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Essentials of Organizational Behavior 3rd Edition - An Evidence-Based Approach

Essentials of Organizational Behavior 3rd Edition - An Evidence-Based Approach

BRAND: Sage
Publisher:
Sage
Author:
Terri A. Scandura
Edition:
@2022
eBook ISBN:
9781544396798
Print ISBN:
9781544396781
Type:
1 Year Subscription. Dành cho Cá nhân
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Những yếu tố cần thiết của hành vi tổ chứcPhương pháp tiếp cận dựa trên bằng chứngGiành được Giải thưởng Sách giáo khoa Xuất sắc năm 2022 từ Hiệp hội Tác giả Sách giáo khoa & Học thuật (TAA) Ngắn gọn, thực tế và dựa trên nghiên cứu, Những yếu tố cần thiết về hành vi tổ chức trang bị cho sinh viên những kỹ năng cần thiết để trở thành nhà lãnh đạo và quản lý hiệu quả. Tác giả sách bán chạy nhất Terri A. Scandura sử dụng phương pháp tiếp cận dựa trên bằng chứng để giới thiệu cho sinh viên những mô hình đã được chứng minh là giúp nâng cao hạnh phúc, động lực và năng suất của mọi người tại nơi làm việc. Các bài tập trải nghiệm cũng như nhiều tình huống và ví dụ thực tế khác nhau mang lại cho học sinh nhiều cơ hội để áp dụng các khái niệm OB và trau dồi tư duy phản biện của mình. Phiên bản thứ ba bao gồm "#Trending in OB?" mới hộp về các chủ đề kịp thời như chứng nghiện mạng xã hội và các nhóm làm việc ảo trong đại dịch COVID-19; nghiên cứu trường hợp mới về các vấn đề quan trọng như biện pháp bảo vệ chống phân biệt đối xử của American Airlines đối với người lao động LGBTQ; và nghiên cứu mới nhất về các chủ đề như khả năng lãnh đạo bền bỉ và toàn diện. Tiêu đề này được kèm theo một gói dạy và học hoàn chỉnh. Tùy chọn kỹ thuật số / Phần mềm khóa học SAGE Vantage là một nền tảng kỹ thuật số trực quan cung cấp nội dung văn bản này và tài liệu khóa học trong trải nghiệm học tập cung cấp các bài tập được chấm điểm tự động và các công cụ đa phương tiện tương tác, tất cả đều được thiết kế cẩn thận để khơi dậy sự tham gia của sinh viên và thúc đẩy tư duy phản biện. Được xây dựng dành cho bạn và học viên của bạn, nó cung cấp cách thiết lập khóa học đơn giản và cho phép học viên chuẩn bị tốt hơn cho lớp học. Video có thể gán với đánh giá Video có thể gán (có sẵn với SAGE Vantage) gắn liền với mục tiêu học tập và được tuyển chọn dành riêng cho văn bản này để đưa các khái niệm vào cuộc sống. . Tự đánh giá có thể chỉ định Tự đánh giá có thể chỉ định (có sẵn với SAGE Vantage) giúp sinh viên hiểu được điểm mạnh và phong cách quản lý của chính họ. Hộp mực LMS: Nhập tài nguyên người hướng dẫn của tiêu đề này vào hệ thống quản lý học tập (LMS) của trường bạn và tiết kiệm thời gian. Bạn không sử dụng LMS? Bạn vẫn có thể truy cập tất cả các tài nguyên trực tuyến tương tự cho tựa sách này thông qua Trang web Tài nguyên dành cho Giảng viên được bảo vệ bằng mật khẩu.
  1. PrefaceAcknowledgmentsAbout the AuthorSection I • Introduction
  2. Chapter 1 • What Is Organizational Behavior?Learning ObjectivesA Crisis in Organizations?What Is Going on With CEO Leadership?What Is Organizational Behavior?Disciplines Contributing to Organizational BehaviorFrom Theory to PracticeEvidence-Based ManagementWhat Is Critical Thinking?Applying Critical Thinking to Theories in Organizational BehaviorOutcomes in Organizational BehaviorPerformanceAttitudesEmployee Well-BeingThrivingMotivationEmployee WithdrawalLevels of Analysis in Organizational BehaviorHow OB Research Increases Employee PerformancePlan for This TextbookLeadership Implications: Thinking CriticallyKey TermsToolkit Activity 1.1: Personal Leadership Development PlanToolkit Activity 1.2: Assessing Your Experiential Evidence BaseCase Study 1.1: Evidence-Based Management: People Analytics at GoogleSection II • Understanding Individuals in Organizations
  3. Chapter 2 • Personality and Person–Environment FitLearning ObjectivesThe Personality Effect in UnicornsWhat Is Personality?Myers-Briggs Type IndicatorLimitations of the Myers-Briggs Type IndicatorHow the Myers-Briggs Type Indicator Is Used in OrganizationsThe Big FivePersonality Traits and Health ResearchOther Relevant Personality TraitsMachiavellianismSelf-MonitoringResilienceRisk-TakingPsychological CapitalPerson–Environment FitPerson–Organization FitPerson–Job FitPersonality–Job Fit TheoryLeadership Implications: Understanding OthersKey TermsToolkit Activity 2.1: Fitting in Somewhere Great!Case Study 2.1: Whom Would You Hire?
  4. Chapter 3 • Emotions and MoodsLearning ObjectivesDoes Lack of Sleep Make You Grumpy?Emotions and Moods at WorkAffective Events TheoryMoodsAffective ClimateThe Broaden-and-Build Model of EmotionsEmotional LaborActing at WorkEmotional Division of LaborEmotional IntelligenceCan Emotional Intelligence Be Learned?Limitations of Emotional IntelligenceHow Emotional Intelligence Is Used in OrganizationsRegulating EmotionsEmotional ContagionLeadership Implications: Mindful CoachingKey TermsToolkit Activity 3.1: The 5-Minute Gratitude ExerciseCase Study 3.1: Managing Your Boss’s Moods and Emotions
  5. Chapter 4 • Attitudes and Job SatisfactionLearning ObjectivesJob Satisfaction: Trends and CausesWhat Is an Attitude?Components of an AttitudeCognitive DissonanceDo Attitudes Matter?Job SatisfactionJob Satisfaction FacetsResponses to Job DissatisfactionJob Search AttitudesOrganizational CommitmentJob InvolvementEmployee EngagementPerceived Organizational SupportPsychological EmpowermentLeadership Implications: Creating Meaning at WorkKey TermsToolkit Activity 4.1: What Do Workers Want From Their Jobs?Case Study 4.1: Job Satisfaction in a Family-Owned Company
  6. Chapter 5 • Perception, Decision-Making, and Problem-SolvingLearning ObjectivesWould You Be Happier if You Were Richer?Understanding Why Perceptual Biases ExistThe Primacy EffectThe Recency EffectThe Availability BiasContrast EffectsHalo ErrorEmployability: Self-Fulfilling Prophecies During the Application ProcessIndividual Decision-MakingDecision Processes and Organizational PerformanceWhy Some People Can’t Make DecisionsConstraints on Individual Decision-MakingThe Rational Decision-Making ModelLimitations of the Rational ModelBounded RationalityProspect TheoryThe Importance of How Decisions Are FramedIntuitionBenefits of IntuitionWicked Organizational ProblemsDecision TrapsHindsight BiasOverconfidenceEscalation of CommitmentCreative Problem-SolvingGoing With the “Flow”Three-Component Model of CreativityLeadership Implications: Making Ethical DecisionsKey TermsToolkit Activity 5.1: The Oil Drilling PartnershipCase Study 5.1: Making Decisions Using Machine Learning at LufthansaSection III • Influencing and Motivating Employees
  7. Chapter 6 • LeadershipLearning ObjectivesHave Leaders Lost Their Followers’ Trust?What Is Leadership?Differentiating Management and LeadershipManagerial LeadershipThe Trait ApproachLimitations of the Trait ApproachLeader BehaviorsPath–Goal TheoryMotivational Leadership BehaviorsAdapting to the SituationLeader–Member ExchangeInclusive LeadershipLeader–Member Exchange DevelopmentFollowershipAttributions and Leader–Member RelationshipsThe Mentor ConnectionThe Importance of TrustCalculus-Based TrustKnowledge-Based TrustIdentification-Based TrustRepairing Broken TrustFull-Range Leadership DevelopmentTransactional LeadershipTransformational LeadershipMoral ApproachesEthical LeadershipServant and Authentic LeadershipLeadership Implications: Flexibility MattersKey TermsToolkit Activity 6.1: Comparing Supervisor Leader-Member ExchangeToolkit Activity 6.2: Applying the Full-Range Leadership Development ModelCase Study 6.1: Melissa Reiff: Servant Leader of the Container Store
  8. Chapter 7 • Power and PoliticsLearning ObjectivesWhat Is It Like to Have Power?The Difference Between Power and InfluencePowerOrganizational Sources of PowerInfluence StrategiesWhich Influence Strategies Are the Most Effective?Influence Without AuthorityImpression ManagementPerceptions of Organizational PoliticsPolitical SkillHaving Both the Will and the Skill for PoliticsLeadership Implications: Managing With PowerKey TermsToolkit Activity 7.1: Politics or Citizenship?Toolkit Activity 7.2: What Would You Do?Case Study 7.1: Can You Succeed Without Power?
  9. Chapter 8 • Motivation: Core ConceptsLearning ObjectivesDo You Have Grit?What Is Motivation?Needs TheoriesGoal Setting“SMART” GoalsRegulatory Goal FocusThe Role of Leaders in Goal SettingJob Characteristics TheoryThe Motivating Potential of WorkDesigning Work to Be MotivationalWork Redesign and Job StressJob CraftingThe Importance of FairnessEquity TheoryOrganizational Justice: Expanding FairnessDeveloping a Fair ReputationExpectancy TheoryExpectancy Theory Predictions of Effort and MotivationThe Pygmalion EffectThe Galatea EffectThe Golem EffectLeadership Implications: Who Will Lead?Key TermsToolkit Activity 8.1: Future Me LetterToolkit Activity 8.2: SMART Goals TemplateCase Study 8.1: Vision Boards at Lululemon
  10. Chapter 9 • Motivation: ApplicationsLearning ObjectivesThe Meaning of MoneyReinforcement TheoryReinforcersPunishmentSchedules of ReinforcementOrganizational Behavior ModificationSocial Learning TheoryThe Modeling ProcessIntrinsic Versus Extrinsic RewardsRelationship Between Intrinsic and Extrinsic RewardsSelf-Determination TheoryWhat Money Can and Cannot DoPay DispersionPerformance ManagementSources of Performance Management RatingsPerformance Management MethodsProblems With Performance ReviewsOther Forms of CompensationFeedback SeekingLeadership Implications: Motivating With RewardsKey TermsToolkit Activity 9.1: Performance Appraisal Dos and Don’tsToolkit Activity 9.2: Performance Management Role-PlayCase Study 9.1: Increasing Motivation at Delta One ChennaiSection IV • Building Relationships
  11. Chapter 10 • Group Processes and TeamsLearning ObjectivesDoes Trust Impact Team Performance?What Is a Team?Work Group Versus TeamTeam PurposeTeam NormsThe Team CharterTeam Mental ModelsTeam DevelopmentFive-Stage ModelTeam Performance CurveTeam EffectivenessTeam MetricsTeam LearningTeam Creativity and InnovationCohesionSocial IdentityGroupthinkTeam Decision-MakingParticipation in Team DecisionsBrainstormingConsensusMultivotingNominal Group TechniqueStepladderTeam ChallengesSocial LoafingVirtual TeamsTeam DiversityChallenges of Team DiversityBenefits of Team DiversityLeadership Implications: Empowering the TeamKey TermsToolkit Activity 10.1: The Team CharterToolkit Activity 10.2: The Marshmallow ChallengeToolkit Activity 10.3: How to Run an Effective Meeting (Checklist)Case Study 10.1: Problem-Solving in Virtual Teams
  12. Chapter 11 • Managing Conflict and NegotiationLearning ObjectivesThe Costs of Workplace ConflictWhat Is Conflict?Causes of Organizational ConflictIs Conflict Always Bad?Task Versus Relationship ConflictWorkplace Incivility and AggressionAbusive SupervisionToxic WorkplacesWorkplace ViolenceConflict Resolution StylesTeam Conflict and PerformanceResolving Conflict Across CulturesThird-Party InterventionsNegotiationDistributive BargainingIntegrative BargainingEmotions at the Bargaining TableCross-Cultural NegotiationUnion–Management NegotiationsLeadership Implications: Perspective TakingKey TermsToolkit Activity 11.1: Checklist for Difficult ConversationsToolkit Activity 11.2: Salary NegotiationToolkit Activity 11.3: Negotiation Style AssessmentCase Study 11.1: Perspective Taking: Health Versus Wealth During the COVID-19 Pandemic
  13. Chapter 12 • Organizational CommunicationLearning Objectives“Thin-Slicing” a ConversationWhat Is Organizational Communication?The Communication ProcessBarriers to Effective CommunicationCommunication ApprehensionLanguageActive ListeningCommunication NetworksCommunication Flows in OrganizationsThe GrapevineElectronic CommunicationEmailText MessagesSocial NetworkingVideoconferencingCross-Cultural CommunicationNonverbal CommunicationSilenceLeadership Implications: The Management of MeaningKey TermsToolkit Activity 12.1: Active Listening ExerciseCase Study 12.1: What’s App-ening?
  14. Chapter 13 • Diversity and Cross-Cultural AdjustmentsLearning ObjectivesTrends Impacting Diversity and InclusionDiversitySurface-Level and Deep-Level DiversityGenerations at the WorkplaceThe MillennialsGeneration ZWhat Is Culture?High-Context Versus Low-Context CulturesHofstede’s Cultural ValuesCriticisms and Usefulness of Hofstede’s ResearchCultural Tightness–LoosenessGLOBE Studies of Cross-Cultural LeadershipDeveloping Global LeadersCultural IntelligenceThe Third CultureThe Global MindsetCross-Cultural Adjustment StrategiesIntegrative Acculturation: MulticulturalsCulture ShockExpatriate AdjustmentRepatriationLeadership Implications: Becoming a Global LeaderKey TermsToolkit Activity 13.1: Generations at WorkToolkit Activity 13.2: Journey to SharahadCase Study 13.1: American Airlines: Supporting the LGBTQ CommunitySection V • Leaders as Change Agents
  15. Chapter 14 • Organizational CultureLearning ObjectivesThe Team Culture at Warby ParkerWhat Is Organizational Culture?Seven Characteristics of CultureMarkets, Bureaucracies, and ClansNational Culture and Organizational CultureStrong Organizational CulturesZappos: A Strong Organizational CultureOrganizational SubculturesSocializationAnticipatory SocializationEntry and AssimilationMetamorphosisAttraction–Selection–Attrition (ASA)How Employees Learn CultureStoriesRitualsSymbolsLanguageOrganizational ClimateHow Climate Influences Organizational PerformanceEthical ClimateLeadership Implications: Culture ChangeTool #1: Recruiting and Selecting People for Culture FitTool #2: Managing Culture Through Socialization and TrainingTool #3: Managing Culture Through the Reward SystemKey TermsToolkit Activity 14.1: Comparing Organizational Cultures: IDEO and AmazonCase Study 14.1: Changing the Culture at Boeing
  16. Chapter 15 • Leading Change and Stress ManagementLearning ObjectivesLeading Change in a VUCA WorldForces Driving Organizational ChangePlanned Organizational ChangeOrganizational Subsystems Involved in Planned ChangeOrganizational DevelopmentExamples of Organizational Development InterventionsResistance to ChangeHow to Overcome Resistance to ChangeLeading ChangeLewin’s Three-Step ModelForce Field AnalysisKotter’s Eight-Step ModelEffective Change ImplementationStress in the Context of Organizational ChangeWhat Is Stress?Stress EpisodeStress and Organizational PerformanceIs There An Optimal Level of Stress?Role StressStress Is a Global ConcernCopingSocial SupportPreventive Stress Management in OrganizationsEmployee Assistance ProgramsLeadership Implications: Helping Employees CopeKey TermsToolkit Activity 15.1: Appreciative InquiryToolkit Activity 15.2: Warning Signs of BurnoutToolkit Activity 15.3: Stressful Life EventsCase Study 15.1: Organizational Change at AmazonCase Study 15.2: The Price of EntrepreneurshipAppendix 1: The Scientific Method in Organizational BehaviorAppendix 2: Organizational StructureGlossaryNotesAuthor IndexSubject Index
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