Organizational Behavior, Global Edition, Updated 18th Edition
- Length: 782 pages
- Edition: 18
- Language: English
- Publisher: Pearson
- Publication Date: 2021-06-17
- ISBN-10: 1292403063
- ISBN-13: 9781292403069
- Sales Rank: #8690850 (See Top 100 Books)
Forundergraduate and graduate courses in organizational behavior.
Help studentsbetter understand their behavioral and interpersonal skills
Longconsidered the standard for all organizational behavior textbooks, OrganizationalBehavior provides the research you want, in the language yourstudents understand. This text continues its tradition of making current,relevant research come alive for readers. The Updated 18thEdition has been thoroughly revised to reflect the most recentresearch and business events within the field of organizational behaviorworldwide, while maintaining its hallmark features ― a clear writing style,cutting-edge content, and intuitive pedagogy. There’s a reason why Robbins’stextbooks have educated millions of students and have been translated intotwenty languages ― and it’s because of a commitment that provides the kind ofengaging, cutting-edge material that helps students understand and connect withorganizational behavior.
Cover Title Page Copyright Brief Contents Contents Preface Acknowledgments 1. Introduction 1. What Is Organizational Behavior? The Importance of Interpersonal Skills Management and Organizational Behavior Management Roles Management Skills Effective versus Successful Managerial Activities Complementing Intuition with Systematic Study Big Data 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 Economic Pressures Continuing Globalization Workforce Demographics Personal Inventory Assessments Multicultural Awareness Scale Workforce Diversity Customer Service People Skills Networked Organizations Social Media Employee Well-Being at Work Positive Work Environment Ethical Behavior An Ethical Choice Vacation: All I Ever Wanted Coming Attractions: Developing an OB Model An Overview Inputs Processes Outcomes Career OBjectives What do I say about my termination? Employability Skills Employability Skills That Apply across Majors Summary Implications for Managers Point/Counterpoint The Battle of the Texts Questions for Review Experiential Exercise I’m a Team Leader; I Don’t Need Any Help Ethical Dilemma There’s a Drone in Your Soup Case Incident 1 L’Oréal around the Globe Case Incident 2 So, How Engaged Are Employees? The Data Says It All 2. The Individual 2. Diversity in Organizations Diversity Demographic Characteristics Levels of Diversity An Ethical Choice Global Diversity: Affirmative Action Discrimination Stereotype Threat Personal Inventory Assessments Intercultural Sensitivity Scale Discrimination in the Workplace Biographical Characteristics Age Myth or Science? Bald Is Better Sex Race and Ethnicity Disabilities Hidden Disabilities Other Differentiating Characteristics Tenure Religion Sexual Orientation and Gender Identity Career OBjectives Should I come out at work? Cultural Identity Ability Intellectual Abilities Physical Abilities Implementing Diversity Management Strategies Attracting, Selecting, Developing, and Retaining Diverse Employees Diversity in Groups Expatriate Adjustment Effective Diversity Programs Summary Implications for Managers Point/Counterpoint Affirmative Action Programs Have Outlived Their Usefulness Questions for Review Experiential Exercise Helping Each Other and Finding Out We Aren’t That Different Ethical Dilemma Voiding the “License to Discriminate” Case Incident 1 Encouraging Female Engineers Case Incident 2 The Encore Career 3. Attitudes and Job Satisfaction Attitudes Attitudes and Behavior Job Attitudes Job Satisfaction and Job Involvement An Ethical Choice Office Talk Organizational Commitment Perceived Organizational Support Employee Engagement Are These Job Attitudes All That Distinct? Job Satisfaction Measuring Job Satisfaction How Satisfied Are People in Their Jobs? What Causes Job Satisfaction? Job Conditions Personality Personal Inventory Assessments Core Self-Evaluation (CSE) Scale Pay Corporate Social Responsibility (CSR) Outcomes of Job Satisfaction Job Performance Organizational Citizenship Behavior (OCB) Customer Satisfaction Life Satisfaction Career OBjectives How can I make my job better? 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 Employer–Employee Loyalty Is an Outdated Concept Questions for Review Experiential Exercise Job Attitudes Situational Interview Ethical Dilemma Tell-All Websites Case Incident 1 Jobs, Money, and Satisfaction Case Incident 2 Job Crafting 4. Personality and Values Linking an Individual’s Personality and Values to the Workplace Person–Job Fit Person–Organization Fit Other Dimensions of Fit Personality What Is Personality? Career OBjectives How do I ace the personality test? Personal Inventory Assessments Core Five Personality Dimensions Personality Frameworks The Myers-Briggs Type Indicator The Big Five Personality Model The Dark Triad Other Personality Attributes Relevant to OB Core Self-Evaluations (CSEs) Self-Monitoring Myth or Science? We Can Accurately Judge Individuals’ Personalities a Few Seconds after Meeting Them Proactive Personality Personality, Job Search, and Unemployment Personality and Situations Situation Strength Theory Trait Activation Theory Values The Importance and Organization of Values Terminal versus Instrumental Values Generational Values An Ethical Choice Do You Have a Cheating Personality? Cultural Values Hofstede’s Framework The GLOBE Framework Comparison of Hofstede’s Framework and the GLOBE Framework Summary Implications for Managers Point/Counterpoint Millennials Are More Narcissistic Than Their Parents Questions for Review Experiential Exercise Your Best Self Ethical Dilemma Personal Values and Ethics in the Workplace Case Incident 1 On the Costs of Being Nice Case Incident 2 Personality Matters! 5. Perception and Individual Decision Making What Is Perception? Factors That Influence Perception Person Perception: Making Judgments about Others Attribution Theory Career OBjectives So what if I’m a few minutes late to work? 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 Decision Making in Times of Crisis What about Ethics in Decision Making? Three Ethical Decision Criteria Lying An Ethical Choice Choosing to Lie Creativity, Creative Decision Making, and Innovation in Organizations Creative Behavior Causes of Creative Behavior Personal Inventory Assessments Creativity Scale Creative Outcomes (Innovation) Summary Implications for Managers Point/Counterpoint Implicit Assessment Questions for Review Experiential Exercise Fake News? Ethical Dilemma Max’s Burgers: The Dollar Value of Ethics Case Incident 1 Warning: Collaboration Overload Case Incident 2 How Do Employees Justify Cyberloafing? 6. Emotions and Moods What Are Emotions and Moods? The Basic Emotions Myth or Science? Smile, and the Work World Smiles with You Moral Emotions The Basic Moods: Positive and Negative Affect Experiencing Moods and Emotions The Function of Emotions Sources of Emotions and Moods Personality Time of Day Day of the Week Weather Stress Social Activities Sleep Exercise Age Gender Emotional Labor Affective Events Theory Emotional Intelligence An Ethical Choice Should Managers Use Emotional Intelligence (EI) Tests? Personal Inventory Assessments Emotional Intelligence Assessment 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 Satisfaction Career OBjectives How do I turn down the volume on my screaming boss? Deviant 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 1 Hiring an Emotionally Intelligent Employee Case Incident 2 Anger: A Dangerous Emotion at Work 7. Motivation Concepts Motivation Defined Early Theories of Motivation Hierarchy of Needs Theory Two-Factor Theory McClelland’s Theory of Needs Career OBjectives Why won’t he take my advice? Contemporary Theories of Motivation Self-Determination Theory Myth or Science? Helping Others and Being a Good Citizen Is Good for Your Career Goal-Setting Theory Other Contemporary Theories of Motivation Self-Efficacy Theory Reinforcement Theory An Ethical Choice Motivated by Big Brother Expectancy Theory Personal Inventory Assessments Work Motivation Indicator Equity Theory/Organizational Justice Distributive Justice Procedural Justice Interactional Justice Justice Outcomes Promoting Justice Culture and Justice Job Engagement Integrating Contemporary Theories of Motivation Summary Implications for Managers Point/Counterpoint Goals Get You to Where You Want to Be Questions for Review Experiential Exercise Organizational Justice Task Ethical Dilemma Follies of Reward Case Incident 1 “Human and Authentic”: Motivation at Schoenen Torfs Case Incident 2 Laziness Is Contagious 8. Motivation: From Concepts to Applications Motivating by Job Design: The Job Characteristics Model The Job Characteristics Model Job Redesign Job Rotation and Job Enrichment Myth or Science? Money Can’t Buy Happiness Relational Job Design Personal Inventory Assessments Diagnosing Poor Performance and Enhancing Motivation Alternative Work Arrangements Flextime Job Sharing Telecommuting Career OBjectives How can I get flextime? Employee Involvement Examples of Employee Involvement Programs Using 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 Using Intrinsic Rewards to Motivate Employees Employee Recognition Programs Summary Implications for Managers Point/Counterpoint Gainsharing: Fair Shares? Questions for Review Experiential Exercise Developing a Motivation Plan for Your Museum Security Guards Ethical Dilemma You Want Me to Do What? Case Incident 1 We Talk, But They Don’t Listen Case Incident 2 Will More Money Fill the Gap? 3. The Group 9. Foundations of Group Behavior Defining and Classifying Groups Social Identity Ingroups and Outgroups Social Identity Threat Stages of Group Development Group Property 1: Roles Role Perception Role Expectations Role Conflict Role Play and Assimilation Myth or Science? Gossip and Exclusion Are Toxic for Groups Group Property 2: Norms Norms and Emotions Norms and Conformity Norms and Behavior An Ethical Choice Using Peer Pressure as an Influence Tactic 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 Group Property 4: Size and Dynamics Group Property 5: Cohesiveness, and Group Property 6: Diversity Group Property 5: Cohesiveness Group Property 6: Diversity Personal Inventory Assessments Communicating Supportively Group Decision Making Groups versus the Individual Groupthink and Groupshift Career OBjectives Can I fudge the numbers and not take the blame? Group Decision-Making Techniques Summary Implications for Managers Point/Counterpoint Diverse Work Groups Are Smarter and More Innovative Questions for Review Experiential Exercise Surviving the Wild: Join a Group or Go It Alone? Ethical Dilemma It’s Obvious, They’re Chinese Case Incident 1 The Dangers of Groupthink Case Incident 2 Intragroup Trust and Survival 10. Understanding Work Teams Why Have Teams Become So Popular? 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: What Factors Determine Whether Teams Are Successful? Team Composition Myth or Science? Team Members Who Are "Hot" Should Make the Play Career OBjectives Is it wrong that I’d rather have guys on my team? Team Processes Personal Inventory Assessments Team Development Behaviors Turning Individuals into Team Players Selecting: Hiring Team Players Training: Creating Team Players Rewarding: Providing Incentives to Be a Good Team Player Beware! Teams Aren’t Always the Answer Summary Implications for Managers Point/Counterpoint To Get the Most Out of Teams, Empower Them Questions for Review Experiential Exercise How to Resolve Social Loafing in Your Team? Ethical Dilemma When Your Cycling Skills Matter! Case Incident 1 Trusting Someone You Can’t See Case Incident 2 Smart Teams and Dumb Teams 11. 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? Social Network Analysis: A Tool for Assessing Resources Power Tactics Using Power Tactics Cultural Preferences for Power Tactics Applying Power Tactics How Power Affects People Power Variables Sexual Harassment: Unequal Power in the Workplace Politics: Power in Action Definition of Organizational Politics The Reality of Politics The Causes and Consequences of Political Behavior Factors Contributing to Political Behavior Career OBjectives Should I become political? Myth or Science? Powerful Leaders Keep Their (Fr) Enemies Close How Do People Respond to Organizational Politics? Impression Management An Ethical Choice How Much Should You Manage Interviewer Impressions? The Ethics of Behaving Politically Personal Inventory Assessments Gaining Power and Influence Mapping Your Political Career Summary Implications for Managers Point/Counterpoint Everyone Wants Power Questions for Review Experiential Exercise The Dark Side of Power Ethical Dilemma Sexual Harassment and Office Romances Case Incident 1 Power and Gender Diversity Case Incident 2 Where Flattery Will Get You 12. Communication Functions of Communication Direction of Communication Downward Communication Upward Communication Lateral Communication Formal Small-Group Networks The Grapevine Modes of Communication Oral Communication Career OBjectives Isn’t this disability too much to accommodate? Written Communication Myth or Science? Today, Writing Skills Are More Important Than Speaking Skills Personal Inventory Assessments Communication Styles Choice of Communication Channel Richness Choosing Communication Methods Information Security An Ethical Choice Using Employees in Organizational Social Media Strategy Persuasive Communication Automatic and Controlled Processing Barriers to Effective Communication Filtering Selective Perception Information Overload Emotions Language Silence Communication Apprehension Lying Communicating in Times of Crisis Cultural Factors Cultural Barriers Cultural Context A Cultural Guide Summary Implications for Managers Point/Counterpoint We Should Use Employees' Social Media Presence Questions for Review Experiential Exercise Choosing the Right Modes of Communication Ethical Dilemma BYOD Case Incident 1 Do Men and Women Speak the Same Language? Case Incident 2 Shoulders Back, It’s Interview Time 13. Leadership Trait Theories Behavioral Theories Career OBjectives How can I get my boss to be a better leader? Summary of Trait Theories and Behavioral Theories Contingency Theories The Fiedler Model Situational Leadership Theory Path–Goal Theory Leader–Participation Model Contemporary Theories of Leadership Leader–Member Exchange (LMX) Theory Charismatic Leadership Transactional and Transformational Leadership Myth or Science? Top Leaders Feel the Most Stress Personal Inventory Assessments Ethical Leadership Assessment Responsible Leadership Authentic Leadership Ethical Leadership An Ethical Choice Holding Leaders Ethically Accountable Abusive Supervision Servant Leadership Positive Leadership Trust Mentoring Leading in Times of Crisis Challenges to Our Understanding of Leadership Leadership as an Attribution Neutralizers of and Substitutes for Leadership Selecting Leaders Training Leaders 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 1 Sharing Is Performing Case Incident 2 Andrea Illy: Leading a Family Company Responsibly 14. 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 The Matrix Structure Alternate Design Options The Virtual Structure The Team Structure Career OBjectives What structure should I choose? An Ethical Choice Flexible Structures, Deskless Workplaces The Circular Structure Personal Inventory Assessments Organizational Structure Assessment The Leaner Organization: Downsizing Why Do Structures Differ? Organizational Strategies Organization Size Technology Environment Institutions Organizational Designs and Employee Behavior Myth or Science? Employees Can Work Just as Well from Home Summary Implications for Managers Point/Counterpoint Open-Air Offices Inspire Creativity and Enhance Productivity Questions for Review Experiential Exercise The Sandwich Shop Ethical Dilemma Postmillennium Tensions in the Flexible Organization Case Incident 1 Kuuki: Reading the Atmosphere Case Incident 2 Turbulence on United Airlines 4. The Organization System 15. Organizational Culture What Is Organizational Culture? A Definition of Organizational Culture Culture Is a Descriptive Term Do Organizations Have Uniform Cultures? Myth or Science? An Organization’s Culture Is Forever Strong versus Weak Cultures 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 The Ethical Dimension of Culture Culture and Sustainability Culture and Innovation Culture as an Asset Culture as a Liability Influencing an Organizational Culture Developing an Ethical Culture Developing a Positive Culture A Spiritual Culture Career OBjectives How do I learn to lead? The Global Context Summary Implications for Managers Personal Inventory Assessments Comfort with Change Scale Point/Counterpoint Organizational Culture Can Be “Measured” Questions for Review Experiential Exercise Creating a Green Culture Ethical Dilemma Culture of Deceit Case Incident 1 Culture of Fear Case Incident 2 Active Cultures 16. Human Resources Policies and Practices Recruitment Practices Selection Practices How the Selection Process Works Initial Selection Substantive and Contingent Selection Written Tests Performance-Simulation Tests Interviews Contingent Selection Tests Training and Development Programs Types of Training Training Methods Evaluating Effectiveness Performance Evaluation What Is Performance? Purposes of Performance Evaluation What Do We Evaluate? Who Should Do the Evaluating? Methods of Performance Evaluation Improving Performance Evaluations Providing Performance Feedback Career OBjectives How do I fire someone? International Variations in Performance Appraisal The Leadership Role of Human Resources (HR) Communicating HR Practices Designing and Administering Benefits Programs Drafting and Enforcing Employment Policies An Ethical Choice HIV/AIDS and the Multinational Organization Managing Work–Life Conflicts Myth or Science? The 24-Hour Workplace Is Harmful Mediations, Terminations, and Layoffs Summary Implications for Managers Personal Inventory Assessments Positive Practices Survey Point/Counterpoint Employers Should Check Applicants' Criminal Backgrounds Questions for Review Experiential Exercise Responding to Employees' Requests of Flexibility Ethical Dilemma Should I Pay the Staff More and Reduce Company’s Profit? Case Incident 1 Getting a Foot in the Door? Case Incident 2 Indentured Doctors 17. Organizational Change and Stress Management Change Forces for Change Planned Change Resistance to Change Overcoming Resistance to Change The Politics of Change Approaches to Managing Organizational Change Lewin’s Three-Step Model of the Change Process Kotter’s Eight-Step Plan Action Research Organizational Development Facilitating Change Managing Paradox Stimulating Innovation Creating a Learning Organization Organizational Change and Stress Stress at Work What Is Stress? Potential Sources of Stress at Work Career OBjectives How can I bring my team’s overall stress level down? Individual Differences Cultural Differences Consequences of Stress at Work Myth or Science? When You’re Working Hard, Sleep Is Optional Managing Stress Individual Approaches Organizational Approaches An Ethical Choice Manager and Employee Stress during Organizational Change Summary Implications for Managers Personal Inventory Assessments Tolerance of Ambiguity Scale Point/Counterpoint Companies Should Encourage Stress Reduction Questions for Review Experiential Exercise Making Employees Less Resistant to Change Ethical Dilemma The Fear of Redundancy and Ceasing Operations Case Incident 1 Sprucing Up Walmart Case Incident 2 Sweat the Stress 18. Conflict and Negotiation A Definition of 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 Personal Inventory Assessments Strategies for Handling Conflict Negotiation Bargaining Strategies Myth or Science? Teams Negotiate Better Than Individuals in Collectivistic Cultures The Negotiation Process Individual Differences in Negotiation Effectiveness Career OBjectives How can I get a better job? An Ethical Choice Using Empathy to Negotiate More Ethically Negotiating in a Social Context Reputation Relationships Third-Party 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 The Case of the Overly Assertive Employee Case Incident 1 Disorderly Conduct Case Incident 2 Start-up Stress Appendix Research in Organizational Behavior Comprehensive Cases Glossary Name 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 Organization Index A B C D E F G H I J K L M N O P 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
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.