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• Title Page
• Copyright
• Dedication
• Brief Contents
• Contents
• Preface
• Acknowledgments
• About the Authors
• Part 1: Understanding Yourself and Others
• Chapter 1: What Is Organizational Behavior?
• Management and Organizational Behavior
• Effective Versus Successful Managerial Activities
• Organizational Behavior (OB) Defined
• Complementing Intuition with Systematic Study
• Building on Big Data with Artificial Intelligence
• Disciplines That Contribute to the OB Field
• Psychology
• Social Psychology
• Sociology
• Anthropology
• There Are Few Absolutes in OB
• Challenges and Opportunities for OB
• Globalization
• Workforce Demographics
• Workforce Diversity
• Social Media
• Employee Well-Being at Work
• Positive Work Environment
• Ethical Behavior
• Coming Attractions: Developing an OB Model
• An Overview
• Inputs
• Processes
• Outcomes
• Employability Skills
• Employability Skills That Apply Across Majors
• Summary
• Implications for Managers
• Chapter 2: Diversity in Organizations
• Diversity
• Demographic Characteristics
• Levels of Diversity
• Discrimination and Stereotyping
• Stereotype Threat
• Discrimination in the Workplace
• Biographical Characteristics
• Age
• Gender
• Race and Ethnicity
• Disabilities
• Hidden Disabilities
• Other Differentiating Characteristics
• Religion
• Sexual Orientation and Gender Identity
• Cultural Identity
• Ability
• Intellectual Abilities
• Physical Abilities
• Implementing Diversity Management Strategies
• Attracting and Selecting Diverse Employees
• Diversity in Groups
• Diversity Programs
• Summary
• Implications for Managers
• Chapter 3: Attitudes and Job Satisfaction
• Attitudes
• Attitudes and Behavior
• Job Attitudes
• Job Satisfaction and Job Involvement
• Organizational Commitment
• Perceived Organizational Support
• Employee Engagement
• Job Satisfaction
• How Do I Measure Job Satisfaction?
• How Satisfied Are People in Their Jobs?
• What Causes Job Satisfaction?
• Job Conditions
• Personality
• Pay
• Corporate Social Responsibility (CSR)
• Outcomes of Job Satisfaction
• Job Performance
• Organizational Citizenship Behavior (OCB)
• Customer Satisfaction
• Life Satisfaction
• The Impact of Job Dissatisfaction
• Counterproductive Work Behavior (CWB)
• Managers Often “Don’t Get It”
• Summary
• Implications for Managers
• 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
• Sleep
• Exercise
• Gender
• Emotional Labor
• Controlling Emotional Displays
• Affective Events Theory
• Emotional Intelligence
• Emotion Regulation
• Emotion Regulation Influences and Outcomes
• Emotion Regulation Techniques
• OB Applications of Emotions and Moods
• Selection
• Decision Making
• Creativity
• Motivation
• Leadership
• Customer Service
• Work–Life Satisfaction
• Deviant Workplace Behaviors
• Safety and Injury at Work
• Summary
• Implications for Managers
• Chapter 5: Personality and Values
• Linking Individuals to the Workplace
• Person–Job Fit
• Person–Organization Fit
• Other Dimensions of Fit
• Personality
• What Is Personality?
• Personality Frameworks
• The Myers–Briggs Type Indicator
• The Big Five Personality Model
• How Do the Big Five Traits Predict Behavior at Work?
• The Dark Triad
• Other Personality Attributes Relevant to OB
• Core Self-Evaluation (CSE)
• Self-Monitoring
• Proactive Personality
• Personality and Situations
• Situation Strength Theory
• Trait Activation Theory
• Values
• Terminal versus Instrumental Values
• Generational Values
• Cultural Values
• Hofstede’s Framework
• The GLOBE Framework
• Summary
• Implications for Managers
• Part 2: Making and Implementing Decisions
• Chapter 6: Perception and Individual Decision Making
• What Is Perception?
• Factors That Influence Perception
• Person Perception: Making Judgments about Others
• Attribution Theory
• Common Shortcuts in Judging Others
• 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
• Creativity and Innovation in Organizations
• Creative Behavior
• Causes of Creative Behavior
• Creative Outcomes (Innovation)
• Summary
• Implications for Managers
• Chapter 7: Motivation Concepts
• Motivation
• Early Theories of Motivation
• Hierarchy of Needs Theory
• Two-Factor Theory
• McClelland’s Theory of Needs
• Contemporary Theories of Motivation
• Self-Determination Theory
• Goal-Setting Theory
• Other Contemporary Theories of Motivation
• Self-Efficacy Theory
• Reinforcement Theory
• Expectancy Theory
• Organizational Justice
• Equity Theory
• Distributive Justice
• Procedural Justice
• Interactional Justice
• Justice Outcomes
• Culture and Justice
• Job Engagement
• Integrating Contemporary Theories of Motivation
• Summary
• Implications for Managers
• 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
• Job Sharing
• Telecommuting
• Employee Involvement
• Cultural EIP
• Examples of Employee Involvement Programs
• Using Extrinsic Rewards to Motivate Employees
• What to Pay: Establishing a Pay Structure
• How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
• Using Benefits to Motivate Employees
• Using Intrinsic Rewards to Motivate Employees
• Employee Recognition Programs
• Summary
• Implications for Managers
• Part 3: Communicating in Groups and Teams
• Chapter 9: Foundations of Group Behavior
• Defining and Classifying Groups
• Social Identity
• Ingroups and Outgroups
• Stages of Group Development
• Group Property 1: Roles
• Role Perception
• Role Expectations
• Role Conflict
• 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
• Group Property 4: Size and Dynamics
• Group Property 5: Cohesiveness, and Group Property 6: Diversity
• Group Property 5: Cohesiveness
• Group Property 6: Diversity
• Group Decision Making
• Groups Versus the Individual
• Groupthink and Groupshift
• Group Decision-Making Techniques
• Summary
• Implications for Managers
• 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
• Creating Effective Teams
• Team Context
• Team Composition
• Team Processes and States
• Turning Individuals into Team Players
• Selecting: Hiring Team Players
• Training: Creating Team Players
• Rewarding: Providing Incentives to Be a Good Team Player
• Beware! Teams Are Not Always the Answer
• Summary
• Implications for Managers
• Chapter 11: Communication
• Functions of Communication
• The Communication Process
• Direction of Communication
• Downward Communication
• Upward Communication
• Lateral Communication
• Formal Small-Group Networks
• The Grapevine
• Modes of Communication
• Oral Communication
• Written Communication
• Nonverbal Communication
• Choice of Communication Channel
• Channel Richness
• Choosing Communication Methods
• Information Security
• Persuasive Communication
• Automatic and Controlled Processing
• Choosing the Message
• 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
• Part 4: Negotiating Power and Politics
• Chapter 12: Leadership
• Trait Theories of Leadership
• Personality Traits and Leadership
• Emotional Intelligence (EI) and Leadership
• Behavioral Theories
• Initiating Structure
• Consideration
• Cultural Differences
• Contingency Theories
• The Fiedler Model
• Situational Leadership Theory
• Path–Goal Theory
• Leader-Participation Model
• Contemporary Theories of Leadership
• Leader–Member Exchange (LMX) Theory
• Charismatic, Transformational, and Transactional Leadership Styles
• Transactional and Transformational Leadership
• Responsible Leadership
• Authentic Leadership
• (Un)ethical Leadership
• 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
• Summary
• Implications for Managers
• 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?
• Social Network Analysis: A Tool for Assessing Resources
• Influence Tactics
• Using Influence Tactics
• Cultural Preferences for Influence Tactics
• Applying Influence Tactics
• How Power Affects People
• What We Can Do About Power
• Sexual Harassment: Unequal Power in the Workplace
• Politics: Power in Action
• Political Behavior
• The Reality of Politics
• Causes and Consequences of Political Behavior
• Factors Contributing to Political Behavior
• How Do People Respond to Organizational Politics?
• Impression Management
• The Ethics of Behaving Politically
• Mapping Your Political Career
• Summary
• Implications for Managers
• Chapter 14: 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
• Negotiation
• Bargaining Strategies
• The Negotiation Process
• Individual Differences in Negotiation Effectiveness
• Negotiating in a Social Context
• Reputation
• Relationships
• Third-Party Negotiations
• Summary
• Implications for Managers
• Part 5: Leading, Understanding, and Transforming the Organization System
• 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
• The Matrix Structure
• Alternate Design Options
• The Virtual Structure
• The Team Structure
• The Circular Structure
• The Leaner Organization: Downsizing
• Why Do Structures Differ?
• Organizational Strategies
• Organization Size
• Technology
• Environment
• Institutions
• Organizational Designs and Employee Behavior
• Span of Control
• Centralization
• Predictability Versus Autonomy
• National Culture
• Summary
• Implications for Managers
• Chapter 16: Organizational Culture
• What Is Organizational Culture?
• A Definition of Organizational Culture
• Do Organizations Have Uniform Cultures?
• Strong Versus Weak Cultures
• How Employees Learn Culture
• Stories
• Rituals
• Symbols
• Language
• 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 Organizational Culture
• Ethical Cultures
• Positive Cultures
• Spiritual Cultures
• The Global Context
• Summary
• Implications for Managers
• Chapter 17: Organizational Change and Stress Management
• Change
• Forces for Change
• Reactionary Versus Planned Change
• Resistance to Change
• Overcoming 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
• 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
• Individual Differences in Stress
• Cultural Differences
• Consequences of Stress at Work
• Managing Stress
• Individual Approaches
• Organizational Approaches
• Summary
• Implications for Managers
• Epilogue
• Endnotes
• Glossary
• Index
• A
• B
• C
• D
• E
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