eBook Organizational Behavior, 1st Edition By Mitchell Neubert, Bruno Dyck

Title Page Copyright Contents Chapter 1 Putting People First Opening Case: Built to Serve Why Study Organizational Behavior? What Is Effective Organizational Behavior: Two Approaches My OB: Does Money Buy Happines ...

Title Page Copyright Contents Chapter 1 Putting People First Opening Case: Built to Serve Why Study Organizational Behavior? What Is Effective Organizational Behavior: Two Approaches My OB: Does Money Buy Happiness? Description of Two Approaches My OB: The Bottom Line(s) about Effectiveness Implications of Two Approaches OB in Action: The Importance of Critical Thinking Organizational Behavior and Management OB in Action: Moonshots for Management 2.0 Planning Organizing Leading Controlling What You Will Explore in This Book Closing Case: The Forest and the Trees at Timberland Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: Are You Ready for this Adventure in Learning? Self-Assessment Exercise: What Is Your View of Effective Leadership? Ethics Scenario Discussion Starter: Is It the People or the Place? Application Journal Chapter 2 Exploring the Landscape of OB Opening Case: Seeds of Community A Brief History of OB The Scientific Management Era (1910 to 1930) The Human Relations Era (1930–1950) The Systems Era (1950 to 1970) The Beliefs Era (1970 to 1990) The Sustainability Era (1990 to present) OB as a Science OB in Action: Hungry for Evidence Stakeholder Relationships OB in Action: Communities of Stakeholders Global Environment Closing Case: The Bittersweet Story of Chocolate Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: What Are Your Views on the Natural Environment? Ethics Scenario Discussion Starter: Cultural Comparisons Discussion Starter: A Case of Unusual Collaboration Application Journal Chapter 3 Understanding Individual Attributes Opening Case: Understanding Ursula Burns Diversity and Surface Characteristics My OB: Do Generational Differences Make a Difference? Abilities and Personality Abilities Personality OB in Action: Wondering about the Wonderlic Core Self-Evaluations My OB: Humility or Hard Work? Beliefs and Values Beliefs Values OB in Action: Values as the Basis for Political Opinions and Action Closing Case: Life in the Fast Lane—Elon Musk Summary Key Terms Questions for Reflection and Discussion OB Activities Self- Assessment Exercise: What is Your Myers–Briggs Type? Self-Assessment Exercise: What Are Your Values? Ethics Scenario Discussion Starter: Personalities on YouTube.com Application Journal Chapter 4 Considering Individual States Opening Case: Jack Dorsey: Billionaire Bad Boy or Bad Boss? Ethics Individual Characteristics Affecting Ethical Behavior Organizational Characteristics Affecting Ethical Behavior OB in Action: Business Ethics and Personal Standards of Honesty Attitudes and Commitments Attitudes My OB: What Makes a Job Satisfying? Commitments Perceptions OB in Action: Deceptive First Impressions Emotions My OB: When Managing Emotions Matters Closing Case: The Power of the Powerless Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: What is your Emotional Intelligence? Self-Assessment Exercise: How Do You Act When No One Is Looking? Ethics Scenario Discussion Starter: YouTubing Ethical Challenges Discussion Starter: Reflections from a U.S. Woman Working in a Filipino Garment Factory Application Journal Chapter 5 Motivating Individuals Opening Case: Brewing Motivation at Starbucks My OB: How Are You Motivated? Innate Needs Desire for Achievement Goal-Setting Theory OB in Action: Olympic-Sized Aspirations OB in Action: Changing Vice to Virtuous Goals Expectancy Theory My OB: Is Your Motivation Intrinsic or Extrinsic? Desire for Fairness Desire for Affiliation Desire for Power Closing Case: Memoirs of a Motivational Monk Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: What Is Your Approach to Motivation? Ethics Scenario Discussion Starter: SMART2 Goals Activity Discussion Starter: Desire for Achievement Activity Application Journal Chapter 6 Making Decisions Opening Case: Recalling a Classic Example of Decision Making Step 1: Identify the Need for a Decision My OB: Neuroscience and Decision Making Step 2: Develop Alternative Responses Step 3: Choose the Appropriate Alternative Goal Consensus Available Knowledge My OB: Networks That Promote Sustainable OB Decision Making OB in Action: How Do Managers Actually Make Ethical Decisions? Step 4: Implement the Choice OB in Action: Culture and the Decision-Making Process Closing Case: How Decisions Can Lead to a $7 Billion Loss Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: How Courageous Are You in Decisions? Self-Assessment Exercise: What Is Your Cognitive Style in Making Decisions? Ethics Scenario Discussion Starter: Ethics, Profits, and People Discussion Starter: Factors That Influence the Quality of Decision Making Application Journal Chapter 7 Leading Self Opening Case: Following a Different Voice Knowing Self My OB: Ugly Duckling or the Real You? OB in Action: Self-Regulation in the CEO Suite Living Intentionally Managing Stress and Roles Workplace Stress Role Conflict OB in Action: Be a Leader and Be Stressed? Dealing with Stress OB in Action: Give Me a Break Acting Creatively The Creative Process Characteristics of Creative Individuals Improving Creativity in Organizations Closing Case: A Pioneer in Leading Self Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: What Are Your Self-Leadership Behaviors? Ethics Scenario Discussion Starter: Debate: To Be or Not to Be Responsible Discussion Starter: Authentic Leadership Application Journal Chapter 8 Understanding Relationships Opening Case: Bernie Madoff Made Off with Billions Politics and Self-Interest My OB: Politics at Your University? Trust OB in Action: Keeping a Lid on Layoffs My OB: Fair or Foul Fairness Negotiation Influence Tactics Approaches to Negotiation My OB: How Skilled Are You at Understanding Others? Conflict Styles Closing Case: Transformational Relationships at Tata Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: How Do You React to People Who Act or Think Differently? Self-Assessment Exercise: What Is Your Style in Dealing with Conflict? Ethics Scenario Discussion Starter: Trust Bank Activity Discussion Starter: Norton Manufacturing Application Journal Chapter 9 Leading Others Opening Case: The Power of Joy at Work: "Bakke Ball" at AES Leadership Traits OB in Action: Rock Star Businessman MY OB: All for One or One for All? Leadership Behavior Dimensions of Leadership Behavior The Leadership Grid MY OB: Gender and Leadership—Does One Size Fit All? Servant Leadership Contingency Theories Fiedler’s Contingency Theory House’s Path–Goal Theory Leader-Member Exchange Integrative Models Situational Leadership Models Integrated Conventional Leadership Model Integrated Sustainable Leadership Model OB in Action: "Krafting" a New Culture of Empowerment and Entrepreneurial Spirit Closing Case: Sustainable Leadership at Work in the Philippines Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: What Type of Leader Are You? Ethics Scenario Discussion Starter: Debate—Are Leaders Born or Made? Discussion Starter: What Are the Characteristics of an Outstanding Leader? Application Journal Chapter 10 Leading Groups and Teams Opening Case: Teamwork at Gore Groups and Teams Forming MY OB: What Makes an Effective Student Team? Storming OB in Action: Groupthink Norming My OB: Stimulating Information Sharing Performing OB in Action: Frontline Management Teams Closing Case: LEGO Mindstorms Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: How Do You Lead Teams? Ethics Scenario Discussion Starter: Wilderness Survival Discussion Starter: Avoiding Team Dysfunctions Application Journal Chapter 11 Communicating with Purpose Opening Case: Message in a Bottle Step 1: Identify Your Message Step 2: Encode and Transmit the Message Identify and Overcome Communication Barriers OB in Action: Your Seat at the Table Sends a Message My OB: Communicating across Cultures Choose Communication Media and Channels My OB: Impersonally Delivering What Is Personal My OB: Trouble for Organizations When Members Text and Tweet? Step 3: Receive and Decode the Message Step 4: Confirm the Message with Feedback Closing Case: Lesson in of Teaching Abroad Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? Ethics Scenario Discussion Starter: Communicating Your Interests and Active Listening Discussion Starter: The Empty Seat Application Journal Chapter 12 Understanding Organizational Culture and Structure Opening Case: The Fundamentals of Organizing at Semco Basic Assumptions of Organizational Culture My OB: What Is the Culture of Your Class? Key Values That Shape Organizational Culture The Competing Values Framework OB in Action: The Zappos Way Artifacts of Organizational Culture Fundamentals of Organizational Structure OB in Action: Will a Spoonful of Efficiency Change the Culture of Starbucks? My OB: What Brand of Shoes Are You Wearing? Closing Case: New Ways of Organizing for New Needs Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? Ethics Scenario Discussion Starter: Organizational Assessment Discussion Starter: Chief Sustainability Officers Application Journal Chapter 13 Developing Organizational Culture and Structures Opening Case: Managing a Smile Factory Creating an Organizational Culture OB in Action: From Father to Son and Back Prioritizing a Form of Organizational Culture Clan Organizational Culture Hierarchy Organizational Culture Adhocracy Organizational Culture Market Organizational Culture MY OB: Culture at Your Workplace Aligning Organizational Culture with Structure, Technology, and Strategy Organizational Structure OB in Action: Organizational Structure in the Global Marketplace Technology Strategy OB in Action: Mission-Driven Organizations Combining the Pieces to Make Four Organizational Types The Simple Type The Defender Type OB in Action: Culture at Lincoln Electric Has Far-Reaching Benefits The Prospector Type The Analyzer Type Closing Case: About Face at Interface Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? Ethics Scenario Discussion Starter: Introducing Sustainable Culture and Structures in the Classroom Discussion Starter: Design for a Soup Kitchen Application Journal Chapter 14 Motivating with Systems Opening Case: High-Tech Loyalty at SAS Institute Job Design My OB: Was your Big Mac a Big Mistake? Performance Management OB in Action: Where Is the Motivation? Performance Appraisal My OB: Is Rank-and-Yank an Effective Motivational Method? Compensation Training and Development Training Career Development OB in Action: Whataburger, Whataorganization Mission and Vision OB in Action: BancVue against the World Closing Case: People, the Planet, and Profits at Herman Miller Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: Diagnosing Your Job Self-Assessment Exercise: Personal Career SWOT Analysis Ethics Scenario Discussion Starter: Interview a Business Owner or Manager Discussion Starter: Advertising a Mission Application Journal Chapter 15 Leading Organizational Change Opening Case: Whole-Scale Change OB in Action: Changing the Conversation Step 1: Recognize Need Step 2: Unfreeze OB in Action: Diverging Thoughts at Harvard OB in Action: Managing the Morning after the Merger Step 3: Change My OB: How Does Change Make You Feel? Members’ Confidence in Organizational Leaders Members’ Confidence in Their Own Ability Members’ Attitudes toward the Change OB in Action: TOMS Walks the Talk Step 4: Refreeze Closing Case: Change in the News Summary Key Terms Questions for Reflection and Discussion OB Activities Self-Assessment Exercise: How Do You Cope with Change? Self-Assessment Exercise: Where Are You along the Conventional–Sustainable Continuum? Ethics Scenario Discussion Starter: Balls of Fun Discussion Starter: Engineering Change in Bangladesh Application Journal Chapter 16 Creating Organizations Opening Case: One Person’s Trash is Another Person’s Treasure Identify Opportunity Take Initiative My OB: When a Hobby Becomes a New Venture OB in Action: From Failure to Fame Develop Plans OB in Action: Brownies That Are Just Better Mobilize Resources OB in Action: Are the Waters Safe for Entrepreneurs? Closing Case: Googling Google Summary Key Terms Questions for Reflection and Discussion OB ACTIVITIES Self-Assessment Exercise: What Kind of Entrepreneur Might You Be? Ethics Scenario Discussion Starter: Intrapreneurship in Academia Discussion Starter: U2 Can Be a Social Entrepreneur Application Journal Glossary Endnotes Name Index Organization Index Subject Index