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Organizational Behavior 3rd Edition - A Skill-Building Approach

Organizational Behavior 3rd Edition - A Skill-Building Approach

BRAND: Sage
Publisher:
Sage
Author:
Christopher P. Neck; Jeffery D. Houghton; Emma L. Murray
Edition:
@2024
eBook ISBN:
9781071854457
Print ISBN:
9781071854426
Type:
1 Year Subscription. Dành cho Cá nhân
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Hành vi tổ chứcPhương pháp xây dựng kỹ năngHành vi tổ chức: Phương pháp xây dựng kỹ năng, Phiên bản thứ ba xem xét các đặc điểm cá nhân, động lực nhóm và các yếu tố tổ chức ảnh hưởng đến hiệu suất, động lực và sự hài lòng trong công việc như thế nào, cung cấp cho sinh viên sự hiểu biết toàn diện về OB. Chuyển những nghiên cứu mới nhất sang các ứng dụng thực tế và phương pháp hay nhất, các tác giả Christopher P. Neck, Jeffery D. Houghton và Emma Murray đã giải thích cách các nhà quản lý có thể phát triển kỹ năng quản lý của mình để giải phóng tiềm năng của nhân viên.
  1. PrefaceAcknowledgmentsAbout the AuthorsPart I Introduction
  2. Chapter 1 Why Organizational Behavior MattersCase Study: HiltonThe Hilton EffectDon’t Just Talk the Talk, Walk the WalkCOVID-19 and Hilton’s ResponseCritical-Thinking QuestionsWhat Is Organizational Behavior and Why Is It Important?How Studying Organizational Behavior Benefits You in the WorkplaceThe Four Functions of ManagementManaging Human CapitalValueRarenessInimitabilityBehavioral Science Disciplines That Contribute to OBPsychologySociologySocial PsychologyPolitical ScienceAnthropologyA Critical-Thinking Approach to OBThe Five Steps of Critical ThinkingResearch in OBOpen Systems TheoryOB Challenges and OpportunitiesGlobalizationEconomic FactorsWorkforce DiversityCustomer ServicePeople SkillsInnovation and ChangeSustainabilityThree Levels of Analysis in OBIndividualsTeamsOrganizationsPositive OB and High-Involvement ManagementHigh Involvement ManagementIn ReviewKey TermsUp for Debate: Hiring CriteriaExercise 1.1: Organizational Behavior in an International FirmExercise 1.2: Who Can Be CEO?Exercise 1.3: Your Experience With OBOnline Exercise 1.1: Understanding Organizational Challenges and OpportunitiesOnline Exercise 1.2: Understanding SkillsCase 1.1: CVS HealthPart II Individual Processes
  3. Chapter 2 Diversity, Equity, and Inclusion (DEI)Case Study: Dolby Laboratories, Inc.Critical-Thinking QuestionsDEI in OBDiversity in the WorkplaceSurface-Level and Deep-Level DiversityAge/Generation DiversityRace and EthnicityGender DiversitySexual OrientationDiversity of AbilitiesLegal Framework for DiversityDiversity and IdentityMicroaggressionsStigmatized IdentitiesStereotype ThreatEquity and Equality in the WorkplaceInclusionInclusion and the Formerly IncarceratedPromoting a DEI CultureFailure to Reduce BiasIn ReviewKey TermsUp for Debate: DEI Business Initiatives as Part of Performance ReviewsExercise 2.1: We’re Not All the SameExercise 2.2: Your University’s DEI OfficeExercise 2.3: Defining DiversityOnline Exercise 2.1: Diversity in the WorkplaceOnline Exercise 2.2: Have You Felt Excluded?Case 2.1: CBRE Group, Inc.
  4. Chapter 3 Personality and Individual DifferencesCase Study: The PEAK FleetSelf-Awareness and Awareness of OthersThe PEAK Fleet’s BeginningsAfter Intel: A Benefit Corporation for GoodPEAK ValuesValues: Nurture Versus Nature?Critical-Thinking QuestionsThe Importance of Individual DifferencesNature Versus NurtureThe Trait Theories of PersonalityCarl Jung’s Trait Theory and the MBTIMyers-Briggs PreferencesPsychological Preferences and “Always-On” CultureCriticisms of the MBTIEysenck’s Personality TheoryCattell’s 16 Personality Factors Trait TheoryBig Five Factor ModelThe HEXACO Model of PersonalityPerson-Job Fit and Person-Organization (P-O) FitCharacter StrengthsThe Values in Action (VIA) Survey of Character StrengthsThe DiSC Personal Assessment ToolThe CliftonStrengths AssessmentOther Personality AttributesSelf-MonitoringProactive PersonalityType A/Type B OrientationRisk-Taking PropensityThe Dark TriadIn ReviewKey TermsUp for Debate: Personality TestingCase 3.1: Adobe Inc.Exercise 3.1: Using DiSC to Evaluate a CelebrityExercise 3.2: Applying The Big Five Factor ModelExercise 3.3: Evaluating the Major Trait TheoriesOnline Exercise 3.1: Understanding Personal ConceptionOnline Exercise 3.2: Evaluating Self-Esteem and Self-Efficacy
  5. Chapter 4 Perception and LearningCase Study: Twitter’s AdaptabilityA Tech GiantHumble BeginningsA Slow, Volatile StartManagement in ActionCritical-Thinking QuestionsPerception: Interpreting Our EnvironmentComponents of the Perception ProcessThe PerceiverThe EnvironmentThe Focal ObjectWhy Is Perception Important?Common Perceptual DistortionsCommon Attribution ErrorsLearning Processes: Behavioral TheoryClassical ConditioningOperant Conditioning TheoryReinforcement TheoryPositive and Negative ReinforcementPunishmentExtinctionSchedules of ReinforcementLearning Processes: The Cognitive ViewTriadic Reciprocal Model of BehaviorIn ReviewKey TermsUp for Debate: First ImpressionsExercise 4.1: The Power of PerceptionExercise 4.2: How Are Stereotypes Formed?Exercise 4.3: The Maze Rat and Positive Reinforcement and PunishmentOnline Exercise 4.1: Understanding Perceptions About Workplace NormsOnline Exercise 4.2: Understanding Learning ProcessesCase 4.1: Catch&Release
  6. Chapter 5 Emotions, Attitudes, and StressCase Study: Kevin Plank, Founder of Under ArmourStressful BeginningsOperational Pressure and EmotionsAdditional Management MethodsCritical-Thinking QuestionsEmotions in Organizational BehaviorEmotions in the WorkplaceEmotional ContagionEmotional LaborSurface Acting versus Deep ActingDisplay RulesEmotional DissonanceEmotional RegulationAntecedent-Focused StrategiesResponse-Focused StrategiesEmotional IntelligenceThe Four Dimensions of EIAttitudes and BehaviorHow Attitudes Are CreatedCognitive DissonanceCommon Workplace AttitudesOrganizational CitizenshipStress in the WorkplaceStressorsStress-Strain-Outcomes ModelStress-Related Outcomes and Employee Well-beingManaging StressEmployee Well-BeingIn ReviewKey TermsUp for Debate: Employee Emotional Well-BeingExercise 5.1: Coping With StressExercise 5.2: Role Play for Recognizing EmotionsExercise 5.3: Mourning at the Deco Chocolate CompanyOnline Exercise 5.1: Understanding Attitudes and Job SatisfactionOnline Exercise 5.2: Understanding EmotionsCase 5.1: Eric Yuan and Zoom Video Communications, Inc.
  7. Chapter 6 Motivation: Concepts and Theoretical PerspectivesCase Study: AriZona Iced Tea: Organizational MotivationCritical-Thinking QuestionsThe Motivation ProcessNeeds TheoriesMaslow’s Hierarchy of NeedsERG TheoryHerzberg’s Two-Factor TheoryMcClelland’s Acquired Needs TheoryMoney as a MotivatorGoal-Setting TheorySpecific GoalsDifficult GoalsGoal Acceptance and CommitmentThe Goldilocks RuleFeedbackEquity TheoryHandling Perceived InequityChange InputsAttempt to Change OutcomesCarry Out Cognitive ReevaluationAttempt to Change Inputs or OutcomesPick Another “Other”Leave the FieldOrganizational JusticeExpectancy TheoryIn ReviewKey TermsUp for Debate: Money, Money, Money!Exercise 6.1: Understanding Equity TheoryExercise 6.2: Is Money a Motivator?Exercise 6.3: Your Motivation for Selecting Your MajorOnline Exercise 6.1: Which Theory for Your Favorite Characters?Online Exercise 6.2: Identifying Motivation TheoriesCase 6.1: Caribu
  8. Chapter 7 Motivation: Practices and ApplicationsCase Study: SpotifyPeople Growth = Company GrowthGrowing the Band the Old-Fashioned WayCritical-Thinking QuestionsIntrinsic MotivationTypes of Extrinsic RewardsSeniority-Based PayJob Content–Based PaySkill-Based PayPerformance-Based PayIndividual-Level Performance-Based PayTeam- and Organization-Level Performance-Based PayMotivation Over TimeMotivation Through the PandemicMotivation Through Job DesignJob Design ApproachesJob Characteristics ModelPsychological EmpowermentNontraditional Work SchedulesTypes of Nontraditional Work SchedulesIn ReviewKey TermsUp for Debate: Work From Home or From the Office?Exercise 7.1: Understanding Job DesignExercise 7.2: Charity Begins With MotivationExercise 7.3: Role-Playing Job DesignOnline Exercise 7.1: Finding Examples of Individual Performance-Based PayOnline Exercise 7.2: Intrinsic Motivation and Extrinsic RewardsCase 7.1: SephoraPart III Teams and Teamwork
  9. Chapter 8 TeamsCase Study: The Team at Thomas Jefferson University Hospital Emergency DepartmentCritical-Thinking QuestionsThe Difference Between Teams and GroupsTeams Versus GroupsAre Teams Effective?Psychological SafetyHow to Build an Effective TeamA Model of Team Effectiveness: Processes and OutcomesThe Tuckman ModelPunctuated EquilibriumTeam Norms and CohesionTeam ChartersSynergy: Process Gains and LossesTypes of TeamsVirtual TeamsSelf-Managing TeamsProblem-Solving TeamsCross-Functional TeamsCross-Cultural Diversity in Virtual CollaborationManaging Cross-Cultural DiversityA Model of Team Effectiveness: Context and CompositionTeam Contextual InfluencesTeam CompositionTeam Decision-MakingBrainstormingBrainstorm Alone—At FirstSlow Down the Creative ProcessStart DrawingDigital BrainstormingThe Nominal Group TechniqueThe Delphi TechniqueAdvantages and Disadvantages of Team Decision-MakingIn ReviewKey TermsUp for Debate: “There is no ‘I’ in TEAM”Exercise 8.1: Practicing 6-3-5 BrainstormingExercise 8.2: A Nominal Brainstorm About the Delphi TechniqueExercise 8.3: Consulting at Bella NotaOnline Exercise 8.1: Virtual Team ProjectOnline Exercise 8.2: Observing Effective TeamsCase 8.1: PepsiCo
  10. Chapter 9 Decision-Making, Creativity, and InnovationCase Study: Creativity and Innovation, Arizona State UniversityExploratory InnovationOrganizational Structure and Innovative ChangeCompetitive InnovationInnovation in PhilanthropyCritical-Thinking QuestionsDecision-Making and Problem-SolvingDefine the ProblemIdentify and Weigh Decision CriteriaGenerate Multiple AlternativesRate Alternatives on the Basis of Decision CriteriaChoose, Implement, and Evaluate the Best AlternativeDecision-Making in the Real WorldBounded RationalitySatisficing DecisionsIntuitionHeuristicsBiases and ErrorsCreativity and Innovation in Individuals, Teams, and OrganizationsA Three-Component Model of CreativityDomain-Relevant Skills and ExpertiseCreativity-Relevant ProcessesIntrinsic and Extrinsic MotivationThree Types of Support for CreativityOrganizational Support for CreativitySupervisory Support for CreativityWork Group Support for CreativityThe Innovation ProcessIdea GenerationProblem-SolvingImplementation and DiffusionTypes of Innovation in OrganizationsIn ReviewKey TermsUp for Debate: Decision-Making and BiasExercise 9.1: Practicing InnovationExercise 9.2: Decision-Making Process Role PlayExercise 9.3: Watch Me Get Creative HereOnline Exercise 9.1: Programmed and Nonprogrammed Decisions DiscussionOnline Exercise 9.2: Creativity Through a Vision BoardCase 9.1: McDonald’s Decision-Making and Innovation
  11. Chapter 10 Ethics and Social Responsibility in OrganizationsCase Study: IBM’s Ethical Supply ChainsCritical-Thinking QuestionsEthics in OrganizationsEthical Corporate ScandalsEthics and Artificial Intelligence TechnologyEthical DilemmasEthical Decision-MakingApproaches to Ethical Decision-MakingContemporary Views of Ethical Decision-MakingPaine’s “Moral Compass”The Foursquare ProtocolKohlberg’s Theory of Moral DevelopmentThe Six Pillars of CharacterEthical Leadership and FollowershipThe Ethical Challenges of FollowersLeaders and PowerLeaders and PrivilegeLeaders and ResponsibilityLeaders and Information ManagementLeaders and ConsistencyLeaders and LoyaltyThe Ethical Challenges of FollowersFollowers and ObligationFollowers and ObedienceFollowers and CynicismFollowers and DissentFollowers and Bad NewsSocial ResponsibilityCarroll’s Pyramid of Corporate Social ResponsibilitySocial Entrepreneurs and CSRBuilding Ethical and Socially Responsible OrganizationsEthical LearningIn ReviewKey TermsUp for Debate: Reporting Ethical ViolationsExercise 10.1: Ethical SituationsExercise 10.2: Creating a Code of EthicsExercise 10.3: What Is Fair?Online Exercise 10.1: Good and Bad Examples of Social ResponsibilityOnline Exercise 10.2: Writing a Social Responsibility StatementCase 10.1: JetBlue’s Ethical Response to a Crisis
  12. Chapter 11 Effective CommunicationCase Study: Uber’s Organizational CommunicationThe Need for Effective Communication in the WorkplaceCommunication ChannelsTypes of Communication ChannelsOral CommunicationWritten CommunicationElectronic CommunicationNonverbal CommunicationChannel RichnessBarriers to CommunicationPoor ListeningCommunicating in OrganizationsCross-Cultural CommunicationLow-Context versus High-Context CulturesSocial ContextOther Complicating FactorsSlang and IdiomsEuphemismsProverbsVerbal DuelingHumorConversational TaboosOvercoming Difficulties in Cross-Cultural CommunicationEliciting IdeasSurfacing DisagreementGiving FeedbackIn ReviewKey TermsUP FOR DEBATE: The Importance of CommunicationExercise 11.1: Overcoming Barriers to Effective CommunicationExercise 11.2: There’s an App for ThatExercise 11.3: The Telephone GameOnline Exercise 11.1: Examples of Poor CommunicationOnline Exercise 11.2: Assessing Nonverbal CommunicationCase 11.1: Stagecoach Group
  13. Chapter 12 Trust, Conflict, and NegotiationCase Study: Distrust in the National Football League (NFL)Trust in OrganizationsTypes of TrustOutcomes of TrustThe Trust TrianglePsychological ContractSocial NetworksConflict in Teams and OrganizationsFunctional and Dysfunctional ConflictTypes of ConflictThe Conflict ProcessConflict Management StrategiesAvoidanceAccommodationCompetitionCompromiseCollaborationNegotiation and Dispute ResolutionGetting Ready to NegotiateShaping ExpectationsProviding Supporting EvidenceNegotiating the DealReaching an Agreement and Implementing the DealResolving Disputes Using a Third PartyBargaining ApproachesIntegrative Bargaining StrategiesOther Negotiating StrategiesIn ReviewKey TermsUP FOR DEBATE Negotiation TacticsExercise 12.1: Which Is More Important? Handling ConflictExercise 12.2: Tension, Conflict, ResolutionExercise 12.3: Win as Much as You CanOnline Exercise 12.1: What Conflict Management Strategy Do You Use?Online Exercise 12.2: Who Do You Distrust? And Why?Case 12.1: Allied Grape GrowersPart IV Leadership and Influence Processes
  14. Chapter 13 Leadership PerspectivesCase Study: Procter and Gamble’s Leadership Training ProgramCritical-Thinking QuestionsWhat Is Leadership?Leader EmergenceFormal and Informal LeadershipManagement versus LeadershipBasic Leadership TypesDirective LeadershipTransactional LeadershipVisionary LeadershipEmpowering LeadershipEarly Leadership PerspectivesTrait Leadership PerspectiveBehavioral Leadership PerspectiveOhio State University StudiesUniversity of Michigan StudiesThe Leadership GridContingency Leadership PerspectiveHersey and Blanchard’s Situational Leadership ModelHouse’s Path–Goal TheorySubstitutes for Leadership ModelContemporary Leadership PerspectivesLeader–Member Exchange (LMX) TheoryTransformational LeadershipCharismatic LeadershipFollower-Centered Leadership PerspectivePower-Distributing Leadership PerspectivesEmpowering LeadershipShared LeadershipSelf-LeadershipValues-Based Leadership PerspectivesAuthentic LeadershipSpiritual LeadershipServant LeadershipEthical LeadershipCross-Cultural LeadershipProject GlobeLeadership and GenderHow Organizations Can Support Women LeadersIn ReviewKey TermsUP FOR DEBATE: Leadership CultureExercise 13.1: Identifying Types of LeadershipExercise 13.2: Leadership JoltExercise 13.3: The Challenge of LeadershipOnline Exercise 13.1: Assessing Leadership of a CEOOnline Exercise 13.2: How Do You Define Leadership?Case 13.1: Leadership Perspective at Chobani
  15. Chapter 14 Influence, Power, and PoliticsCase Study: Managerial Power at NextEra Energy, Inc.Power Structures in a Large Cap IncorporationCorporate Referent PowerRisk FactorsCritical-Thinking QuestionsPower: Definition and OverviewBasic Sources of PowerOrganizational PowerPersonal PowerUsing Power: Tactics for Influencing OthersConsequences of Influence TacticsOrganizational PoliticsOrganizational FactorsIndividual FactorsPolitics and VisibilityFour Different Types of Organizational PoliticsThe WeedsThe RocksThe High GroundThe WoodsIn ReviewKey TermsUP FOR DEBATE: Is Politics Good or Bad?Exercise 14.1: Tactics for Influencing OthersExercise 14.2: I Have the PowerExercise 14.3: Grappling With Organizational PoliticsOnline Exercise 14.1: Understanding the Consequences of Influence TacticsOnline Exercise 14.2: Understanding Organizational PoliticsCase 14.1: StarbucksPart V Organizational Context
  16. Chapter 15 Organizations and CultureCase Study: Recreational Equipment Incorporated’s (REI) Organizational CultureCritical-Thinking QuestionsWhat Is Organizational Culture?Components of CultureThe Competing Values FrameworkDominant Culture, Subculture, CountercultureStrong and Weak CulturesArtifacts and Functions of Organizational CultureFunctions of Organizational CulturePotential Dysfunctions of CultureTypes of Organizational CulturesPositive Organizational CultureCommunal CultureFragmented CultureMercenary CultureNetworked CulturesEthical CultureSpiritual CultureAdapting Organizational Practices across CulturesHofstede’s DimensionsGlobal Integration versus Local ResponsivenessInternational Assignments and Career DevelopmentStages of Cultural AdaptationExpatriate FailureBenefits and Costs of International AssignmentsShaping Organizational CultureInfluence of Founders and Top ManagementSelection PracticesSocialization MethodsContextContentSocial DynamicsFeldman’s Model of Organizational SocializationAnticipatory SocializationEncounter PhaseChange and Acquisition PhaseIn ReviewKey TermsUP FOR DEBATE: Organizational Cultural FitExercise 15.1: That’s the Way We Do Things Around Here!Categorizing Your CultureExercise 15.2: What Are the Artifacts of Your University?Exercise 15.3: You Got LuckyOnline Exercise 15.1: Examples of Poor CommunicationOnline Exercise 15.2: Understanding Cultures in Foreign CountriesCase 15.1: HubSpot’s Organizational Culture
  17. Chapter 16 Organizational Change and StructureCase Study: Google’s Organizational Development and ChangeCritical-Thinking QuestionsThe Change ProcessChange ManagementThe DADA ProcessLewin’s Basic Change ModelUnfreezingTransformingRefreezingLewin’s Force Field AnalysisForces for ChangeExternal Forces for ChangeDemographic CharacteristicsTechnological AdvancementsCustomer and Market ChangesSocial Trends and Political PressuresGenerational ChangesInternal Forces for ChangeManagement ChangeOrganizational RestructuringIntrapreneurshipResistance to ChangeIndividual Sources of Resistance to ChangeKotter’s 8-Step Change ModelOrganizational Sources of Resistance to ChangeReducing Resistance to ChangeEducation and CommunicationParticipationNegotiationManipulationCoercionOrganizational StructureSpecialization and Division of LaborDepartmentalizationChain of CommandSpan of ControlCentralization and DecentralizationMechanistic and Organic ModelsFormalization and BureaucracyOrganizational DevelopmentTypes of OD Change InterventionsStructural InterventionsTask-Technology InterventionsSociotechnical Systems RedesignQuality of Worklife InterventionsPeople-Focused InterventionsIn ReviewKey TermsUP FOR DEBATE: Management’s Role in Organizational ChangeExercise 16.1: Overcoming Resistance to ChangeExercise 16.2: The Structure versus Strategy DebateExercise 16.3: Road to Change and DevelopmentOnline Exercise 16.1: Analyzing Organizational StructureOnline Exercise 16.2: Understanding Forces for ChangeCase 16.1: Organizational Change and Structure at General Electric (GE)GlossaryEndnotesName IndexSubject Index
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