Essentials of organizational behavior

Essentials of organizational behavior

For courses in organizational behavior.   A streamlined presentation of key organizational behavior concepts Essentials of Organizational Behavior teaches students how to communicate and interact within organizations, through real-world scenarios. The text offers comprehensive coverage of key or...

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Detalles Bibliográficos
Otros Autores: Robbins, Stephen P., 1943- author (author), Judge, Tim, author
Formato: Libro electrónico
Idioma:Inglés
Publicado: Harlow, England : Pearson [2018]
Edición:Fourteenth edition
Colección:Always learning.
Materias:
Organizational behavior.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009632535106719
Tabla de Contenidos:
  • Cover
  • Engage, Assess, Reflect
  • Title Page
  • Copyright Page
  • Dedication
  • Brief Contents
  • Contents
  • Preface
  • Acknowledgments
  • Global Edition Acknowledgments
  • About the Authors
  • Part 1: An Introduction
  • Chapter 1: Welcome to the World of OB
  • Chapter Warm-up
  • Management and Organizational Behavior
  • Organizational Behavior (OB) Defined
  • Effective versus Successful Managerial Activities
  • Watch It-Herman Miller: Organizational Behavior
  • Complementing Intuition with Systematic Study
  • Big Data
  • Disciplines that Contribute to the OB Field
  • Psychology
  • Social Psychology
  • Sociology
  • Anthropology
  • There are few Absolutes in OB
  • Challenges and Opportunities for OB
  • Continuing Globalization
  • Workforce Demographics
  • Workforce Diversity
  • Social Media
  • Employee Well-Being at Work
  • Positive Work Environment
  • Ethical Behavior
  • Coming Attractions: Developing an OB Model
  • Overview
  • Inputs
  • Processes
  • Outcomes
  • Summary
  • Implications for Managers
  • Personal Inventory Assessments: Multicultural Awareness Scale
  • Part 2: Individual Differences
  • Chapter 2: Attitudes
  • Chapter Warm-up
  • Attitudes
  • Watch It-Gawker Media: Attitudes and Job Satisfaction
  • Attitudes and Behavior
  • Job Attitudes
  • Job Satisfaction and Job Involvement
  • Organizational Commitment
  • Perceived Organizational Support
  • Employee Engagement
  • Measuring Job Satisfaction
  • Approaches to Measurement
  • Measured Job Satisfaction Levels
  • 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)
  • Understanding the Impact
  • Summary.
  • Implications for Managers
  • Try It-Simulation: Attitudes & Job Satisfaction
  • Personal Inventory Assessments: Core Self-Evaluation (CSE) Scale
  • Chapter 3: Emotions
  • Chapter Warm-up
  • What Are Emotions and Moods?
  • The Basic Emotions
  • Moral Emotions
  • The Basic Moods: Positive and Negative Affect
  • 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
  • Age
  • Sex
  • Emotional Labor
  • Controlling Emotional Displays
  • Emotional Dissonance and Mindfulness
  • Affective Events Theory
  • Emotional Intelligence
  • Emotion Regulation
  • Emotion Regulation Influences and Outcomes
  • Emotion Regulation Techniques
  • Ethics of Emotion Regulation
  • Watch It-East Haven Fire Department: Emotions and Moods
  • OB Applications of Emotions and Moods
  • Selection
  • Decision Making
  • Creativity
  • Motivation
  • Leadership
  • Customer Service
  • Job Attitudes
  • Deviant Workplace Behaviors
  • Safety and Injury at Work
  • Summary
  • Implications for Managers
  • Try It-Simulation: Emotions & Moods
  • Personal Inventory Assessments: Emotional Intelligence Assessment 76
  • Chapter 4: Personality Factors
  • Chapter Warm-up
  • 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
  • Watch It-Honest Tea: Ethics-Company Mission and Values
  • Terminal versus Instrumental Values
  • Generational Values
  • Linking an Individual's Personality and Values to the Workplace.
  • Person-Job Fit
  • Person-Organization Fit
  • Other Dimensions of Fit
  • Cultural Values
  • Hofstede's Framework
  • The GLOBE Framework
  • Comparison of Hofstede's Framework and the Globe Framework
  • Summary
  • Implications for Managers
  • Personal Inventory Assessments: Personality Style Indicator
  • Chapter 5: Perceptual Processes
  • Chapter Warm-up
  • What is Perception?
  • Factors That Influence Perception
  • Watch It-Orpheus Group Casting: Social Perception and Attribution
  • 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
  • What about Ethics in Decision Making?
  • Three Ethical Decision Criteria
  • Choosing between Criteria
  • Behavioral Ethics
  • Lying
  • Creativity, Creative Decision Making, and Innovation in Organizations
  • Creative Behavior
  • Causes of Creative Behavior
  • Creative Outcomes (Innovation)
  • Summary
  • Implications for Managers
  • Try It-Simulation: Perception & Individual Decision Making
  • Personal Inventory Assessments: How Creative Are You?
  • Chapter 6: Valuing Diversity
  • Chapter Warm-up
  • Diversity
  • Demographic Characteristics
  • Levels of Diversity
  • Discrimination
  • Stereotype Threat
  • Discrimination in the Workplace
  • Biographical Characteristics
  • Age
  • Sex
  • Race and Ethnicity
  • Disabilities
  • Hidden Disabilities
  • Other Differentiating Characteristics
  • Religion
  • Sexual Orientation and Gender Identity
  • Cultural Identity
  • Watch It-Verizon: Diversity
  • Ability
  • Intellectual Abilities.
  • Physical Abilities
  • Implementing Diversity Management Strategies
  • Attracting, Selecting, Developing, and Retaining Diverse Employees
  • Diversity in Groups
  • Diversity Programs
  • Summary
  • Implications for Managers
  • Try It-Simulation: Human Resources
  • Personal Inventory Assessments: Intercultural Sensitivity Scale
  • Chapter 7: Basic Motivation
  • Chapter Warm-up
  • Motivation
  • Watch It-Motivation (TWZ Role Play)
  • 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
  • Equity Theory/Organizational Justice
  • Expectancy Theory
  • Job Engagement
  • Integrating Contemporary Theories of Motivation
  • Summary
  • Implications for Managers
  • Try It-Simulation: Motivation
  • Personal Inventory Assessments: Work Motivation Indicator
  • Chapter 8: Applied Motivation
  • Chapter Warm-up
  • Motivating by Job Design: The Job Characteristics Model (JCM)
  • Elements of the JCM
  • Efficacy of the JCM
  • Motivating Potential Score (MPS)
  • Cultural Generalizability of the JCM
  • Using Job Redesign to Motivate Employees
  • Job Rotation
  • Relational Job Design
  • Using Alternative Work Arrangements to Motivate Employees
  • Flextime
  • Job Sharing
  • Telecommuting
  • Using Employee Involvement and Participation (EIP) to Motivate Employees
  • Cultural EIP
  • Forms 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
  • Watch It-ZAPPOS: Motivating Employees through Company Culture.
  • Summary
  • Implications for Managers
  • Try It-Simulation: Extrinsic & Intrinsic Motivation
  • Personal Inventory Assessments: Diagnosing the Need for Team Building
  • Part 3: Groups in Organizations
  • Chapter 9: Communication
  • Chapter Warm-up
  • 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
  • Tailoring the Message
  • Barriers to Effective Communication
  • Filtering
  • Selective Perception
  • Information Overload
  • Emotions
  • Language
  • Silence
  • Communication Apprehension
  • Lying
  • Cultural Factors
  • Cultural Barriers
  • Cultural Context
  • A Cultural Guide
  • Watch It-Communication (TWZ Role Play)
  • Summary
  • Implications for Managers
  • Try It-Simulation: Communication
  • Personal Inventory Assessments: Communication Styles
  • Chapter 10: Basics of Group Behavior
  • Chapter Warm-up
  • Groups and Group Identity
  • Social Identity
  • Ingroups and Outgroups
  • Stages of Group Development
  • Watch It-Witness.org: Managing Groups & Teams
  • 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
  • Group Property 3: Status
  • Group Property 4: Size
  • Group Property 5: Cohesiveness, and Group Property 6: Diversity.
  • Group Property 5: Cohesiveness.

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