Organizational Behavior, Global Edition, 19th Edition
- Length: 799 pages
- Edition: 19
- Language: English
- Publisher: Pearson
- Publication Date: 2023
- ISBN-10: 1292450029
- ISBN-13: 9781292450025
- Sales Rank: #996896 (See Top 100 Books)
Organizational Behavior provides the information you want, when you want it. Reflecting the most recent research and events within the field of OB, the 19th Edition continues its hallmark focus on clear writing, cutting-edge content, and intuitive pedagogy. There’s a reason why Robbins’s textbooks have educated millions of students and have been translated into 20 languages: because of a commitment to provide engaging, cutting-edge material that helps you understand and connect with this important field of study. This print textbook is available for students to rent for their classes. The Pearson print rental program provides students with affordable access to learning materials, so they come to class ready to succeed.
Cover Title Page Copyright Brief Contents Contents About the Authors Pearson’s Commitment to Diversity, Equity, and Inclusion Preface Acknowledgments Part 1: Introduction Chapter 1. What Is Organizational Behavior? Management and Organizational Behavior Who’s Who in the World of Work Management Activities Management Roles Management Skills Effective Versus Successful Managerial Activities Organizational Behavior (OB) Defined Complementing Intuition with Systematic Study Building on Big Data with Artificial Intelligence Myth or Science? Management by Walking Around Is the Most Effective Management Disciplines That Contribute to OB Psychology Social Psychology Sociology Anthropology There Are Few Absolutes in OB Challenges and Opportunities Workforce Diversity and Inclusion Continuing Globalization Technology and Social Media (Un)ethical Behavior Corporate Social Responsibility (CSR) Toward a Better World Ben & Jerry’s: The Scoop on What It Takes to Be a CSR-Oriented Company Positive Work Environments The Gig Economy OB During Crises Coming Attractions: Developing an OB Model An Overview Inputs Processes Outcomes An Ethical Choice: What Should You Do If Your Values Do Not Align with Your Company’s? Employability Skills Employability Skills That Apply Across Majors Summary Implications for Managers Point/Counterpoint Business Books: Facts? Or Just Fads? Questions for Review Experiential Exercise: Managing Remote Teams Ethical Dilemma: Credit Where Credit Is Due Case Incident: Work–Life Balance at R.G. & Company Part 2: The Individual Chapter 2. Diversity, Equity, and Inclusion in Organizations Understanding Diversity Levels of Diversity Biographical Characteristics Myth or Science? Bald Is Better Prejudice and Discrimination in Organizations Prejudice and Implicit Bias Discrimination, Disparate Impact, and Treatment Subtle Discrimination in the Workplace Theoretical Perspectives on Prejudice, Discrimination, and Diversity Social Categorization Stereotyping, Stereotype Threat, and Stigma Toward a Better World Hot Chicken Takeover: Putting Restorative Justice into Practice System Justification and Social Dominance Intersectionality and the Cultural Mosaic Diversity Dynamics Group Composition Fault Lines Cross-Cultural Organizational Behavior (OB) Hofstede’s Framework The GLOBE Framework Cultural Tightness and Looseness Religion Expatriate Adjustment Cultural Intelligence (CQ) Implementing Diversity Management An Ethical Choice: Affirmative Action for Unemployed Veterans Theoretical Basis Underlying Diversity Management Diversity Management Practices Cultures and Climates for Diversity The Challenge of Diversity Management Summary Implications for Managers Point/Counterpoint Using Artificial Intelligence for Hiring Leads to Greater Diversity Questions for Review Experiential Exercise: Differences Ethical Dilemma: Should You Question an Employer About Its DEI Policy? Case Incident: Encouraging Female Engineers Chapter 3. Job Attitudes Attitudes Attitudes and Behavior Job Attitudes Job Satisfaction and Job Involvement An Ethical Choice: Office Talk Organizational Commitment Perceived Organizational Support Employee Engagement Job Attitudes in the Gig Economy Are These Job Attitudes All That Distinct? Job Satisfaction How Do I Measure Job Satisfaction? How Satisfied Are People in Their Jobs? What Causes Job Satisfaction? Job Conditions Personality and Individual Differences Pay Outcomesof Job Satisfaction Job Performance Toward a Better World Nvidians: Together Transforming Communities Around the World Organizational Citizenship Behavior (OCB) Customer Satisfaction Life Satisfaction The Impact of Job Dissatisfaction Counterproductive Work Behavior (CWB) Myth or Science? Happy Workers Means Happy Profits Managers Often “Don’t Get It” Summary Implications for Managers Point/Counterpoint Earning That Promotion May Be Key to Higher Job Satisfaction Questions for Review Experiential Exercise: Managing Political Views in the Office Ethical Dilemma: Tell-All Websites Case Incident: Jobs, Money, and Satisfaction Chapter 4. Emotions and Moods What Are Emotions and Moods? Positive and Negative Affect The Basic Emotions Moral Emotions Experiencing Moods and Emotions The Function of Emotions Sources of Emotions and Moods Personality Time of Day Day of the Week Weather Stress Social Interactions Sleep Exercise Gender Identity Emotional Labor Controlling Emotional Displays Myth or Science? All Employees Experience Emotional Labor in the Same Way Affective Events Theory Emotional Intelligence An Ethical Choice: Should Managers Use Emotional Intelligence (EI) Tests? Emotion Regulation Emotion Regulation Influences and Outcomes Emotion Regulation Techniques Ethics of Emotion Regulation OB Applications of Emotions and Moods The Selection Process Decision Making Creativity Motivation Leadership Negotiation Customer Service Work–Life Conflict Toward a Better World Scream Agency: Harnessing Customer Emotions to Bolster CSR Unethical Workplace Behaviors Safety and Injury at Work Summary Implications for Managers Point/Counterpoint: Sometimes Yelling Is for Everyone’s Good Questions for Review Experiential Exercise: Mindfulness at Work Ethical Dilemma: Data Mining Emotions Case Incident Performance Review Shock: Being Told How to Feel and Act Chapter 5. Personality and Individual Differences Linking Individuals to the Workplace Person–Job Fit Person–Organization Fit Other Dimensions of Fit Toward a Better World Uber: In the Median or Back on the Road Again? Personality What Is Personality? Personality Frameworks The Myers-Briggs Type Indicator The Big Five Personality Model The Dark Triad Other Frameworks An Ethical Choice: Do Certain Personality Traits Make You More Unethical? Other Personality Attributes Relevant to OB Core Self-Evaluations (CSEs) Self-Monitoring Proactive Personality Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds After Meeting Them Personality and Situations Situation Strength Theory Trait Activation Theory Ability Intellectual Abilities Physical Abilities Values Terminal Versus Instrumental Values Generational Values Summary Implications for Managers Point/Counterpoint: Millennials Are More Narcissistic Than Other Generations Questions for Review Experiential Exercise: Acing the Interview Ethical Dilemma: How Long Should You Wait Before Deciding If a Job Is Not a Good Fit? Case Incident: Sky Energy Chapter 6. Perception and Individual Decision Making What Is Perception? Factors That Influence Perception Person Perception: Making Judgments About Others Attribution Theory Toward a Better World Volkswagen: Going Green or Just Greenwashing? Common Shortcuts in Judging Others Specific Applications of Shortcuts in Organizations Myth or Science? All Stereotypes Are Negative The Link Between Perception and Individual Decision Making Decision Making in Organizations The Rational Model, Bounded Rationality, and Intuition Common Biases and Errors in Decision Making Influences on Decision Making: Individual Differences and Organizational Constraints Individual Differences Organizational Constraints Ethics in Decision Making Three Ethical Decision Criteria Choosing Between Criteria Behavioral Ethics Lying An Ethical Choice: Are We as Ethical as We Think We Are? Creativity, Creative Decision Making, and Innovation in Organizations Creative Behavior Causes of Creative Behavior Creative Outcomes (Innovation) Summary Implications for Managers Point/Counterpoint: Implicit Assessment Questions for Review Experiential Exercise: Bringing Life to a Food Desert Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics Case Incident Warning: Collaboration Overload Chapter 7. Motivation Concepts Motivation Defined Classic Theories of Motivation Hierarchy of Needs Theory Two-Factor Theory McClelland’s Theory of Needs Contemporary Theories: A Primer Contemporary Theories of Motivation: Content-Based Self-Determination Theory Myth or Science? Work Has to Be Purposeful to Be Motivating Regulatory Focus Theory Job Engagement Theory Contemporary Theories of Motivation: Context-Based Reinforcement Theory Social Learning Theory An Ethical Choice: Motivated by Big Brother Contemporary Theories of Motivation: Process-Based Expectancy Theory Goal-Setting Theory Self-Efficacy Theory Organizational Justice Equity Theory Distributive Justice Procedural Justice Interactional Justice Justice Outcomes Culture and Justice Integrating Contemporary Theories of Motivation Toward a Better World Kroger: Zero Hunger, Zero Waste Summary Implications for Managers Point/Counterpoint: Feel-Good Messaging Is More Motivating Than Instrumental Messaging Questions for Review Experiential Exercise: How Do You Motivate an Employee? Ethical Dilemma: Follies of Reward Case Incident: Why Lead by Example? Chapter 8. Motivation: From Concepts to Applications Motivating by Job Design: The Job Characteristics Model (JCM) Elements of the JCM Efficacy of the JCM Motivating Potential Score (MPS) Job Redesign Job Rotation and Job Enrichment Relational Job Design Alternative Work Arrangements Flextime Myth or Science? Job Crafting Is a Practical Way to Reduce Boredom and Burnout Job Sharing Telecommuting Employee Involvement Examplesof Employee Involvement Programs (EIP) Cultural Considerations in Implementing EIP Programs Using Extrinsic Rewards to Motivate Employees What to Pay: Establishing a Pay Structure How to Pay: Rewarding Individual Employees Through Variable-Pay Programs An Ethical Choice: Workers’ Cooperatives Using Benefits to Motivate Employees Flexible Benefits: Developing a Benefits Package Toward a Better World Sociabble Trees: Rewarding Through Reforestation Using Intrinsic Rewards to Motivate Employees Employee Recognition Programs Summary Implications for Managers Point/Counterpoint Gainsharing: Fair Shares? Questions for Review Experiential Exercise: Developing an Organizational Development and Compensation Plan for Automotive Sales Consultants Ethical Dilemma: Playing Favorites? Case Incident: JP Transport Part 3: The Group Chapter 9. Foundations of Group Behavior Defining and Classifying Groups Social Identity Stages of Group Development Group Property 1: Roles Role Perception Role Expectations Role Conflict Myth or Science? Gossip and Exclusion Are Toxic for Groups Group Property 2: Norms Norms and Emotions Norms and Conformity Norms and Behavior Positive Norms and Group Outcomes Negative Norms and Group Outcomes Norms and Culture Group Property 3: Status and Group Property 4: Size and Dynamics Group Property 3: Status An Ethical Choice: Managing a Narcissist in the Group Group Property 4: Size and Dynamics Group Property 5: Cohesion Toward a Better World Whirlpool: Building Cohesion Through Volunteering Group Decision Making Groups Versus the Individual Groupthink and Groupshift Group Decision-Making Techniques Summary Implications for Managers Point/Counterpoint: Conformity Is Counterproductive and Should Be Avoided Questions for Review Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? Ethical Dilemma: Follow the Leader? Case Incident: Cultural Context and Group Dynamics Chapter 10. Understanding Work Teams Differences Between Groups and Teams Types of Teams Problem-Solving Teams Self-Managed Work Teams Cross-Functional Teams Virtual Teams Multiteam Systems An Ethical Choice: The Size of Your Meeting’s Carbon Footprint Creating Effective Teams Team Context Team Composition Toward a Better World Hershey: Advancing Diversity, Equity, and Inclusion Through Groups and Teams Team Processes and States Myth or Science? Teams Should Practice Collective Mindfulness Turning Groups of Employees into Teams Selecting: Hiring for Team Effectiveness Training: Creating Effective Teams Rewarding: Providing Incentives for Exceptional Teams Beware! Teams Aren’t Always the Answer Summary Implications for Managers Point/Counterpoint: Team Building Exercises Are a Waste of Time Questions for Review Experiential Exercise: Should You Use Self-Managed Teams? Ethical Dilemma: When Your Cycling Skills Matter! Case Incident: Psychological Safety and Team Effectiveness Chapter 11. Communication Interpersonal Communication Oral Communication Myth or Science? Better Listening Is the Key to Better Working Relationships Written Communication Nonverbal Communication Choosing Communication Methods Choosing Communication Methods Handling Barriers to Effective Communication Toward a Better World Mobile Citizen and Mobile Beacon: Two Companies Enhancing Access to Smartphones and the Internet Advancements in Virtual Communication Videoconferencing Blogging, Vlogging, and Podcasting E-collaboration and E-learning The Currency of Virtual Communication: Emojis, Usernames, Selfies, and More Smartphones, Social Media, and Cybersecurity Smartphones (and Other Smart Devices) Social Media An Ethical Choice: What Should You Do If an Employee Is Being Cyberbullied or Harassed Online? Cybersecurity Cross-Cultural Communication Cultural Context The Interface Between Cultures Aspects of Cultural Communication A Guide to Cross-Cultural Communication Summary Implications for Managers Point/Counterpoint: Work Friendships Are Not a Good Idea Questions for Review Experiential Exercise: Choosing the Right Modes of Communication Ethical Dilemma: BYOD Case Incident: How Do You Communicate That You Are Passionate During an Interview? Chapter 12. Leadership Trait Theories Personality Traits and Leadership Emotional Intelligence and Leadership Behavioral Theories Initiating Structure Consideration An Ethical Choice: The Ethics of Nudging Summary of Trait Theories and Behavioral Theories Contingency Theories The Fiedler Model Situational Leadership Theory Follower Contingency Theories Leading in Times of Crisis Positive Leadership Styles and Relationships Leader–Member Exchange (LMX) Theory Charismatic Leadership The Full Range Leadership Model Integrating and Evaluating Positive Leadership Styles The (Un)ethical Aspects of Leadership Authentic Leadership Toward a Better World: The Institute for Corporate Social Responsibility (iCSR): Training Leaders to Work Toward a Better Tomorrow (Un)ethical Leadership Servant Leadership Abusive Supervision Leadership and Trust Trust Challenges and Opportunities to Our Understanding of Leadership Leadership Challenges Leadership Opportunities Myth or Science? Leaders Can Be Trained Summary Implications for Managers Point/Counterpoint: CEOs Start Early Questions for Review Experiential Exercise: What’s in a Leader? Ethical Dilemma: Innocent, but What About Trust? Case Incident Andrea Illy: Leading a Family Company Responsibly Chapter 13. Power and Politics Power and Leadership Bases of Power Formal Power Personal Power Which Bases of Power Are Most Effective? Dependence: The Key to Power The General Dependence Postulate What Creates Dependence? Formal Small-Group Networks Social Network Analysis: A Tool for Assessing Resource Dependence Influence Tactics Using Influence Tactics Automatic and Controlled Processing of Influence Applying Influence Tactics Towarda Better World Old Mutual: Realizing a Sustainability Vision Through Influence How Power Affects People Power Dynamics Sexual Harassment: Unequal Power in the Workplace Politics: Power in Action Political Behavior The Reality of Politics Gossip and the Grapevine The Causes and Consequences of Political Behavior Factors Contributing to Political Behavior Factors Contributing to Political Behavior Acquiescence How Do People Respond to Organizational Politics? Myth or Science? Office Politics Should Be Avoided Altogether Voice and Silence Impression Management An Ethical Choice: How Much Should You Manage Interviewer Impressions? The Ethics of Behaving Politically Mapping Your Political Career Summary Implications for Managers Point/Counterpoint: Emphasize the Strategies Women Can Use to Get Ahead Questions for Review Experiential Exercise: The Turnaround Task Force Ethical Dilemma: Sexual Harassment and Office Romances Case Incident: Imperium Omni Chapter 14. Conflict and Negotiation A Definition of Conflict (Dys)functional Conflict Types of Conflict Loci of Conflict The Conflict Process Stage I: Potential Opposition or Incompatibility Stage II: Cognition and Personalization Stage III: Intentions Stage IV: Behavior Stage V: Outcomes Managing Conflict Negotiation Bargaining Strategies The Negotiation Process Preparation and Planning Definition of Ground Rules Clarification and Justification Bargaining and Problem Solving Closure and Implementation Myth or Science? Good Negotiators Rely on Intuition Individual Differences in Negotiation Effectiveness Personality Traits in Negotiations Moods and Emotions in Negotiations Culture and Race in Negotiations Gender in Negotiations Negotiating in a Social Context Reputation Toward a Better World ALDI: Downstream Environmental and Social Implications of Supplier Negotiations Relationships An Ethical Choice: Ethical Challenges in Negotiation Third-Parties in Negotiations Summary Implications for Managers Point/Counterpoint: Nonunion Positions and the Gig Economy Are Bad for Workers Questions for Review Experiential Exercise: A Negotiation Role Play Ethical Dilemma: To Intervene or Not to Intervene? Case Incident: Disorderly Conduct Chapter 15. Foundations of Organization Structure What Is Organizational Structure? Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Boundary Spanning Common Organizational Frameworks and Structures The Simple Structure The Bureaucracy Myth or Science? Bureaucracy Is the Enemy of Innovation and Productivity The Matrix Structure Newer Trends in Organizational Design The Virtual Structure The Team Structure An Ethical Choice: Flexible Structures, Deskless Workplaces The Circular Structure The Leaner Organization: Downsizing Why Do Structures Differ? Organizational Strategies Toward a Better World Grove Collaborative: Innovating in the CSR and Sustainability Market Space Organization Size Technology Environment Institutions Organizational Designs and Employee Behavior Span of Control Centralization Predictability Versus Autonomy National Culture Summary Implications for Managers Point/Counterpoint: Open-Air Offices Inspire Creativity and Enhance Productivity Questions for Review Experiential Exercise: Remote Work Ethical Dilemma: The Ethics of Layoffs Case Incident Kuuki: Reading the Atmosphere Part 4: The Organization System Chapter 16. Organizational Culture and Change What Is Organizational Culture? A Definition of Organizational Culture Do Organizations Have Uniform Cultures? Strong Versus Weak Cultures Myth or Science? An Organization’s Culture Is Forever How Employees Learn Culture Stories Rituals Symbols Language An Ethical Choice: A Culture of Compassion Creating and Sustaining Culture How a Culture Begins Keeping a Culture Alive What Do Cultures Do? The Functions of Culture Culture Creates Climate Culture as an Asset Toward a Better World Morgan Stanley: Sustainable and Ethical Organizational Cultures Influence Investment Decisions Culture as a Liability Influencing Organizational Cultures Developing a Positive Culture Developing an Ethical Culture Developing an Innovative Culture Change The Nature of Change Resistance to Change The Politics of Change Approaches to Managing Organizational Change Lewin’s Three-Step Model Kotter’s Eight-Step Plan Action Research Organizational Development The Change Paradox Summary Implications for Managers Point/Counterpoint: Organizational Change Management Is Not Worth the Effort Questions for Review Experiential Exercise: Culture Architects Ethical Dilemma: Toxic Culture Case Incident: Culture of Fear Chapter 17. Human Resource Systems and Practices Recruitment Applicant Attraction The Ubiquity of Referral Hiring The Role of Recruiters Realistic Job Previews Selection How the Selection Process Works Initial Selection Substantive and Contingent Selection Written Tests Performance-Simulation Tests Interviews Contingent Selection Tests Training and Development Training Content Training Methods Evaluating Effectiveness Performance Management What Do We Evaluate? Who Should Do the Evaluating? Methods of Performance Evaluation Improving Performance Evaluations An Ethical Choice: Eliminating Bias from Performance Reviews Providing Performance Feedback Myth or Science? The 24-Hour Workplace Is Harmful Accessible Workplaces Accommodations for Physical Disabilities Accommodations for Hidden Disabilities Human Resources (HR) Leadership Toward a Better World Kawasaki: Learning from Each Other at Takumi Juku and Manabiya Communicating HR Practices Drafting and Enforcing Employment Policies Summary Implications for Managers Point/Counterpoint: Employers Should Check Applicants’ Criminal Backgrounds Questions for Review Experiential Exercise: Designing a Virtual Assessment Center Exercise Ethical Dilemma: Should I Pay the Staff More and Reduce the Company’s Profit? Case Incident: Fired via Video Message Chapter 18. Stress and Health in Organizations The Nature of Stress in Organizations Stressors Strain Eustress Physical Health at Work Sleep Illness and Injury Myth or Science? When You Are Working Hard, Sleep Is Optional Mental Health at Work Job Insecurity Toward a Better World Freelancers Union: Advocating for Gig Workers Faced with Consistent Job Insecurity Workaholism Psychological Distress at Work Mechanisms of Health and Stress Conservation of Resources Effort-Reward Imbalance Model Job Demand-Control-Support Model Job Demands-Resources Model Work–Life Balance The State of Work–Life Balance: A New Normal? Work–Life Boundaries Work–Life Spillover Flexible and Supportive Policies Managing Stress and Health Individual Approaches An Ethical Choice: Talking About Mental Health Without Overstepping Boundaries Organizational Approaches Summary Implications for Managers Point/Counterpoint: Companies Should Encourage Stress Reduction Questions for Review Experiential Exercise: Micro-Stressors Ethical Dilemma: The Fear of Redundancy and Ceasing Operations Case Incident: Burnout Despite Flexibility: Working Parents and COVID-19 Appendix: Research in Organizational Behavior Comprehensive Cases Glossary Endnotes Organization Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Subject Index A B C D E F G H I J K L M N O P Q R S T U V W Y Z
Donate to keep this site alive
To access the Link, solve the captcha.
1. Disable the AdBlock plugin. Otherwise, you may not get any links.
2. Solve the CAPTCHA.
3. Click download link.
4. Lead to download server to download.
Learning Blender, 3rd Edition
2021-04-23
