Organizational Behavior: Emerging Knowledge. Global Reality ISE

Cover
Title Page
Copyright Page
About the Authors
Dedication
Brief contents
Contents
Preface
Acknowledgments
1 INTRODUCTION
	Chapter 1 Introduction to the Field of Organizational Behavior
		Welcome to the Field of Organizational Behavior!
			What Is Organizational Behavior?
			Historical Foundations of Organizational Behavior
		Why Organizational Behavior Is Important
			Why OB Is Important for You
			Why OB Is Important for Organizations
			Connecting the Dots: An Integrative Model of Organizational Behavior
		Anchors of Organizational Behavior Knowledge
			The Systematic Research Anchor
			The Practical Orientation Anchor
			The Multidisciplinary Anchor
			The Contingency Anchor
			The Multiple Levels of Analysis Anchor
		The Emerging Workplace Landscape
			Diversity and the Inclusive Workplace
			Work–Life Integration
			Remote Work
		MARS Model of Individual Behavior and Performance
			Employee Motivation
			Ability
			Role Perceptions
			Situational Factors
		Types of Individual Behavior
			Task Performance
			Organizational Citizenship
			Counterproductive Work Behaviors
			Joining and Staying with the Organization
			Maintaining Work Attendance
		The Journey Begins
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Promoting Safe behavior at Mother Parkers
		Team Exercise: Wye & Valve Plumbing: A Mars Diagnostic Exercise
		Class Exercise: World Café on The Emerging Workplace
		Class Exercise: It All Makes Sense?
2 INDIVIDUAL BEHAVIOR AND PROCESSES
	Chapter 2 Individual Differences: Personality and Values
		Personality and the Five-Factor Model in Organizations
			What Causes Personality: Nature versus Nurture
			Five-Factor Model of Personality
			Issues When Applying the Five-Factor Model
		The Dark Triad Personality
			Machiavellianism
			Narcissism
			Psychopathy
			The Dark Triad in the Workplace
		Jungian Personality Theory and the MBTI
			Jungian Theory in the Workplace
		Values in the Workplace
			Types of Values
			Values and Individual Behavior
			Values Congruence
		Ethical Values and Behavior
			Four Ethical Principles
			Moral Intensity, Moral Sensitivity, and Situational Influences
			Supporting Ethical Behavior
		Values across Cultures
			Individualism and Collectivism
			Power Distance
			Uncertainty Avoidance
			Achievement-Nurturing Orientation
			Caveats about Cross-Cultural Knowledge
			Cultural Diversity Within the United States
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Personality and Values at Bridgewater Associates
		Class Exercise: Which Big Five Factors Fit Specific Occupations?
		Class Exercise: Personal Values Exercise
		Team Exercise: Ethics Dilemma Vignettes
	Chapter 3 Perceiving Ourselves and Others in Organizations
		Self-Concept: How We Perceive Ourselves
			Self-Concept Complexity, Consistency, and Clarity
			Self-Enhancement
			Self-Verification
			Self-Evaluation
			The Social Self
		Self-Concept and Organizational Behavior
		Perceiving the World around Us
			Perceptual Organization and Interpretation
		Specific Perceptual Processes and Problems
			Stereotyping in Organizations
			Attribution Theory
			Self-Fulfilling Prophecy
			Other Perceptual Effects
		Improving Perceptions
			Awareness of Perceptual Biases
			Improving Self-Awareness
			Meaningful Interaction
		Global Mindset: Developing Perceptions across Borders
			Developing a Global Mindset
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Bridging the Two Worlds
		Team Exercise: Why Did They Do That?
		Team Exercise: My User Manual
	Chapter 4 Workplace Emotions, Attitudes, and Stress
		Emotions in the Workplace
			Types of Emotions
			Emotions, Attitudes, and Behavior
			Cognitive Dissonance
			Emotions and Personality
		Managing Emotions at Work
			Emotional Display Norms across Cultures
			Strategies for Displaying Expected Emotions
		Emotional Intelligence
			Emotional Intelligence Outcomes and Development
		Job Satisfaction
			Job Satisfaction and Work Behavior
			Job Satisfaction and Performance
			Job Satisfaction and Customer Satisfaction
			Job Satisfaction and Business Ethics
		Organizational Commitment
			Consequences of Affective and Continuance Commitment
			Building Organizational Commitment
		Work-Related Stress and Its Management
			General Adaptation Syndrome
			Consequences of Distress
			Stressors: The Causes of Stress
			Individual Differences in Stress
			Managing Work-Related Stress
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Diana’s Disappointment: The Promotion Stumbling Block
		Team Exercise: What Does That Face Tell You?
		Team Exercise: Attitudes Toward Mel The Manager
		Team Exercise: Ranking Jobs on Their Emotional Labor
	Chapter 5 Foundations of Employee Motivation
		Employee Motivation, Drives, and Needs
			Employee Drives and Needs
			Individual Differences in Needs
		Drive-Based Motivation Theories
			Four-Drive Theory
			Maslow’s Needs Hierarchy Theory
			Intrinsic and Extrinsic Motivation
			Learned Needs Theory
		Expectancy Theory of Motivation
			Expectancy Theory in Practice
		Organizational Behavior Modification and Social Cognitive Theory
			Organizational Behavior Modification
			Social Cognitive Theory
		Goal Setting and Feedback
			Characteristics of Effective Feedback
			Sources of Feedback
			Evaluating Goal Setting and Feedback
		Organizational Justice
			Distributive Justice and Equity Theory
			Procedural and Interactional Justice
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Motivated to Work in the Slow Lane
		Case Study: Cincinnati Super Subs
		Team Exercise: Motivation Dilemma Incidents
		Team Exercise: Predicting Harry’s Work Effort
		Class Exercise: Needs Priority Exercise
	Chapter 6 Applied Performance Practices
		The Meaning of Money in the Workplace
		Financial Reward Practices
			Membership- and Seniority-Based Rewards
			Job Status–Based Rewards
			Competency-Based Rewards
			Performance-Based Rewards
		Improving Reward Effectiveness
			Link Rewards to Performance
			Ensure That Rewards Are Relevant
			Use Team Rewards for Interdependent Jobs
			Ensure That Rewards Are Valued
			Watch Out for Unintended Consequences
		Job Design Practices
			Job Design and Work Efficiency
			Scientific Management
			Problems with Job Specialization
		Job Design and Work Motivation
			Job Characteristics Model
			Social and Information Processing Job Characteristics
		Job Design Practices That Motivate
			Frequent Job Rotation
			Job Enlargement
			Job Enrichment
		Psychological Empowerment Practices
			Supporting Psychological Empowerment
		Self-Leadership Practices
			Personal Goal Setting
			Constructive Thought Strategies
			Designing Natural Rewards
			Self-Monitoring
			Self-Reinforcement
			Effectiveness of Self-Leadership
			Personal and Situational Predictors of Self-Leadership
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Yakkatech, Inc.
		Team Exercise: Job Design Scenarios
		Team Exercise: Is Student Work Enriched?
	Chapter 7 Decision Making and Creativity
		Rational Choice Decision Making
			Rational Choice Decision Process
			Problems with Rational Choice Decision Making
		Identifying Problems and Opportunities
			Problems with Problem Identification
			Identifying Problems and Opportunities More Effectively
			Searching for, Appraising, and Choosing Alternatives
			Problems with Goals
			Problems with Information Processing
			Problems with Maximization
			Appraising Opportunities
		Emotions and Intuition in Decision Making
			Emotions and Making Choices
			Intuition and Making Choices
			Making Choices More Effectively
		Implementing and Evaluating Decisions
			Implementing Decisions
			Evaluating Decisions
			Escalation of Commitment
		Creativity
			The Creative Process
			Characteristics of Creative People
			Organizational Conditions Supporting Creativity
			Activities That Encourage Creativity
		Employee Involvement in Decision Making
			Benefits of Employee Involvement
			Contingencies of Employee Involvement
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Dogged by the Wrong Problem
		Class Exercise: Employee Involvement Incidents
		Class Exercise: Creativity Brainbusters
3 TEAM PROCESSES
	Chapter 8 Team Dynamics
		Teams and Informal Groups
			Informal Groups
		Benefits and Limitations of Teams
			The Limitations of Teams
		A Model of Team Effectiveness
			Organizational and Team Environment
		Team Design Elements
			Task Characteristics
			Team Size
			Team Composition
			Team Processes
			Team Development
			Team Norms
			Team Roles
			Team Cohesion
			Team Trust
			Team Mental Models
			Improving Teams through Team Building
		Self-Directed Teams
			Success Factors for Self-Directed Teams
		Remote Teams
			Success Factors for Remote Teams
		Team Decision Making
			Constraints on Team Decision Making
			Improving Decision Making and Creativity in Teams
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: The Operating Room Surgical Team
		Case Study: The Shipping Industry Accounting Team
		Team Exercise: Team Tower Power
		Team Exercise: Survival on the Moon
	Chapter 9 Communicating in Teams and Organizations
		The Importance of Communication
		A Model of Communication
			Influences on Effective Encoding and Decoding
		Communication Channels
			Nonverbal Communication
			Digital Verbal Communication
			Social Media in the Workplace
			Digital Nonverbal Communication
		Choosing the Best Communication Channel
			Synchronicity
			Social Presence
			Social Acceptance
			Media Richness
			Communication Channels and Persuasion
		Communication Barriers (Noise)
			Perceptions
			Language
			Jargon
			Filtering
			Information Overload
		Cross-Cultural and Male-Female Communication
			Nonverbal Differences across Cultures
			Male-Female Differences in Communication
		Improving Interpersonal Communication
			Getting Your Message Across
			Active Listening
		Improving Communication Throughout the Hierarchy
			Workspace Design
			Digitally-Based Organizational Communication
			Direct Communication with Top Management
		Communicating through the Grapevine
			Grapevine Characteristics
			Grapevine Benefits and Limitations
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Difficult Connections
		Team Exercise: Cross-Cultural Communication Game
		Team Exercise: Visual Instructions Exercise
	Chapter 10 Power and Influence in the Workplace
		The Meaning of Power
		Sources of Power in Organizations
			Legitimate Power
			Reward Power
			Coercive Power
			Expert Power
			Referent Power
			Deference to Power
		Contingencies and Consequences of Power
			Contingencies of Power
			Consequences of Power
		The Power of Social Networks
			Social Capital and Sources of Power
			Gaining Power through Social Networks
		Influencing Others
			Types of Influence Tactics
			Consequences and Contingencies of Influence Tactics
		Organizational Politics
			Individual Differences in Organizational Politics
			Minimizing Organizational Politics
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Resonus Corporation
		Team Exercise: Power, Influence, and Politics Mini-Cases
		Team Exercise: Deciphering the Network
		Team Exercise: Bingo Networking
		Team Exercise: Managing Your Boss
	Chapter 11 Conflict and Negotiation in the Workplace
		The Meaning and Consequences of Conflict
			Is Conflict Good or Bad?
		The Emerging View: Task and Relationship Conflict
			Task Conflict
			Relationship Conflict
			Minimizing Relationship Conflict During Task Conflict
		Conflict Process Model
		Structural Sources of Conflict in Organizations
			Incompatible Goals
			Differentiation
			Interdependence
			Scarce Resources
			Ambiguous Rules
			Communication Problems
		Interpersonal Conflict-Handling Styles
			Choosing the Best Conflict-Handling Style
			Cultural and Male-Female Differences in Conflict-Handling Styles
		Structural Approaches to Conflict Management
		Emphasize Superordinate Goals
			Reduce Differentiation
			Improve Communication and Mutual Understanding
			Reduce Interdependence
			Increase Resources
			Clarify Rules and Procedures
		Third-Party Conflict Resolution
			Choosing the Best Third-Party Intervention Strategy
		Resolving Conflict through Negotiation
			Distributive versus Integrative Approaches to Negotiation
			Preparing to Negotiate
			The Negotiation Process
			The Negotiation Setting
			Male-Female Differences in Negotiation
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Maelstrom Communications
		Case Study: Discord Investments
		Class Exercise: Conflict Handling Incidents
		Team Exercise: Kumquat Conflict Role Play
	Chapter 12 Leadership in Organizational Settings
		What Is Leadership?
			Shared Leadership
		Transformational Leadership Perspective
			Develop and Communicate a Strategic Vision
			Model the Vision
			Encourage Experimentation
			Build Commitment toward the Vision
			Transformational and Charismatic Leadership
			Evaluating the Transformational Leadership Perspective
		Managerial Leadership Perspective
			Interdependence of Managerial and Transformational Leadership
			Task-Oriented and People-Oriented Leadership
			Servant Leadership
		Path–Goal and Leadership Substitute Theories
			Path–Goal Leadership Theory
			Leadership Substitutes Theory
		Implicit Leadership Perspective
			Prototypes of Effective Leaders
			The Romance of Leadership
		Personal Attributes Perspective of Leadership
			Eight Important Leadership Attributes
			Authentic Leadership
			Leadership Attributes Perspective Limitations and Practical Implications
		Cross-Cultural and Male-Female Issues in Leadership
			Male-Female Leadership
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: IbexTel
		Team Exercise: World Café on Leadership
		Team Exercise: Leadership Diagnostic Analysis
4 ORGANIZATIONAL PROCESSES
	Chapter 13 Designing Organizational Structures
		Division of Labor and Coordination
			Division of Labor
			Coordination of Work Activities
		Elements of Organizational Structure
			Span of Control
			Centralization and Decentralization
			Formalization
			Mechanistic versus Organic Structures
		Forms of Departmentalization
			Simple Structure
			Functional Structure
			Divisional Structure
			Team-Based Structure
			Matrix Structure
			Network Structure
		Contingencies of Organizational Design
			External Environment
			Organizational Size
			Technology
			Organizational Strategy
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Sloan & Wu, Inc.
		Team Exercise: Organizational Structure Scenarios
		Team Exercise: The Club Ed Exercise
	Chapter 14 Organizational Culture
		Elements of Organizational Culture
			Espoused versus Enacted Values
			Content of Organizational Culture
			Organizational Subcultures
		Deciphering Organizational Culture through Artifacts
			Organizational Stories and Legends
			Organizational Language
			Rituals and Ceremonies
			Physical Structures and Symbols
		Is Organizational Culture Important?
			Meaning and Potential Benefits of a Strong Culture
			Contingencies of Organizational Culture and Effectiveness
			Organizational Culture and Business Ethics
		Merging Organizational Cultures
			Bicultural Audit
			Strategies for Merging Different Organizational Cultures
		Changing and Strengthening Organizational Culture
			Model Desired Culture through the Actions of Founders and Leaders
			Align Artifacts with the Desired Culture
			Introduce Culturally Consistent Rewards and Recognition
			Support Workforce Stability and Communication
			Use Attraction, Selection, and Socialization for Culture Fit
		Organizational Socialization
			Learning and Adjustment Process
			Psychological Contracts
			Stages of Organizational Socialization
			Improving the Socialization Process
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: CommsOne Bank
		Team Exercise: Corporate Culture Dilemma Vignettes
		Team Exercise: Organizational Culture GIF Memes
		Team Exercise: Socialization Diagnostics Exercise
	Chapter 15 Organizational Change
		Lewin’s Force Field Analysis Model
		Understanding Resistance to Change
			Why Employees Resist Change
		Unfreezing, Changing, and Refreezing
			Creating an Urgency for Change
			Reducing the Restraining Forces
			Refreezing the Desired Conditions
		Leadership, Coalitions, and Pilot Projects
			Transformational Leadership and Change
			Coalitions, Social Networks, and Change
			Pilot Projects and Diffusion of Change
		Four Approaches to Organizational Change
			Action Research Approach
			Appreciative Inquiry Approach
			Large Group Intervention Approach
			Parallel Learning Structure Approach
		Cross-Cultural and Ethical Issues in Organizational Change
		Organizational Behavior: The Journey Continues
		Chapter Summary
		Key Terms
		Critical Thinking Questions
		Case Study: Delta Palm Mill
		Team Exercise: Organizational Change Incidents
		Team Exercise: Applying Lewin’s Force Field Analysis
ADDITIONAL CASES
	Case 1: Arctic Mining Consultants
	Case 2: Bayou Life Assurance and Waltham Financial
	Case 3: CentraClear Inc.
	Case 4: Keeping Suzanne Chalmers
	Case 5: The Regency Grand Hotel
	Case 6: Tamarack Industries
	Case 7: The Outstanding Faculty Award
	Case 8: Conifer Corp.
	Case 9: Verberg Kansen N.V.
	Case 10: Vetements Ltée
Appendix A Theory Building and Systematic Research Methods
Organization Index
Name Index
Glossary/Subject Index