Organizational Behavior: Emerging Knowledge. Global Reality, 9th Edition
- Length: 1086 pages
- Edition: 9
- Language: English
- Publisher: McGraw-Hill Education
- Publication Date: 2020-02-04
- ISBN-10: 1260570657
- ISBN-13: 9781260570656
- Sales Rank: #320778 (See Top 100 Books)
Organizational Behavior, 9e by McShane/Von Glinow helps everyone make sense of OB and provides the conceptual tools to work more effectively in the workplace. It emphasizes emerging OB knowledge with globally focused, real-world examples and evidence-based literature. This edition explains how work-life integration is becoming an essential employee practice in the workplace; how social networks generate power and shape communication patterns; how emotions influence employee motivation, attitudes, and decisions; how self-concept is a significant determinant of individual behavior, team cohesion, and leadership; and how adopting a global mindset has become an important employee characteristic in this increasingly interconnected world. This book presents the reality that organizational behavior is not just for managers; it is relevant and valuable to anyone who works in and around organizations. The McShane and Von Glinow product is acclaimed for: Readability, presentation of current knowledge Linking OB concepts and theories with reality Strong International / Global orientation Contemporary Theory Foundation (without the jargon) Active Learning and Critical Thinking Support Textbook’s philosophy OB knowledge is for everyone, not just traditional managers
Cover Page Title Page Copyright Page about the authors Dedication Preface Acknowledgments Supporting the Learning Process Student and Instructor Support Materials Video Resources Connect Chapter 1 Introduction to the Field of Organizational Behavior Welcome to the Field of Organizational Behavior! What Is Organizational Behavior? Historical Foundations of Organizational Behavior Why Organizational Behavior Is Important Why OB Is Important for You Why OB Is Important for Organizations Connecting the Dots: An Integrative Model of Organizational Behavior Anchors of Organizational Behavior Knowledge The Systematic Research Anchor The Practical Orientation Anchor The Multidisciplinary Anchor The Contingency Anchor The Multiple Levels of Analysis Anchor The Emerging Workplace Landscape Diversity and the Inclusive Workplace Work–Life Integration Remote Work Employment Relationships MARS Model of Individual Behavior and Performance Employee Motivation Ability Role Perceptions Situational Factors Types of Individual Behavior Task Performance Organizational Citizenship Counterproductive Work Behaviors Joining and Staying with the Organization Maintaining Work Attendance The Journey Begins Chapter Summary Key Terms Critical Thinking Questions Case Study: Promoting Safe Behavior at Mother Parkers Case Study: Pushing Papers Can Be Fun Class Exercise: World Café on the Emerging Workplace Chapter 2 Individual Differences: Personality and Values Personality and the Five-Factor Model in Organizations What Causes Personality: Nature versus Nurture Five-Factor Model of Personality Issues When Applying the Five-Factor Model Other Personality Concepts: The Dark Triad and MBTI Types The Dark Triad Jungian Personality Theory and the Myers-Briggs Type Indicator Values in the Workplace Types of Values Values and Individual Behavior Values Congruence Ethical Values and Behavior Four Ethical Principles Moral Intensity, Moral Sensitivity, and Situational Influences Supporting Ethical Behavior Values across Cultures Individualism and Collectivism Power Distance Uncertainty Avoidance Achievement-Nurturing Orientation Caveats about Cross-Cultural Knowledge Cultural Diversity in the United States Chapter Summary Key Terms Critical Thinking Questions Chapter 3 Perceiving Ourselves and Others in Organizations Self-Concept: How We Perceive Ourselves Self-Concept Complexity, Consistency, and Clarity Self-Enhancement Self-Verification Self-Evaluation The Social Self Self-Concept and Organizational Behavior Perceiving the World around Us Perceptual Organization and Interpretation Specific Perceptual Processes and Problems Stereotyping in Organizations Attribution Theory Self-Fulfilling Prophecy Other Perceptual Effects Improving Perceptions Awareness of Perceptual Biases Improving Self-Awareness Meaningful Interaction Global Mindset: Developing Perceptions across Borders Developing a Global Mindset Chapter Summary Key Terms Critical Thinking Questions Chapter 4 Workplace Emotions, Attitudes, and Stress Emotions in the Workplace Types of Emotions Emotions, Attitudes, and Behavior Cognitive Dissonance Emotions and Personality Managing Emotions at Work Emotional Display Norms across Cultures Strategies for Displaying Expected Emotions Emotional Intelligence Emotional Intelligence Outcomes and Development Job Satisfaction Job Satisfaction and Work Behavior Job Satisfaction and Performance Job Satisfaction and Customer Satisfaction Job Satisfaction and Business Ethics Organizational Commitment Consequences of Affective and Continuance Commitment Building Organizational Commitment Work-Related Stress and Its Management General Adaptation Syndrome Consequences of Distress Stressors: The Causes of Stress Individual Differences in Stress Managing Work-Related Stress Chapter Summary Key Terms Critical Thinking Questions Chapter 5 Foundations of Employee Motivation Employee Motivation, Drives, and Needs Employee Drives and Needs Individual Differences in Needs Drive-Based Motivation Theories Four-Drive Theory Maslow’s Needs Hierarchy Theory Intrinsic and Extrinsic Motivation Learned Needs Theory Expectancy Theory of Motivation Expectancy Theory in Practice Organizational Behavior Modification and Social Cognitive Theory Organizational Behavior Modification Social Cognitive Theory Goal Setting and Feedback Characteristics of Effective Feedback Sources of Feedback Evaluating Goal Setting and Feedback Organizational Justice Distributive Justice and Equity Theory Procedural and Interactional Justice Chapter Summary Key Terms Critical Thinking Questions Chapter 6 Applied Performance Practices The Meaning of Money in the Workplace Financial Reward Practices Membership- and Seniority-Based Rewards Job Status–Based Rewards Competency-Based Rewards Performance-Based Rewards Improving Reward Effectiveness Link Rewards to Performance Ensure that Rewards Are Relevant Use Team Rewards for Interdependent Jobs Ensure that Rewards Are Valued Watch Out for Unintended Consequences Job Design Practices Job Design and Work Efficiency Scientific Management Problems with Job Specialization Job Design and Work Motivation Core Job Characteristics Critical Psychological States Individual Differences Social and Information Processing Job Characteristics Job Design Practices that Motivate Frequent Job Rotation Job Enlargement Job Enrichment Psychological Empowerment Practices Supporting Psychological Empowerment Self-Leadership Practices Personal Goal Setting Constructive Thought Strategies Designing Natural Rewards Self-Monitoring Self-Reinforcement Effectiveness of Self-Leadership Personal and Situational Predictors of Self-Leadership Chapter Summary Key Terms Critical Thinking Questions Chapter 7 Decision Making and Creativity Rational Choice Decision Making Rational Choice Decision Process Problems with Rational Choice Decision Making Identifying Problems and Opportunities Problems with Problem Identification Identifying Problems and Opportunities More Effectively Searching for, Evaluating, and Choosing Alternatives Problems with Goals Problems with Information Processing Problems with Maximization Evaluating Opportunities Emotions and Intuition in Decision Making Emotions and Making Choices Intuition and Making Choices Making Choices More Effectively Implementing and Evaluating Decisions Implementing Decisions Evaluating Decisions Creativity The Creative Process Characteristics of Creative People Organizational Conditions Supporting Creativity Activities that Encourage Creativity Employee Involvement in Decision Making Benefits of Employee Involvement Contingencies of Employee Involvement Chapter Summary Key Terms Critical Thinking Questions Chapter 8 Team Dynamics Teams and Informal Groups Informal Groups Advantages and Disadvantages of Teams The Challenges of Teams A Model of Team Effectiveness Organizational and Team Environment Team Design Elements Task Characteristics Team Size Team Composition Team Processes Team Development Team Norms Team Cohesion Team Trust Self-Directed Teams Success Factors for Self-Directed Teams Remote (Virtual) Teams Success Factors for Remote Teams Team Decision Making Constraints on Team Decision Making Improving Creative Decision Making in Teams Chapter Summary Key Terms Critical Thinking Questions Chapter 9 Communicating in Teams and Organizations The Importance of Communication A Model of Communication Influences on Effective Encoding and Decoding Communication Channels Digital Written Communication Social Media Communication in the Workplace Nonverbal Communication Choosing the Best Communication Channel Synchronicity Social Presence Social Acceptance Media Richness Communication Channels and Persuasion Communication Barriers (Noise) Perceptions Language Jargon Filtering Information Overload Cross-Cultural and Gender Communication Nonverbal Differences across Cultures Gender Differences in Communication Improving Interpersonal Communication Getting Your Message Across Active Listening Improving Communication throughout the Hierarchy Workspace Design Digitally-Based Organizational Communication Direct Communication with Top Management Communicating through the Grapevine Grapevine Characteristics Grapevine Benefits and Limitations Chapter Summary Key Terms Critical Thinking Questions Chapter 10 Power and Influence in the Workplace The Meaning of Power Sources of Power in Organizations Legitimate Power Reward Power Coercive Power Expert Power Referent Power Contingencies of Power Nonsubstitutability Centrality Visibility Discretion The Power of Social Networks Social Capital and Sources of Power Gaining Power through Social Networks Consequences of Power Influencing Others Types of Influence Tactics Consequences and Contingencies of Influence Tactics Organizational Politics Individual Differences in Organizational Politics Minimizing Organizational Politics Chapter Summary Key Terms Critical Thinking Questions Chapter 11 Conflict and Negotiation in the Workplace The Meaning and Consequences of Conflict Is Conflict Good or Bad? The Emerging View: Task and Relationship Conflict Task Conflict Relationship Conflict Minimizing Relationship Conflict during Task Conflict Conflict Process Model Structural Sources of Conflict in Organizations Incompatible Goals Differentiation Interdependence Scarce Resources Ambiguous Rules Communication Problems Interpersonal Conflict-Handling Styles Choosing the Best Conflict-Handling Style Cultural and Gender Differences in Conflict-Handling Styles Structural Approaches to Conflict Management Emphasizing Superordinate Goals Reducing Differentiation Improving Communication and Mutual Understanding Reducing Interdependence Increasing Resources Clarifying Rules and Procedures Third-Party Conflict Resolution Choosing the Best Third-Party Intervention Strategy Resolving Conflict through Negotiation Distributive versus Integrative Approaches to Negotiation Preparing to Negotiate The Negotiation Process The Negotiation Setting Gender and Negotiation Chapter Summary Key Terms Critical Thinking Questions Chapter 12 Leadership in Organizational Settings What Is Leadership? Shared Leadership Transformational Leadership Perspective Develop and Communicate a Strategic Vision Model the Vision Encourage Experimentation Build Commitment toward the Vision Transformational Leadership and Charisma Evaluating the Transformational Leadership Perspective Managerial Leadership Perspective Interdependence of Managerial and Transformational Leadership Task-Oriented and People- Oriented Leadership Servant Leadership Path–Goal and Leadership Substitute Theories Path–Goal Leadership Theory Leadership Substitutes Theory Implicit Leadership Perspective Prototypes of Effective Leaders The Romance of Leadership Personal Attributes Perspective of Leadership Eight Important Leadership Attributes Authentic Leadership Leadership Attributes Perspective Limitations and Practical Implications Cross-Cultural and Gender Issues in Leadership Gender and Leadership Chapter Summary Key Terms Chapter 13 Designing Organizational Structures Division of Labor and Coordination Division of Labor Coordination of Work Activities Elements of Organizational Structure Span of Control Centralization and Decentralization Formalization Mechanistic versus Organic Structures Forms of Departmentalization Simple Structure Functional Structure Divisional Structure Team-Based Structure Matrix Structure Network Structure Contingencies of Organizational Design External Environment Organizational Size Technology Organizational Strategy Chapter Summary Key Terms Critical Thinking Questions Chapter 14 Organizational Culture Elements of Organizational Culture Espoused versus Enacted Values Content of Organizational Culture Organizational Subcultures Deciphering Organizational Culture through Artifacts Organizational Stories and Legends Organizational Language Rituals and Ceremonies Physical Structures and Symbols Is Organizational Culture Important? Meaning and Potential Benefits of a Strong Culture Contingencies of Organizational Culture and Effectiveness Organizational Culture and Business Ethics Merging Organizational Cultures Bicultural Audit Strategies for Merging Different Organizational Cultures Changing and Strengthening Organizational Culture Actions of Founders and Leaders Align Artifacts with the Desired Culture Introduce Culturally Consistent Rewards and Recognition Support Workforce Stability and Communication Use Attraction, Selection, and Socialization for Cultural Fit Organizational Socialization Learning and Adjustment Process Psychological Contracts Stages of Organizational Socialization Improving the Socialization Process Chapter Summary Key Terms Critical Thinking Questions Chapter 15 Organizational Change Lewin’s Force Field Analysis Model Understanding Resistance to Change Why Employees Resist Change Unfreezing, Changing, and Refreezing Creating an Urgency for Change Reducing the Restraining Forces Refreezing the Desired Conditions Leadership, Coalitions, and Pilot Projects Transformational Leadership and Change Coalitions, Social Networks, and Change Pilot Projects and Diffusion of Change Four Approaches to Organizational Change Action Research Approach Appreciative Inquiry Approach Large Group Intervention Approach Parallel Learning Structure Approach Cross-Cultural and Ethical Issues in Organizational Change Organizational Behavior: The Journey Continues Chapter Summary Key Terms Critical Thinking Questions Case 1: Arctic Mining Consultants Case 2: Going to the X-Stream Case 3: Keeping Suzanne Chalmers Case 4: The Regency Grand Hotel Case 5: Simmons Laboratories Case 6: Tamarak Industries Case 7: The Outstanding Faculty Award Case 8: The Shipping Industry Accounting Team Case 9: Verberg Kansen N.V. Appendix A Theory Building and Systematic Research Methods Organization Index Name Index Glossary/Subject Index
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