Organizational Behaviour: Improving Performance and Commitment in the Workplace

Cover
ORGANIZATIONAL BEHAVIOUR: Improving Performance and Commitment in the Workplace
Dedication
About the Authors
Brief Contents
Contents
Preface
Special Features: OB Focus Boxes
Special Features: In-Chapter Sections
Special Features:End-of-Chapter Sections
Market Leading Techology
Acknowledgments
PART 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
	CHAPTER 1: What Is Organizational Behaviour?
		What Is Organizational Behaviour?
			Organizational Behaviour Defined
			The Role of Management Theory
			An Integrative Model of OB
		Does Organizational Behaviour Matter?
			Building a Conceptual Argument
			Research Evidence
			So What’s So Hard?
		How Do We “Know” What We Know about Organizational Behaviour?
			Moving Forward in This Book
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 2: Job Performance
		Job Performance
		What Does It Mean to Be a “Good Performer”?
			Task Performance
			Citizenship Behaviour
			Counterproductive Behaviour
			Summary: What Does It Mean to Be a “Good Performer”?
		Application: Performance Management
			Management by Objectives
			Behaviourally Anchored Rating Scales
			360-Degree Feedback
			Forced Ranking
			Social Networking Systems
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 3: Organizational Commitment
		Organizational Commitment
		What Does It Mean to Be “Committed”?
			Forms of Commitment
			Forms of Commitment in Combination
			Withdrawal Behaviour
			Summary: What Does It Mean to Be “Committed”?
		Trends That Affect Commitment
			Diversity of the Workforce
			The Changing Employee–Employer Relationship
		Application: Commitment Initiatives
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
PART 2: INDIVIDUAL CHARACTERISTICS AND MECHANISMS
	CHAPTER 4: Personality, Cultural Values, and Ability
		Personality, Cultural Values, and Ability
		How Can We Describe What Employees Are Like?
			The Big Five Taxonomy
			Cultural Values
			Summary: How Can We Describe What Employees Are Like?
		What Does It Mean for an Employee to Be “Able”?
			Cognitive Ability
			Emotional Ability
			Physical Ability
			Summary: What Does It Mean for an Employee to Be “Able”?
		How Important Are These Individual Differences?
		Application: Personality and Cognitive Ability Tests
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 5: Job Satisfaction
		Job Satisfaction
		Why Are Some Employees More Satisfied Than Others?
			Value Fulfilment
			Satisfaction with the Work Itself
			Mood and Emotions
			Summary: Why Are Some Employees More Satisfied Than Others?
		How Important Is Job Satisfaction?
			Life Satisfaction
		Application: Tracking Satisfaction
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 6: Stress
		Stress
		Why Are Some Employees More “Stressed” Than Others?
			Types of Stressors
			How Do People Cope with Stressors?
			The Experience of Strain
			Accounting for Individuals in the Stress Process
			Summary: Why Are Some Employees More “Stressed” Than Others?
		How Important Is Stress?
		Application: Stress Management
			Assessment
			Reducing Stressors
			Providing Resources
			Reducing Strains
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 7: Motivation
		Motivation
		Why Are Some Employees More Motivated Than Others?
			Expectancy Theory
			Goal Setting Theory
			Equity Theory
			Psychological Empowerment
			Summary: Why Are Some Employees More Motivated Than Others?
		How Important Is Motivation?
		Application: Compensation Systems
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 8: Trust, Justice, and Ethics
		Trust, Justice, and Ethics
		Why Are Some Authorities More Trusted Than Others?
			Trust
			Justice
			Ethics
			Summary: Why Are Some Authorities More Trusted Than Others?
		How Important Is Trust?
		Application: Social Responsibility
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 9: Learning and Decision Making
		Learning and Decision Making
		Why Do Some Employees Learn to Make Decisions Better Than Others?
			Types of Knowledge
			Methods of Learning
			Methods of Decision Making
			Decision-Making Problems
			Summary: Why Do Some Employees Learn to Make Decisions Better Than Others?
		How Important Is Learning?
		Application: Training
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
PART 3: RELATIONAL MECHANISMS
	CHAPTER 10: Communication
		Communication
			The Communication Process
		What Does It Mean to Be a “Good Communicator”?
			Face-to-Face Communication
			Computer-Mediated Communication
			The Communication Process: Potential Issues
			Summary: What Does It Mean to Be a “Good Communicator”?
		Communication Networks
			Formal Communication
			Formal Networks
			Informal Communication Networks
		How Important Is Communication?
		Application: Interviewing
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 11: Team Characteristics and Processes
		Team Characteristics
		What Characteristics Can Be Used to Describe Teams?
			Types of Teams
			Variations within Team Types
			Team Interdependence
			Team Composition
			Summary: What Characteristics Can Be Used to Describe Teams?
		Team Processes
		Why Are Some Teams More Than the Sum of Their Parts?
			Taskwork Processes
			Teamwork Processes
			Team States
			Summary: Why Are Some Teams More Than The Sum of Their Parts?
		How Important Are Team Characteristics and Processes?
		Application: Training Teams
			Transportable Teamwork Competencies
			Cross-Training
			Team Process Training
			Team Building
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 12: Power, Influence, and Negotiation
		Power, Influence, and Negotiation
		Why Are Some People More Powerful Than Others?
			Acquiring Power
			Using Influence
			Power and Influence in Action
			Negotiations
			Summary: Why Are Some People More Powerful Than Others?
		How Important Are Power and Influence?
		Application: Alternative Dispute Resolution
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 13: Leadership Styles and Behaviours
		Leadership: Styles and Behaviours
		Why Are Some Leaders More Effective Than Others?
			Leader Decision-Making Styles
			Day-to-Day Leadership Behaviours
			Transformational Leadership Behaviours
			Summary: Why Are Some Leaders More Effective Than Others?
		How Important Is Leadership?
		Application: Leadership Training
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
PART 4: ORGANIZATIONAL MECHANISMS
	CHAPTER 14: Organizational Structure
		Organizational Structure
		Why Do Some Organizations Have Different Structures Than Others?
			Elements of Organizational Structure
			Organizational Design
			Common Organizational Forms
			Summary: Why Do Some Organizations Have Different Structures Than Others?
		How Important Is Structure?
		Application: Restructuring
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
	CHAPTER 15: Organizational Culture and Change
		Organizational Culture
		Why Do Some Organizations Have Different Cultures Than Others?
			Culture Components
			General Culture Types
			Specific Culture Types
			Culture Strength
			Maintaining an Organizational Culture
			Summary: Why Do Some Organizations Have Different Cultures Than Others?
		The Culture Change Process
			Analysis and Diagnosis: Is There a Need to Change?
			Understanding and Managing Resistance: What Conditions Might Help or Hinder Change Efforts?
			How Appropriate Are the Change Interventions?
			Was the Change Effort Successful?
		How Important Is Organizational Culture?
		Application: Managing Socialization
		TAKEAWAYS
		KEY TERMS
		DISCUSSION QUESTIONS
		CASE
		EXERCISE
		OB ASSESSMENTS
Glossary
Chapter Notes
Index