Efnisyfirlit

• Cover Page
• Visual Preface
• Halftitle
• Title
• Copyright
• Brief Contents
• Detailed Contents
• Preface
• About the Authors
• PART I. INTRODUCTION
• 1. Introduction to Organizational Behavior: History, Trends, and Ethics
• What Is Organizational Behavior?
• Individual, Group, and Organizational Levels of Analysis
• Social, Economic, and Ethical Context
• A Brief History of Organizational Behavior
• The Classical Period
• The Humanistic Period
• Modern Organizational Behavior
• Current Trends in Organizational Behavior
• Positive Organizational Behavior
• Neuroscience and Organizational Behavior
• People Skills in Management
• Differentiating Between Managers and Leaders
• What Managers Do
• What Leaders Do
• Influence of Managers
• Creativity and Change in a Global Society
• Creativity and Change
• A Global Society
• Global Society: Global Ambassadors Mentor Emerging Women Leaders Across the Globe
• The Ethical Environment
• Personal Integrity
• A Cultural Mindset
• Social Responsibility
• Creativity and Change: Do Well, Do Good, or Do Both?
• Global Sustainability
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• PART II. INDIVIDUAL BEHAVIOR AND CHARACTERISTICS
• 2. Culture and Diversity: Developing a Cultural Mindset
• What Is Culture and Why Does It Matter?
• Defining Culture
• Characteristics of Culture
• Three Levels of Culture
• The Cultural Iceberg: What We Know and What We Don’t Know
• Sophisticated Stereotypes
• Diversity in Today’s Workplace
• Primary and Secondary Dimensions of Diversity
• Benefits and Challenges of Workplace Diversity
• Legal Considerations
• Gender Diversity
• Global Society: DeLoitte Builds Diversity
• Generational Diversity
• National Culture
• Hall’s Cultural Context Framework
• Hofstede’s Five Cultural Dimensions
• Global Leadership and Organizational Behavior Effectiveness—GLOBE
• Culture and Individual Behavior
• Developing a Cultural Mindset
• Creativity and Change: Responding to Cultural Differences
• Cultural Mindset Components
• The Cultural Mindset in Organizations
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 3. Self-Awareness, Personality, Emotions, and Values
• Understanding Individual Differences
• Influence of Individual Differences: Behavioral Range 76
• Why Is Self-Awareness Important? 77
• Skills and Abilities
• Skills
• Abilities
• Creativity and Change: The Musical Instrument Museum
• Emotions
• Emotional Intelligence
• Emotions in the Workplace
• Personality Traits
• Myers-Briggs Type Inventory (MBTI)
• Big Five Personality Traits
• Narcissism
• Proactive Personality
• Values
• The Importance of Values
• Global Society: The Right Way to Apologize
• Developing Self-Awareness
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 4. Perception and Attribution
• What Is Perception?
• Perception Process
• Culture and Perception
• The Three Stages of Perception
• Attention Stage
• Organization Stage
• Global Society: Heineken’s PR Challenge
• Interpretation and Judgment Stage
• The Attribution Process
• Information We Use to Make Attributions
• Making Attributions About Our Own behavior
• Perceptual Biases
• Fundamental Attribution Error
• Stereotypes
• Halo-Horns and Similarity Effects
• Primacy and Recency
• Self-Serving Bias
• Difficulty in Overcoming Biases
• Managing Biases
• Creativity and Change: Speaking of Leadership . . . Masculine or Feminine?
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 5. Motivation and Engagement
• Approaches to Motivation
• Why Does Motivation Matter?
• Need Theories
• Expectancy Theory
• Global Society: Motivation at Semco
• Goal Theories
• Equity Theory
• Reinforcement, Reward, and Punishment
• Current Debates and Perspectives
• Motivation and Life Stages
• “Anti-Motivation” Theories
• Trust and Engagement
• Creativity and Change: General Stanley McChrystal
• Creativity and Engagement
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 6. Managing Stress
• Defining Stress
• The General Adaptation Syndrome
• The Consequences and Costs of Stress
• Stress: Good, Bad, and Ugly
• Sources of Stress
• Individual Factors
• Organizational Factors
• Creativity and Change: A Top Management Team Under Stress
• Coping With and Managing Stress
• Personal Strategies
• Global Society: Nokia’s Culture
• Organizational Strategies
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 7. Fostering Creativity and Innovation
• The Importance of Creativity and Innovation
• What Is Creativity?
• Views of Creativity
• Characteristics of Creative Individuals
• Conceptual Skills and Abilities
• Creativity as Behavior
• Creativity as a Process
• An Integrated Perspective on Creativity
• The Creative Process
• Roles in the Creative Process
• Social and Structural Factors
• Impediments to Creativity
• Defining the Problem Incorrectly
• Judging Ideas Too Quickly
• Stopping at the First Acceptable Idea
• Lack of Support
• Hostility to Sharing Knowledge
• Fostering Creativity in Organizations
• Creativity and Change: Implementing Innovative Ideas: Sol and Robert Price
• Challenging Work
• Supportive Supervision
• Organizational and Work Group Culture
• Global Society: Alessi Embraces Failure
• Workload Pressures and Resources
• Positive Emotions
• Fostering Creativity: Techniques and Tools
• The Idea Box or Matrix Analysis
• Synectics
• Mindmapping
• Design Thinking
• Enhancing Your Personal Creativity
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• PART III. GROUP AND TEAM PROCESSES
• 8. Decision Making
• Defining Decision Making
• Levels of Decision Making
• Decision Making and Problem Solving
• Bottlenecks in Decision Making
• Why Decisions Fail
• Ethical Decision Making
• Generating Alternatives
• Creativity and Change: Cirque du Soleil
• Implementing Good Decisions
• Models of Decision Making
• The Rational Model
• The Organizational Process Model
• The Collaborative Model
• Other Decision Making Models
• Global Society: Asia’s Scottish Company
• Who Should Be Involved in Decision Making?
• Involving the Group to Prevent Poor Decisions
• Levels of Participation and Styles of Decision Making
• Diversity: Opportunities and Challenges for Decision Making
• Techniques for Making Decisions
• The Decision-Making Primer
• Focus Groups
• Brainstorming
• Cost-Benefit and Cost-Effectiveness Analysis
• Nominal Group Technique
• Evidence-Based Management
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 9. Communicating Effectively With Others
• Defining Communication
• The Communication Process
• Improving Interpersonal Communication
• Barriers to Effective Communication
• Oral Communication
• Global Society: Avon’s Global Reach
• Active Listening
• Supportive Communication
• Dialogue
• Creativity and Change: Three Lessons in Contemporary Communications
• Electronic Communication
• Specialized Forms of Communication
• Persuasive Communication
• Coaching and Personal Counseling
• Conducting Effective Meetings
• Writing Memos, Reports, and Proposals
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 10. Working in Groups and Teams
• Defining Groups and Teams
• Structural Issues in Groups and Teams
• Group Size and Composition
• Roles and Norms
• Cohesion, Conformity, and Deviance
• Global Society: Management With Traditional Roots
• Developing Teams
• The Forming Stage
• The Norming Stage
• The Storming Stage
• The Performing Stage
• Characteristics of Effective Teams
• Types of Teams
• Top Management Teams
• Project Teams
• Process-Improvement Teams
• Cross-Functional Teams
• Self-Directed Teams
• Creativity and Change: The Chilean Mine Disaster
• Virtual Teams
• Helping Teams Become Effective
• Clear Goals
• Building Cohesion and Managing Diversity
• Developing Trust
• Team Leadership
• Training
• Managing Team Conflict
• Reward Structure
• Organizational Structure
• Building an Ethical and Collaborative Culture
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 11. Managing Conflict and Negotiation
• Defining Conflict
• Views of Conflict
• Consequences of Conflict
• Types and Levels of Conflict
• Culture and Conflict
• Sources of Conflict
• Personal Sources of Conflict
• Organizational Sources of Conflict
• Creativity and Change: Helping Relationships
• Managing Conflict
• Two General Approaches
• Individual Conflict Management Styles
• Preventing and Reducing Conflict
• Increasing or Stimulating Conflict
• Negotiating
• The Negotiation Process
• Ethics and Negotiation
• Culture and Negotiation
• Global Society: Cross-Cultural Negotiations
• Common Mistakes in Negotiation
• Negotiation Strategies
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 12. Leadership: Classic to Contemporary
• Thinking About Leadership
• Traditional Approaches to Leadership
• The Trait Approach
• The Behavior Approach
• The Contingency Approach
• Contemporary Approaches to Leadership
• From Traits to Skills and Competencies
• The Transformational Approach
• Value-Based Leadership
• Authentic Leadership
• Shared Leadership
• Collaborative Leadership
• Positive Leadership
• Emotions and Leadership
• Creativity and Change: Fully Human Leadership
• The Ethics of Leadership
• Global Society: Leading the Global Fund for Women
• The Follower
• Leadership, Morality, and Globalization
• Ethical Issues
• Creative Leadership
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• PART IV. ORGANIZATIONAL CONTEXT
• 13. Organizational Power and Politics
• Thinking About Power and Politics
• Early Voices
• Changing Perspectives on Power
• Questioning Power and Authority
• Sources of Power for Individuals
• Legitimate Power
• Reward Power
• Coercive Power
• Expert Power
• Referent Power
• Balancing Power
• Structural Aspects of Power
• Is Power a Positive Force or a Destructive Force?
• Global Society: Luxottica and the Power of Controlling Resources
• Positive Aspects of Power
• Negative Aspects of Power
• Managing Organizational Politics and Being Influential
• Creativity and Change: Power and Ethics
• Gaining Positive Political Skills
• Empowerment: More Than Delegation
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 14. Organizational Strategy and Structure
• The Organizational Context
• The Organizational Environment
• Enacting the Environment
• Environmental Uncertainty
• The Organization and Technology
• Global Society: Indra Nooyi: The Indian-Born CEO of Pepsi
• Types of Technology
• Effects of Changing Technology
• Strategic Basics: Mission, Goals, and Strategy
• Managing Strategy
• Low-Cost Strategies Versus Differentiation
• Organizational Structure
• Basic Components of Structure
• Organic and Mechanistic Organizations
• Creativity and Change: Charles Merrill
• Traditional Structural Options
• Managing in an Uncertain Environment
• Gathering Information
• Adapting Internal Culture and Structure
• Changing the Environment
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• 15. Organizational Culture and Change
• The Relationship Between Culture and Change
• Change Processes in Organizations
• Organizational Culture
• Elements of Organizational Culture
• Individual Behavior and Organizational Culture
• Cultural Change
• Approaches to Understanding Change
• Classic Approaches to Managing Change
• Organizational Learning
• Creativity and Change: A Culture of Responsibility
• Large Systems Change
• Global Society: Scandal at Parmalat
• Newer Approaches to Bringing About Change
• Change Through Management Action or Reorganization
• Change Through Organization Development
• Change Through Appreciative Inquiry
• Steps in Organizational Transformations
• Creativity and Change: Hyundai Soars
• The Ethics of Managing Change
• Summary and Applications for Managers
• Key Terms
• Exercises
• Cases
• Glossary
• Photo Credits
• Author Index
• Subject Index