologue(p. 1)
• 1 Introduction to Organizational Behavior(p. 1)
• The Field of Organizational Behavior(p. 2)
• Goals of Organizational Behavior(p. 5)
• Challenges and Opportunities for OB: A Managerial Perspective(p. 6)
• The Plan of This Book(p. 15)
• Part II The Individual in the Organization(p. 17)
• 2 Foundations of Individual Behavior(p. 17)
• Values(p. 17)
• Attitudes(p. 24)
• Perception(p. 27)
• Learning(p. 30)
• Implications for Managers(p. 31)
• 3 Personality and Emotions(p. 34)
• Personality(p. 34)
• Emotions(p. 40)
• Implications for Managers(p. 46)
• 4 Basic Motivation Concepts(p. 47)
• What Is Motivation?(p. 48)
• Early Theories of Motivation(p. 48)
• Contemporary Theories of Motivation(p. 52)
• Don't Forget: Motivation Theories Are Culture-Bound!(p. 61)
• Implications for Managers(p. 62)
• 5 Motivation: From Concepts to Applications(p. 63)
• Management by Objectives(p. 64)
• Behavior Modification(p. 66)
• Employee Recognition Programs(p. 68)
• Employee Involvement Programs(p. 70)
• Job Redesign and Scheduling Programs(p. 73)
• Variable-Pay Programs(p. 79)
• Skill-Based Pay Plans(p. 81)
• A Final Thought: Motivating the Diversified Workforce(p. 83)
• Implications for Managers(p. 83)
• 6 Individual Decision Making(p. 84)
• How Should Decisions Be Made?(p. 85)
• How Decisions Are Actually Made in Organizations(p. 88)
• Ethics in Decision Making(p. 99)
• Implications for Managers(p. 100)
• Part III Groups in the Organization(p. 101)
• 7 Foundations of Group Behavior(p. 101)
• Defining and Classifying Groups(p. 101)
• Basic Group Concepts(p. 102)
• Group Decision Making(p. 112)
• Implications for Managers(p. 116)
• 8 Understanding Work Teams(p. 119)
• Why Have Teams Become So Popular?(p. 120)
• Teams Versus Groups: What's the Difference?(p. 120)
• Types of Teams(p. 121)
• Creating Effective Teams(p. 125)
• Turning Individuals into Team Players(p. 130)
• Teams and Quality Management(p. 133)
• Beware! Teams Aren't Always the Answer(p. 134)
• Implications for Managers(p. 134)
• 9 Communication(p. 136)
• Functions of Communication(p. 137)
• The Communication Process(p. 137)
• Direction of Communication(p. 138)
• Interpersonal Communication(p. 139)
• Organizational Communication(p. 142)
• Barriers to Effective Communication(p. 148)
• Cross-Cultural Communication(p. 150)
• Ethics in Communication: Is It Wrong To Tell a Lie?(p. 152)
• Implications for Managers(p. 152)
• 10 Leadership and Creating Trust(p. 156)
• What Is Leadership?(p. 156)
• Trait Theories(p. 157)
• Behavioral Theories(p. 158)
• Contingency Theories(p. 161)
• Charismatic Leadership(p. 166)
• Contemporary Issues in Leadership(p. 168)
• Is Leadership Always Relevant?(p. 170)
• Trust and Leadership(p. 171)
• Implications for Managers(p. 175)
• 11 Power and Politics(p. 176)
• A Definition of Power(p. 176)
• Contrasting Leadership and Power(p. 177)
• Bases of Power(p. 177)
• Dependency: The Key to Power(p. 179)
• Power in Groups: Coalitions(p. 181)
• Sexual Harassment: Unequal Power in the Workplace(p. 182)
• Politics: Power in Action(p. 183)
• Implications for Managers(p. 191)
• 12 Conflict and Negotiation(p. 193)
• A Definition of Conflict(p. 193)
• Transitions in Conflict Thought(p. 194)
• Functional Versus Dysfunctional Conflict(p. 195)
• The Conflict Process(p. 195)
• Negotiation(p. 202)
• Implications for Managers(p. 208)
• Part IV The Organization System(p. 210)
• 13 Foundations of Organization Structure(p. 210)
• What Is Organization Structure?(p. 211)
• Common Organizational Designs(p. 217)
• New Options(p. 220)
• Why Do Structures Differ?(p. 224)
• Organization Structure and Employee Behavior(p. 226)
• Implications for Managers(p. 228)
• 14 Organizational Culture(p. 229)
• Defining Organizational Culture(p. 230)
• What Does Culture Do?(p. 232)
• Creating and Sustaining Culture(p. 233)
• How Employees Learn Culture(p. 237)
• Managing Cultural Change(p. 239)
• Creating an Ethical Organizational Culture(p. 240)
• Creating a Customer-Responsive Culture(p. 241)
• Spirituality and Organizational Culture(p. 242)
• Organizational Culture Versus National Culture(p. 245)
• Organizational Culture and the Paradox of Diversity(p. 245)
• Implications for Managers(p. 246)
• 15 Human Resource Policies and Practices(p. 247)
• Employee Selection(p. 247)
• Training and Development Programs(p. 250)
• Performance Appraisal(p. 254)
• Implications for Managers(p. 263)
• 16 Organizational Change and Development(p. 264)
• Forces for Change(p. 265)
• Change Agents(p. 266)
• Two Views of Change(p. 267)
• Resistance to Change(p. 269)
• Managing Change Through Organizational Development(p. 273)
• Contemporary Issues in Organizational Change(p. 277)
• Implications for Managers(p. 282)
• Epilogue(p. 283)
• Endnotes(p. 285)
• Index/Glossary(p. 307)