Efnisyfirlit

• Title Page
• Copyright Page
• About the Authors
• Contributors
• Acknowledgments
• Brief Contents
• Contents
• PART 1 Organizational Behavior Today
• 1 Introducing Organizational Behavior
• Introducing Organizational Behavior
• What Is Organizational Behavior?
• Importance of Organizational Behavior
• Organizational Behavior as a Science
• Scientific Foundations of Organizational Behavior
• Learning about Organizational Behavior
• The Context of Organizational Behavior
• Organizations and the External Environment
• The Internal Environment of Organizations
• Diversity and Multiculturalism in Organizations
• Management and Organizational Behavior
• Effective Managers
• The Management Process
• Essential Managerial Skills
• Ethical Management
• Leadership and Organizational Behavior
• The Leadership Process
• Effective Leaders
• Effective Followers
• Study Guide
• PART 2 Individual Behavior and Performance
• 2 Diversity, Personality, and Values
• Individual Differences and Diversity
• Self-Concept, Self-Awareness, and Awareness of Others
• Valuing-or Not Valuing-Diversity
• Diversity Issues in the Workplace
• Diversity and Social Identity
• Personality
• Big Five Personality Traits
• Social Traits
• Personal Conception Traits
• Personality and Stress
• Type A Orientation and Stress
• Work and Life Stressors
• Outcomes of Stress
• Approaches to Managing Stress
• Values
• Sources of Values
• Personal Values
• Cultural Values
• Study Guide
• 3 Perception, Attribution, and Learning
• The Perception Process
• Factors Influencing Perception
• Information Processing and the Perception Process
• Perception, Impression Management, and Social Media
• Common Perceptual Distortions
• Stereotypes
• Halo Effects
• Selective Perception
• Projection
• Contrast Effects
• Self-Fulfilling Prophecies
• Perception, Attribution, and Social Learning
• Importance of Attributions
• Attribution Errors
• Attribution and Social Learning
• Learning by Reinforcement
• Classical Conditioning
• Operant Conditioning and the Law of Effect
• Positive Reinforcement
• Negative Reinforcement
• Punishment
• Extinction
• Reinforcement Pros and Cons
• Study Guide
• 4 Emotions, Attitudes, and Job Satisfaction
• Understanding Emotions and Moods
• The Nature of Emotions
• Emotional Intelligence
• Types of Emotions
• The Nature of Moods
• How Emotions and Moods Influence Behavior
• Emotion and Mood Contagion
• Emotional Labor
• Emotional Empathy
• Cultural Aspects of Emotions and Moods
• Emotions and Moods as Affective Events
• How Attitudes Influence Behavior
• What Is an Attitude?
• Components of Attitudes
• Attitudes and Cognitive Consistency
• Attitudes and the Workplace
• Job Satisfaction Trends and Issues
• Components of Job Satisfaction
• Job Satisfaction Trends
• How Job Satisfaction Influences Work Behavior
• Linking Job Satisfaction and Job Performance
• Study Guide
• 5 Motivation
• What Is Motivation?
• Motivation Defined
• Motivation Theories
• Motivation and Human Needs
• Hierarchy of Needs Theory
• ERG Theory
• Acquired Needs Theory
• Two-Factor Theory
• Emotional Drives or Needs Model
• Motivation and Equity
• Equity and Social Comparisons
• Equity Theory Predictions and Findings
• Equity and Organizational Justice
• Motivation and Expectancy
• Expectancy Terms and Concepts
• Expectancy Theory Predictions
• Expectancy Theory Implications and Research
• Motivation and Goals
• Motivational Properties of Goals
• Goal-Setting Guidelines
• Goal Setting and the Management Process
• Study Guide
• 6 Motivation and Performance
• Motivation, Rewards, and Performance
• Employee Value Proposition and Fit
• Integrated Model of Motivation
• Intrinsic and Extrinsic Rewards
• Pay for Performance
• Motivation and Performance Management
• Performance Management Process
• Performance Assessment Methods
• Motivation and Job Design
• Scientific Management
• Job Enlargement and Job Rotation
• Job Enrichment
• Job Characteristics Model
• Alternative Work Schedules
• Compressed Workweeks
• Flexible Working Hours
• Job Sharing
• Telecommuting
• Part-Time Work
• Study Guide
• PART 3 Teams and Teamwork
• 7 The Nature of Teams
• Teams in Organizations
• Teams and Teamwork
• What Teams Do
• Organizations as Networks of Teams
• Cross-Functional and Problem-Solving Teams
• Self-Managing Teams
• Virtual Teams
• Team Effectiveness
• Criteria of an Effective Team
• Synergy and Team Benefits
• Social Facilitation
• Social Loafing and Team Problems
• Stages of Team Development
• Forming Stage
• Storming Stage
• Norming Stage
• Performing Stage
• Adjourning Stage
• Input Foundations for Teamwork
• Team Resources and Setting
• Team Task
• Team Size
• Team Composition
• Membership Diversity and Team Performance
• Study Guide
• 8 Teamwork and Team Performance
• High-Performance Teams
• Characteristics of High-Performance Teams
• The Team-Building Process
• Team-Building Alternatives
• Improving Team Processes
• Entry of New Members
• Roles and Role Dynamics
• Task and Maintenance Leadership
• Team Norms
• Team Cohesiveness
• Inter-Team Dynamics
• Improving Team Communications
• Interaction Patterns and Communication Networks
• Proxemics and Use of Space
• Communication Technologies
• Improving Team Decisions
• Ways Teams Make Decisions
• Assets and Liabilities of Team Decisions
• Groupthink Symptoms and Remedies
• Team Decision Techniques
• Study Guide
• 9 Decision Making and Creativity
• The Decision-Making Process
• Steps in Decision-Making
• The Decision to Decide
• Ethical Reasoning and Decision Making
• Alternative Decision Environments
• Decisions with Extreme Consequences
• Decision-Making Models
• Classical Decision Model
• Behavioral Decision Model
• Systematic and Intuitive Thinking
• Decision-Making Traps and Issues
• Judgmental Heuristics
• Decision Biases
• Knowing When to Quit
• Knowing Who to Involve
• Creativity in Decision Making
• Personal Creativity Drivers
• Team Creativity Drivers
• Study Guide
• 10 Conflict and Negotiation
• Conflict in Organizations
• Types of Conflict
• Levels of Conflict
• Functional and Dysfunctional Conflict
• Culture and Conflict
• Conflict Management
• Stages of Conflict
• Hierarchical Causes of Conflict
• Contextual Causes of Conflict
• Indirect Conflict Management Strategies
• Direct Conflict Management Strategies
• Negotiation
• Organizational Settings for Negotiation
• Negotiation Goals and Outcomes
• Ethical Aspects of Negotiation
• Negotiation Strategies
• Approaches to Distributive Negotiation
• How to Gain Integrative Agreements
• Common Negotiation Pitfalls
• Third-Party Roles in Negotiation
• Study Guide
• PART 4 Influence Processes and Leadership
• 11 Communication
• The Nature of Communication
• Importance of Communication
• The Communication Process
• Nonverbal Communication
• Communication Barriers
• Interpersonal Barriers
• Physical Barriers
• Semantic Barriers
• Cultural Barriers
• Communication in Organizational Contexts
• Communication Channels
• Communication Flows
• Voice and Silence
• Communication in Relational Contexts
• Relationship Development
• Relationship Maintenance
• Supportive Communication Principles
• Active Listening
• Developmental Feedback
• Feedback Giving
• Feedback Seeking
• Feedback Orientation
• Study Guide
• 12 Power and Politics
• Understanding Power
• What Is Power and Why Is It Important?
• Power and Dependence
• The Problem of Powerlessness
• Power as an Expanding Pie
• Sources of Power and Influence
• Position Power
• Personal Power
• Information Power
• Connection Power
• Responses to Power and Influence
• Conformity
• Resistance
• How Power Corrupts
• Understanding Organizational Politics
• Why Do We Have Organizational Politics?
• The Role of Self-Interest
• Political Climates
• Navigating the Political Landscape
• Building Power Bases
• Developing Political Skills
• Networking
• Study Guide
• 13 The Leadership Process
• Leadership
• Formal and Informal Leadership
• Leadership as Social Construction
• Implicit Leadership Theories
• Followership
• What Is Followership?
• How Do Followers See Their Roles?
• How Do Leaders See Follower Roles?
• The Leader-Follower Relationship
• Leader-Member Exchange (LMX) Theory
• Social Exchange Theory
• Hollander’s Idiosyncrasy Credits
• Collective Leadership
• Distributed Leadership
• Co-Leadership
• Shared Leadership
• Study Guide
• 14 Leader Traits and Behavioral Styles
• Leader Traits and Behaviors
• Early Trait Approaches
• Later Trait Approaches
• Behavioral Leadership Approaches
• Are Leaders Born or Made?
• Contingency Theories
• The Contingency Model
• Findings from Contingency Theories
• Fiedler’s Leader-Match
• Problems with Contingency Approaches
• Charismatic/Transformational Views
• Charismatic Leadership
• Burns’s Transforming Leadership Theory
• Bass’s Transactional/Transformational Leadership Theory
• Problems with Heroic Leadership Views
• Complexity Leadership Views
• Today’s Complex Environments
• Complexity Leadership Theory
• Challenges of Complexity Leadership Approaches
• Leadership Ethics
• Shared Value View
• Servant Leadership
• Empowering Leadership
• Ethical Leadership Theory
• Study Guide
• PART 5 Organizational Context
• 15 Organizational Culture and Innovation
• Organizational Culture
• Functions of Organizational Culture
• Subcultures and Countercultures
• National Culture and Corporate Culture
• Understanding Organizational Cultures
• Layers of Cultural Analysis
• Stories, Rites, Rituals, and Symbols
• Cultural Rules and Roles
• Shared Values, Meanings, and Organizational Myths
• Managing Organizational Culture
• Direct Attempts to Change Values
• Developing Shared Goals
• Modifying Visible Aspects of Culture
• Innovation in Organizations
• The Process of Innovation
• Product and Process Innovations
• Balancing Exploration and Exploitation
• Managing Tensions between Cultural Stability and Innovation
• Study Guide
• 16 Organizational Structure and Design
• Formal Organizational Structure
• Organizations as Hierarchies
• Controls as a Basic Feature
• Organizing and Coordinating Work
• Traditional Types of Departments
• Coordination
• Organizational Design
• Size and the Simple Design
• Technology and Organizational Design
• Environment and Organizational Design
• Bureaucracy and Beyond
• Mechanistic Structures and the Machine Bureaucracy
• Organic Structures and the Professional Bureaucracy
• Hybrid Structures
• Study Guide
• OB Skills Workbook
• Student Leadership Practices Inventory
• Learning Style Inventory
• Self-Assessment Portfolio
• Team and Experiential Exercises
• Cases for Critical Thinking
• Glossary
• Self-Test Answers
• Notes
• Name Index
• Organization Index
• Subject Index
• Endpapers