Organizational Behavior: Bridging Science and Practice v3.0 by Bauer, Erdogan | TEST BANK

Test Bank for Organizational Behavior, v. 3.0 by Talya Bauer and Berrin Erdogan TEST BANK ISBN-13: 9781453391976 Chapter 1: Organizational Behavior 1.1: Employee Engagement in Organizational Change Toward B Corp Statu ...

Test Bank for Organizational Behavior, v. 3.0 by Talya Bauer and Berrin Erdogan TEST BANK ISBN-13: 9781453391976 Chapter 1: Organizational Behavior 1.1: Employee Engagement in Organizational Change Toward B Corp Status: The Case of Townshend’s Te 1.2: Understanding Organizational Behavior About This Book What Is Organizational Behavior? Why Organizational Behavior Matters Adding to Your OB Toolbox Isn’t OB Just Common Sense? 1.3: Learning and Retention Learning and Retaining Information Learning Style Preferences Internships as Learning Opportunities 1.4: Organizational Behavior Research Methods Research Concepts, Tools, and Approaches Surveys Field Studies Laboratory Studies Case Studies Meta-Analysis Machine Learning Measurement Issues in OB Analytics 1.5: Trends Influencing Organizational Behavior Challenges and Opportunities Ethical Challenges Online Data Privacy Concerns Lack of Employee Engagement Technology: Processing Power, Billions of Emails, and Automation Uneven Information Quality Sustainability and Green Business Practices Aging Workforce The Global Marketplace for Staffing 1.6: Maintaining a Customer Service Culture: The Case of Les Schwab Tires 1.7: Conclusion 1.8: Exercises Endnotes Chapter 2: Diversity in the Workplace 2.1: Equality as a Core Value: The Case of Salesforce.com 2.2: Demographic Diversity Benefits of Diversity and Inclusion Higher Creativity in Decision Making Better Understanding and Service of Customers More Satisfied Workforce Higher Stock Prices Lower Litigation Expenses Higher Company Performance Challenges of Diversity Similarity-Attraction Phenomenon Faultlines Stereotypes and Unconscious Biases Specific Diversity Issues Gender Diversity in the Workplace Earnings Gap Glass Ceiling Sexual Harassment Race Diversity in the Workplace Age Diversity in the Workplace Religious Diversity in the Workplace Employees with Disabilities in the Workplace Sexual Orientation Diversity in the Workplace Suggestions for Managing Demographic Diversity Build an Inclusive Culture Make Managers Accountable for Diversity Diversity Training Programs Review Recruitment Practices Affirmative Action Programs 2.3: Cultural Diversity Individualism-Collectivism Power Distance Uncertainty Avoidance Aggressive-Nurturing (Masculinity–Femininity) Suggestions for Managing Cultural Diversity Help Employees Build Cultural Intelligence Avoid Ethnocentrism Listen to Locals Recognize That Culture Changes Do Not Always Assume That Culture Is the Problem 2.4: The Role of Ethics and National Culture Diversity and Ethics Diversity Around the Globe 2.5: Managing Diversity for Success: The Case of IBM 2.6: Conclusion 2.7: Exercises Endnotes Chapter 3: Understanding People at Work: Individual Differences and Perception 3.1: Hiring for Match: The Case of Netflix 3.2: The Interactionist Perspective: The Role of Fit 3.3: Individual Differences: Values and Personality Values Personality Big Five Personality Traits Myers-Briggs Type Indicator Positive and Negative Affectivity Self-Monitoring Proactive Personality Self-Esteem Self-Efficacy Locus of Control Personality Testing in Employee Selection 3.4: Perception Visual Perception Self-Perception Social Perception Attributions 3.5: The Role of Ethics and National Culture Individual Differences and Ethics Individual Differences Around the Globe 3.6: Using Big Data to Match Applicants to Jobs: The Case of Cornerstone OnDemand 3.7: Conclusion 3.8: Exercises Endnotes Chapter 4: Individual Attitudes and Behaviors 4.1: Fostering Positive Job Attitudes and Professional Development: The Case of Enterprise Holding 4.2: Work Attitudes What Causes Positive Work Attitudes? Personality Person–Environment Fit Job Characteristics Psychological Contract Organizational Justice Relationships at Work Stress Work-Life Balance Consequences of Positive Work Attitudes Assessing Work Attitudes in the Workplace 4.3: Work Behaviors Job Performance What Are the Major Predictors of Job Performance? Organizational Citizenship Behaviors Absenteeism Turnover 4.4: The Role of Ethics and National Culture Job Attitudes, Behaviors, and Ethics Job Attitudes Around the Globe 4.5: People Come First: The Case of SAS 4.6: Conclusion 4.7: Exercises Endnotes Chapter 5: Theories of Motivation 5.1: Creating Happiness Through Motivation: The Case of The Walt Disney Company 5.2: Need-Based Theories of Motivation Maslow’s Hierarchy of Needs ERG Theory Two-Factor Theory Acquired-Needs Theory 5.3: Process-Based Theories Equity Theory What Are Inputs and Outcomes? Who Is the Referent? Reactions to Unfairness Overpayment Inequity Individual Differences in Reactions to Inequity Fairness Beyond Equity: Procedural and Interactional Justice Expectancy Theory Influencing Expectancy Perceptions Influencing Instrumentality Perceptions Influencing Valence Reinforcement Theory Reinforcement Interventions Reinforcement Schedules 5.4: The Role of Ethics and National Culture Motivation and Ethics Motivation Around the Globe 5.5: A Motivating Place to Work: The Case of Zappos 5.6: Conclusion 5.7: Exercises Endnotes Chapter 6: Designing a Motivating Work Environment 6.1: Retail with a Purpose: The Case of REI 6.2: Motivating Employees Through Job Design Importance of Job Design Scientific Management and Job Specialization Alternatives to Job Specialization Job Characteristics Model Empowerment 6.3: Motivating Employees Through Goal Setting Goal-Setting Theory Setting SMART Goals Specific and Measurable Aggressive Realistic Time-Bound Why Do SMART Goals Motivate? When Are Goals More Effective? Feedback Ability Goal Commitment Are There Downsides to Goal Setting? Ensuring Goal Alignment Through Management by Objectives (MBO) 6.4: Motivating Employees Through Performance Appraisals What Is Performance Management? What Is the Purpose of a Performance Appraisal? Who Is the Rater? What Makes an Effective Appraisal System? Absolute Rating versus Relative Ranking Appraisals Conducting the Appraisal Meeting Managing Potential Bias in Performance Appraisals Liking Leniency Stereotypes 6.5: Motivating Employees Through Performance Incentives Performance Incentives Piece Rate Systems Individual Bonuses Merit Pay Sales Commissions Employee Recognition Awards Team Bonuses Gainsharing Profit Sharing Stock Options 6.6: The Role of Ethics and National Culture Designing a Motivating Work Environment and Ethics Designing a Motivating Work Environment Around the Globe 6.7: Motivating Steel Workers Works: The Case of Nucor 6.8: Conclusion 6.9: Exercises Endnotes Chapter 7: Managing Stress and Emotions 7.1: Managing Stress and Emotions: The Case of NASA’s Mission to Mars 7.2: What Is Stress? Models of Stress General Adaptation Syndrome Demand-Control Model Job Demands-Resources (JD-R) Model Causes of Stress at Work Role Demands Information Overload Work-Life Conflict Interpersonal Stressors Life Changes Unemployment and Job Insecurity Organizational Change Anticipatory Stress and Rumination Outcomes of Stress Physiological Psychological Work Outcomes Individual Differences in Experienced Stress 7.3: Managing Stress Individual Approaches to Managing Stress The Corporate Athlete Flow Diet Exercise Detachment and Relaxation Mindfulness and Meditation Psychological Coping Create a Social Support Network Time Management Organizational Approaches to Managing Stress Give Employees Autonomy Create Fair Work Environments Provide Social Support Telecommuting Training Employee Sabbaticals Employee Assistance Programs Wellness Programs 7.4: What Are Emotions? Types of Emotions Emotional Contagion 7.5: Emotions at Work Emotions Affect Attitudes and Behaviors at Work Emotional Labor Emotional Intelligence 7.6: The Role of Ethics and National Culture Emotions and Ethics Stress and Emotions Around the Globe 7.7: Facing Foreclosure: The Case of Camden Property Trust 7.8: Conclusion 7.9: Exercises Endnotes Chapter 8: Communication 8.1: Instant Messaging in the Workplace: The Case of Slack 8.2: Understanding Communication The Communication Process 8.3: Communication Barriers Barriers to Effective Communication Filtering Selective Perception Information Overload and the Illusion of Multitasking Emotional Disconnects Lack of Source Familiarity or Credibility Workplace Gossip Semantics Gender Differences in Communication Biased Language Poor Listening and Active Listening 8.4: Different Types of Communication Types of Communication Verbal Communication Storytelling Crucial Conversations Written Communication Nonverbal Communication Body Language Eye Contact Facial Expressions Posture Touch Space Communication Channels Direction of Communication Within Organizations External Communications Press Releases Ads Web Pages Customer Communications 8.5: The Role of Ethics and National Culture Ethics and Communication Cross-Cultural Communication 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones 8.7: Conclusion 8.8: Exercises Endnotes Chapter 9: Managing Groups and Teams 9.1: Four Generations of Teamwork: The Case of the Lego Group 9.2: Group Dynamics Types of Groups: Formal and Informal Stages of Group Development Forming, Storming, Norming, and Performing Forming Storming Norming Performing Adjourning The Punctuated-Equilibrium Model Cohesion Can a Group Have Too Much Cohesion? Social Loafing Collective Efficacy 9.3: Understanding Team Design Characteristics Differences Between Groups and Teams Team Tasks Team Roles Task Roles Social Roles Boundary-Spanning Roles Types of Teams Team Leadership and Autonomy Designing Effective Teams: Team Composition Who Are the Best Individuals for the Team? How Large Should My Team Be? How Diverse Should My Team Be? 9.4: Management of Teams Managing Effective Teams: Team Processes Team Norms Team Contracts Team Meetings Before the Meeting During the Meeting After the Meeting Establish Psychological Safety 9.5: Barriers to Effective Teams Common Problems Faced by Teams Challenges of Knowing Where to Begin Dominating Team Members Poor Performance of Some Team Members Poorly Managed Team Conflict 9.6: The Role of Ethics and National Culture Ethics and Teams Teams Around the Globe 9.7: Putting Peer Pressure to Work: The Case of Pret a Manger 9.8: Conclusion 9.9: Exercises Endnotes Chapter 10: Conflict and Negotiations 10.1: When Conflict Is Productive: The Case of Amazon 10.2: Understanding Conflict Types of Conflict Intrapersonal Conflict Interpersonal Conflict Intergroup Conflict Is Conflict Always Bad? 10.3: Causes and Outcomes of Conflict Causes of Conflict Organizational Structure Limited Resources Task Interdependence Incompatible Goals Personality Differences Communication Problems Outcomes of Conflict 10.4: Conflict Management Ways to Manage Conflict Change the Structure Change the Composition of the Team Create a Common Opposing Force Consider Majority Rule Problem Solve Consider the Role of Mood Conflict-Handling Styles Avoidance Accommodation Compromise Competition Collaboration Which Style Is Best? What If You Don’t Have Enough Conflict Over Ideas? 10.5: Negotiations The Five Phases of Negotiation Phase 1: Investigation Phase 2: Determine Your BATNA Phase 3: Presentation Phase 4: Bargaining Phase 5: Closure Negotiation Strategies Distributive Approach Integrative Approach When All Else Fails: Third-Party Negotiations Alternative Dispute Resolution Mediation Arbitration Arbitration-Mediation 10.6: The Role of Ethics and National Culture Ethics and Negotiations Conflict and Negotiation Around the Globe 10.7: Negotiation Failure: The Case of PointCast 10.8: Conclusion 10.9: Exercises Endnotes Chapter 11: Making Decisions 11.1: Trusting Employees to Make Decisions: The Case of Microsoft 11.2: Understanding Decision Making Decision Making Defined Types of Decisions Making Rational Decisions Making “Good Enough” Decisions Making Intuitive Decisions Making Creative Decisions How Do You Know If Your Decision-Making Process Is Creative? 11.3: Faulty Decision Making Avoiding Decision-Making Traps Anchoring and Adjustment Bias Availability Bias Escalation of Commitment Bias Fundamental Attribution Error Hindsight Bias Judgments about Correlation and Causality Bias Misunderstandings and Sampling Bias Overconfidence Bias Framing Bias Satisficing 11.4: Decision Making in Groups When It Comes to Decision Making, Are Two Heads Better Than One? Groupthink Tools and Techniques for Making Better Decisions 11.5: The Role of Ethics and National Culture Ethics and Decision Making Decision Making Around the Globe 11.6: Decisions, Decisions: The Case of Angry Birds 11.7: Conclusion 11.8: Exercises Endnotes Chapter 12: Leading People Within Organizations 12.1: A Different Approach to Leadership at Apple: The Case of Tim Cook 12.2: Who Is Considered a Leader? Trait Approaches to Leadership Intelligence Big Five Personality Traits Self-Esteem Integrity 12.3: What Do Leaders Do? Behavioral Approaches to Leadership Leader Behaviors Leader Decision Making Limitations of Behavioral Approaches 12.4: What Is the Role of the Context? Contingency Approaches to Leadership Fiedler’s Contingency Theory Situational Leadership Path-Goal Theory of Leadership Four Leadership Styles Vroom and Yetton’s Normative Decision Model Decision-Making Styles 12.5: What’s New? Contemporary Approaches to Leadership Transformational Leadership Leader-Member Exchange (LMX) Theory Servant Leadership Authentic Leadership When Leadership Goes Wrong: Abusive Leadership Leader Humility Women and Leadership 12.6: The Role of Ethics and National Culture Leadership and Ethics Leadership Around the Globe 12.7: Taking on the Pepsi Challenge: The Case of Indra Nooyi 12.8: Conclusion 12.9: Exercises Endnotes Chapter 13: Power and Politics 13.1: English Teacher to Billionaire: The Case of Jack Ma 13.2: The Basics of Power What Is Power? Positive and Negative Consequences of Power Conformity The Milgram Studies The Asch Studies The Zimbardo Study The Relationship Between Dependency and Power Dependency Scarcity Importance Substitutability 13.3: The Power to Influence Bases of Power Legitimate Power Reward Power Coercive Power Expert Power Information Power Referent Power What Is Influence? Making Logical Arguments Commonly Used Influence Tactics Impression Management Direction of Influence Upward Influence Downward Influence Peer Influence 13.4: Organizational Politics Organizational Politics Antecedents of Political Behavior Individual Antecedents Organizational Antecedents 13.5: Understanding Social Networks Social Networks Conducting SNA Analyzing Network Ties and Key Network Roles Analysis: Strong and Weak Ties Building Your Own Network 13.6: The Role of Ethics and National Culture Ethics, Power, and Politics Power Around the Globe 13.7: You’ve Got a Friend in Me: The Case of Dale Carnegie 13.8: Conclusion 13.9: Exercises Endnotes Chapter 14: Organizational Structure and Change 14.1: Changes in Latitudes, Changes in Attitudes: The Case of Kronos 14.2: Organizational Structure Building Blocks of Structure Centralization Formalization Hierarchical Levels Departmentalization Two Configurations: Mechanistic and Organic Structures Contemporary Forms of Organizational Structures Matrix Organizations Boundaryless Organizations Learning Organizations 14.3: Organizational Change Why Do Organizations Change? Workforce Demographics Technology Globalization Market Conditions Organizational Growth Poor Performance Resistance to Change Why Do People Resist Change? Disrupted Habits Personality Feelings of Uncertainty Fear of Failure Personal Impact of Change Prevalence of Change Perceived Loss of Power Is All Resistance Bad? Planning and Executing Change Effectively Unfreezing Prior to Change Create a Vision for Change Communicate a Plan for Change Develop a Sense of Urgency Build a Coalition Provide Support Allow Employees to Participate Executing Change Continue to Provide Support Create Small Wins Eliminate Obstacles Refreezing Publicize Success Build on Prior Change Reward Change Adoption Make Change a Part of Organizational Culture 14.4: The Role of Ethics and National Culture Organizational Structure, Change, and Ethics Organizational Structure and Change Around the Globe 14.5: Lean, Mean Driving Machine: The Case of Toyota 14.6: Conclusion 14.7: Exercises Endnotes Chapter 15: Organizational Culture 15.1: When It Comes to Culture, Strong Signals Matter: The Case of General Motors 15.2: Understanding Organizational Culture What Is Organizational Culture? Why Does Organizational Culture Matter? Levels of Organizational Culture 15.3: Characteristics of Organizational Culture Dimensions of Culture Innovative Cultures Aggressive Cultures Outcome-Oriented Cultures Stable Cultures People-Oriented Cultures Team-Oriented Cultures Detail-Oriented Cultures Service Culture Safety Culture Strength of Culture Do Organizations Have a Single Culture? 15.4: Creating and Maintaining Organizational Culture How Are Cultures Created? Founder’s Values Industry Demands How Are Cultures Maintained? Attraction-Selection-Attrition (ASA) New Employee Onboarding What Can Employees Do During Onboarding? What Can Organizations Do During Onboarding? What Can Organizational Insiders Do During Onboarding? Leadership Reward Systems Visual Elements of Organizational Culture Mission Statement Rituals Rules and Policies Physical Layout Stories 15.5: Creating Culture Change How Do Cultures Change? Creating a Sense of Urgency Changing Leaders and Other Key Players Role Modeling Training Changing the Reward System Creating New Symbols and Stories 15.6: The Role of Ethics and National Culture Organizational Culture and Ethics Organizational Culture Around the Globe 15.7: Service Culture Makes All the Difference: The Case of Four Sea