Organizational Behavior: A Practical, Problem-Solving Approachby Angelo Kinicki EBOOK PDF Instant Download

Organizational Behavior: A Practical, Problem-Solving Approach by Angelo Kinicki EBOOK PDF Instant Download

Table of Contents

Title Page
Copyright Page
Dedication
About the Authors
Preface
Brief Contents
Contents
PART ONE Individual Behavior
1 MAKING OB WORK FOR ME What Is OB and Why Is It Important?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
1.1 THE VALUE OF OB TO MY JOB AND CAREER
How OB Fits into My Curriculum and Future Success
EXAMPLE: Google Search: “How Can We Keep Talented Employees?”
Employers Want Both Hard and Soft Skills
How OB Fits into My Career
1.2 HUMAN AND SOCIAL CAPITAL
Human and Social Capital as Investments
How to Build Human and Social Capital
How Self-Awareness Can Help You Build a Fulfilling Career
SELF-ASSESSMENT 1.1: How Strong Is My Motivation to Manage?
1.3 RIGHT VS. WRONG-ETHICS AND MY PERFORMANCE
Cheating
Ethical Lapses-Legality, Frequency, Causes, and Solutions
EXAMPLE: Wrong? Absolutely! Illegal? Seemingly Not.
EXAMPLE: The Whistleblower’s Dilemma
SELF-ASSESSMENT 1.2: Assessing My Perspective on Ethics
1.4 APPLYING OB TO SOLVE PROBLEMS
A 3-Stop Journey
Tools to Reinforce My Problem-Solving Skills
SELF-ASSESSMENT 1.3: Thinking and Problem Solving
1.5 STRUCTURE AND RIGOR IN SOLVING PROBLEMS
The Person-Environment Distinction
PROBLEM-SOLVING APPLICATION: Technology: An Environmental Characteristic That Greatly Impacts My Per
Levels-Individual, Group/Team, and Organization
Applying OB Concepts to Identify the Right Problem
1.6 THE INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
A Basic Version of the Integrative Framework
EXAMPLE: Life Is Sweeter on Mars
Using the Integrative Framework for Problem Solving
Applied Approaches to Selecting a Solution
Basic Elements for Selecting an Effective Solution
A Practice Problem-Solving Scenario
What Did I Learn?
PSAC: The Cost of “Doing the Right Thing”
Legal/Ethical Challenge: To Tell or Not to Tell?
Group Exercise: Timeless Advice
2 VALUES AND ATTITUDES How Do They Affect Work-Related Outcomes?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
2.1 PERSONAL VALUES
Schwartz’s Value Theory
SELF-ASSESSMENT 2.1: What Are My Core Values?
The Dynamics of Values
2.2 PERSONAL ATTITUDES AND THEIR IMPACT ON BEHAVIOR AND OUTCOMES
Personal Attitudes: They Represent My Consistent Beliefs and Feelings about Specific Things
Attitudes Affect Behavior via Intentions
PROBLEM-SOLVING APPLICATION: Why Do Patients Lie to Doctors and Doctors Lie to Patients?
EXAMPLE: Alston & Bird Engages Employees through Its Words and Deeds
2.3 KEY WORKPLACE ATTITUDES
Organizational Commitment
Employee Engagement
SELF-ASSESSMENT 2.2: To What Extent Am I Engaged in My Studies?
PROBLEM-SOLVING APPLICATION: Companies Foster Employee Engagement in Different Ways
Perceived Organizational Support
PROBLEM-SOLVING APPLICATION: POS Can Be Positive or Negative
2.4 THE CAUSES OF JOB SATISFACTION
SELF-ASSESSMENT 2.3: How Satisfied Are You with Your Present Job?
At a Glance: Five Predominant Models of Job Satisfaction
Brief Review: Five Predominant Models of Job Satisfaction
A Shorter Walk to Work
PROBLEM-SOLVING APPLICATION: Yahoo! CEO Marissa Mayer Bans Telecommuting
2.5 MAJOR CORRELATES AND CONSEQUENCES OF JOB SATISFACTION
Attitudinal Outcomes of Job Satisfaction
PROBLEM-SOLVING APPLICATION: What To Do About Bullying
Behavioral Outcomes of Job Satisfaction
What Did I Learn?
PSAC: A Good Stock to Own, a Bad Place to Work?
Legal/Ethical Challenge: Social Media in the Hiring Process
Group Exercise: The Paper Airplane Contest
3 INDIVIDUAL DIFFERENCES AND EMOTIONS How Does Who I Am Affect My Performance?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
3.1 THE DIFFERENCES MATTER
3.2 INTELLIGENCES: THERE IS MORE TO THE STORY THAN IQ
Intelligence Matters . . . And We Have More Than We Think
Practical Implications
EXAMPLE: Smarts and Money
3.3 PERSONALITY, OB, AND MY EFFECTIVENESS
There Is More to Personality Than Liking and Fit
The Big Five Personality Dimensions
SELF-ASSESSMENT 3.1: What Is My Big Five Personality Profile?
Proactive Personality
SELF-ASSESSMENT 3.2: How Proactive Am I?
Personality and Performance
Personality Testing at Work
There Is No “Ideal Employee” Personality
3.4 CORE SELF-EVALUATIONS: HOW MY SELF-EFFICACY, SELF-ESTEEM, LOCUS OF CONTROL, AND EMOTIONAL STABIL
Self-Efficacy-“I Can Do That”
PROBLEM-SOLVING APPLICATION: How Can I See My Own Blind Spots to Build Efficacy and Effectiveness?
Self-Esteem-“Look in the Mirror”
Locus of Control: Who’s Responsible-Me or External Factors?
Emotional Stability
Three Practical Considerations Regarding CSEs
EXAMPLE: A Female Wall Street Financial Chief Avoids the Pitfall That Stymied Others
SELF-ASSESSMENT 3.3: How Positively Do I See Myself?
3.5 THE VALUE OF BEING EMOTIONALLY INTELLIGENT
What is Emotional Intelligence?
Benefits of EI
3.6 UNDERSTAND EMOTIONS TO INFLUENCE PERFORMANCE
Emotions-We All Have Them, but What Are They?
Emotions as Positive or Negative Reactions to Goal Achievement
Besides Positive and Negative, Think Past vs. Future
How Can I Manage My Negative Emotions at Work?
EXAMPLE: The Good and Bad of Anger at Work
3.7 PRACTICE, LUCK, AND SUCCESS
Success = 10,000 Hours
Talent Is Overrated-Practice Is the Key
Most Practice Is NOT Deliberate
Would I Rather Be Lucky or Good?
What Did I Learn?
PSAC: Why Are Employees Leaving Google? Facebook? Who’s Next?
Legal/Ethical Challenge: Companies Shift Smoking Bans to Smoker Ban
Group Exercise: Anger Control Role Play
4 SOCIAL PERCEPTION AND MANANAGING DIVERISITY Why Are These Topics Essential for Success?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
4.1 A SOCIAL INFORMATION PROCESSING MODEL OF PERCEPTION
EXAMPLE: How Perception of Apologies Differs in the United States and Japan
Stage 1: Selective Attention/Comprehension
Stage 2: Encoding and Simplification
Stage 3: Storage and Retention
Stage 4: Retrieval and Response
Managerial Implications
EXAMPLE: Virtual Interviews Can Improve the Accuracy of Job Interviews and Reduce Costs
4.2 STEREOTYPES
Stereotype Formation and Maintenance
Managerial Challenges and Recommendations
4.3 CAUSAL ATTRIBUTIONS
Kelley’s Model of Attribution
Attributional Tendencies
Managerial Application and Implications
4.4 DEFINING AND MANAGING DIVERSITY
Layers of Diversity
Affirmative Action vs. Managing Diversity
4.5 BUILDING THE BUSINESS CASE FOR MANAGING DIVERSITY
Business Rationale
Trends in Workforce Diversity
EXAMPLE: Why Is a Skills Gap Important to the United States?
SELF-ASSESSMENT 4.1: Attitudes about Working with Older Employees
4.6 BARRIERS AND CHALLENGES TO MANAGING DIVERSITY
SELF-ASSESSMENT 4.2: Assessing an Organization’s Diversity Climate
4.7 ORGANIZATIONAL PRACTICES USED TO EFFECTIVELY MANAGE DIVERSITY
Framework of Options
How Companies Are Responding to the Challenges of Diversity
SELF-ASSESSMENT 4.3: How Does My Diversity Profile Affect My Relationships with Other People?
PROBLEM-SOLVING APPLICATION: Sodexo Encounters Diversity-Related Problems
What Did I Learn?
PSAC: Seal of Disapproval
Legal/Ethical Challenge: Swastikas and Neonatal Care
Group Exercise: Managing Diversity-Related Interactions
5 FOUNDATIONS OF EMPLOYEE MOTIVATION How Can I Apply Motivation Theories?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
5.1 THE WHAT AND WHY OF MOTIVATION
Motivation: What Is It, and Why Is It Important?
The Two Fundamental Perspectives on Motivation: An Overview
5.2 CONTENT THEORIES OF MOTIVATION
McGregor’s Theory X and Theory Y
Maslow’s Need Hierarchy Theory: Five Levels of Needs
Acquired Needs Theory: Achievement, Affiliation, and Power
SELF-ASSESSMENT 5.1: What Is the Status of My Acquired Needs?
Self-Determination Theory: Competence, Autonomy, and Relatedness
PROBLEM-SOLVING APPLICATION: Life Is Good Co. Builds an Onsite Tavern to Foster Relatedness
Herzberg’s Motivator-Hygiene Theory: Two Ways to Improve Satisfaction
5.3 PROCESS THEORIES OF MOTIVATION
Equity/Justice Theory: Am I Being Treated Fairly?
SELF-ASSESSMENT 5.2: Measuring Perceived Interpersonal Treatment
Expectancy Theory: Does My Effort Lead to Desired Outcomes?
PROBLEM-SOLVING APPLICATION: Corporate Boards Decide to Lower the Instrumentalities between CEO Perf
Problem Solving Application: A High School Principal Uses Principles of Expectancy Theory to Motivat
Goal-Setting Theory: How Can I Harness the Power of Goal Setting?
5.4 MOTIVATING EMPLOYEES THROUGH JOB DESIGN
Top-Down Approaches-“Management Designs Your Job”
EXAMPLE: Job Swapping Is the Latest Application of Job Rotation
Bottom-Up Approaches-“You Design Your Own Job”
SELF-ASSESSMENT 5.3: To What Extent Have I Used Job Crafting?
Idiosyncratic Deals (I-Deals)-“You Negotiate the Design of Your Job”
SELF-ASSESSMENT 5.4: Creating an I-Deal
What Did I Learn?
PSAC: A Fickle Cat
Legal/Ethical Challenge: Should Senior Executives Receive Bonuses for Navigating a Company through B
Group Exercise: Applying the Job Characteristics Model
6 PERFORMANCE MANAGEMENT How Can You Use Goals, Feedback, Rewards, and Positive Reinforcement to Boo
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
6.1 PERFORMANCE MANAGEMENT PROCESSES
Effective Performance Management
Common Uses of Performance Management
What Goes Wrong with Performance Management
Importance of Good Management and Leadership
EXAMPLE: Effective Performance Management: More Pizza and More Burgers
6.2 STEP 1: DEFINE PERFORMANCE-EXPECTATIONS AND SETTING GOALS
Two Types of Goals
Managing the Goal-Setting Process
Contingency Approach to Defining Performance
EXAMPLE: Green, Yellow, and Red Doctors
6.3 STEP 2: PERFORMANCE MONITORING AND EVALUATION
Monitoring Performance-Measure Goals Appropriately and Accurately
Evaluating Performance
6.4 STEP 3: REVIEWING PERFORMANCE AND THE IMPORTANCE OF FEEDBACK AND COACHING
The Importance of Feedback
What Effective Feedback Is . . . and Is Not
Two Functions of Feedback
Important Sources of Feedback-Including Those Often Overlooked
EXAMPLE: How Do You Spell Feedback and Self-Improvement-Z-A-P-P-O-S!
Your Perceptions Matter
SELF-ASSESSMENT 6.1: What Is My Desire for Performance Feedback?
Feedback Do’s and Don’ts
Coaching-Turning Feedback into Change
6.5 STEP 4: PROVIDE CONSEQUENCES-ADMINISTER REWARDS AND PUNISHMENT
Types of Rewards
SELF-ASSESSMENT 6.2: What Rewards Do I Value Most?
Distribution Criteria
Desired Outcomes of the Reward System
Be Sure You Get the Outcomes You Desire
Extrinsic, Total, and Alternative Rewards
PROBLEM-SOLVING APPLICATION: Why Rewards Often Fail to Motivate
Pay for Performance
Making Pay for Performance Work
6.6 REINFORCEMENT AND ADDITIONAL CONSIDERATIONS FOR PROVIDING APPROPRIATE CONSEQUENCES
The Law of Effect-Linking Consequences and Behaviors
Using Reinforcement to Condition Behavior
Contingent Consequences
Positive Reinforcement Schedules
Work Organizations Typically Rely on the Weakest Schedule
What Did I Learn?
PSAC: Improving Customer Satisfaction at McDonald’s
Legal/Ethical Challenge: Timing of Stock Vesting to Reduce Taxes
Group Exercise: Rewards, Rewards, Rewards
7 POSITIVE ORGANIZATIONAL BEHAVIOR How Can I Flourish at School, Work, and Home?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
7.1 THE IMPORTANCE OF POSITIVE OB
Two Modes of Viewing Organizations
How Positivity Works
The Benefits of POB Extend beyond Good Performance
PROBLEM-SOLVING APPLICATION: “Opportunity to Do Well and Do Good”-New Orleans Style!
Conscious Capitalism (CC)-Supercharged Corporate Social Responsibility
PROBLEM-SOLVING APPLICATION: Conscious Capitalism at Whole Foods
7.2 THE POWER OF POSITIVE EMOTIONS
Beyond Good vs. Bad
Positive Emotions Lead to Success at School, at Work, and in Life
How Much Positivity Is Enough?
SELF-ASSESSMENT 7.1: What Is My Positivity Ratio?
7.3 FOSTERING MINDFULNESS
Mindlessness vs. Mindfulness
EXAMPLE: Does the Use of Headphones Help Achieve Mindfulness?
Inhibitors of Mindfulness
Benefits of Mindfulness
SELF-ASSESSMENT 7.2: What Is My Level of Mindfulness?
Practicing Mindfulness
7.4 POSITIVE PSYCHOLOGICAL CAPITAL: CAPITAL THAT I OWN AND CONTROL
Hope = Willpower + “Waypower”
EXAMPLE: It Takes Hope to Build a Business
Efficacy
Resilience
Optimism
How I Can Develop My PsyCap
SELF-ASSESSMENT 7.3: What Is My Level of PsyCap?
7.5 CREATING A CLIMATE THAT FOSTERS POSITIVE OB
Organizational Values
Organizational Practices
Virtuous Leadership
7.6 FLOURISHING: THE DESTINATION OF POSITIVE OB
PROBLEM-SOLVING APPLICATION: Ethical Investing
Positive Emotions
Engagement
SELF-ASSESSMENT 7.4: What Are My Signature Strengths?
Relationships
Meaningfulness
Achievement
EXAMPLE: McDonald’s Helps Employees to Flourish
What Did I Learn?
PSAC: Best Buy: Trouble at the Top
Legal/Ethical Challenge: Tracking Sensors Invade the Workplace: Devices on Workers and Furniture Off
Group Exercise: Disputing Negative Beliefs
PART TWO Groups
8 GROUPS AND TEAMS How Can Working with Others Increase Everybody’s Performance?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
8.1 GROUP CHARACTERISTICS
Formal and Informal Groups
Functions of Formal Groups
Roles and Norms-Social Building Blocks for Group and Organizational Behavior
SELF-ASSESSMENT 8.1: Group and Team Role Preference Scale
PROBLEM-SOLVING APPLICATION: No Cash Bonuses at Wooga?! But Everybody Else Gets Them!
8.2 THE GROUP DEVELOPMENT PROCESS
Stage 1: Forming
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
8.3 TEAMS AND THE POWER OF COMMON PURPOSE
A Team Is More Than Just a Group
SELF-ASSESSMENT 8.2: Is This a Mature Work Group or a Team?
EXAMPLE: Team Building Is an Important Part of Talent Management
Developing Your Teamwork Competencies and Being a Team Player Instead of a “Free-Rider”
SELF-ASSESSMENT 8.3: Evaluate Team Member Effectiveness
Team Building
Self-Managed Teams
EXAMPLE: The Art of the Self-Managing Team
Virtual Teams
8.4 TRUST BUILDING AND REPAIR-ESSENTIAL TOOLS FOR SUCCESS
Three Forms of Trust
Building Trust
SELF-ASSESSMENT 8.4: How Trusting Am I?
Repairing Trust
8.5 KEYS TO TEAM EFFECTIVENESS
Characteristics of High-Performing Teams
The 3 Cs of Effective Teams
Rewards, Competition, and Collaboration
EXAMPLE: Exemplary Teamwork at NASA
Effective Team Size
What Did I Learn?
PSPAC: Group Forms to Amp Up Research
Legal/Ethical Challenge: When an “A” Is Not an “A”-Who’s Responsible?
Group Exercise: A Committee Decision-The Johnny Rocco Case
9 COMMUNICATION IN THE DIGITAL AGE How Can I Become a More Effective Communicator?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
9.1 BASIC DIMENSIONS OF THE COMMUNICATION PROCESS
Defining Communication
How the Communication Process Works
Selecting the Right Medium
PROBLEM-SOLVING APPLICATION: Using Multiple Communication Media to Implement Organizational Change
Media Richness
9.2 COMMUNICATION COMPETENCE
SELF-ASSESSMENT 9.1: Assessing My Communication Competence
Sources of Nonverbal Communication
Active Listening
EXAMPLE: The CEO of CarMax Proactively Listens to Employees
SELF-ASSESSMENT 9.2: Assessing My Listening Style
Nondefensive Communication
9.3 GENDER, GENERATIONS, AND COMMUNICATION
Communication Differences between Women and Men
Generational Differences in Communication
Improving Communications between the Sexes and Generations
9.4 SOCIAL MEDIA AND OB
Social Media and Increased Productivity
EXAMPLE: Expanding Organizational Boundaries with Crowdsourcing
Costs of Social Media
Make E-mail Your Friend, Not Your Foe
Social Media Concerns and Remedies-What Companies Can Do
SELF-ASSESSMENT 9.3: Assess Social Media Readiness
EXAMPLE: Coke’s Online Social Media Principles
9.5 COMMUNICATION SKILLS TO BOOST YOUR EFFECTIVENESS
Presenting-Do You Give Reports or Do You Tell Stories?
Crucial Conversations
Managing Up
Effective Upward Management
What Did I Learn?
PSAC: Costco Management Walks Tightrope with Social Media
Legal/Ethical Challenge: Should an Employee Be Fired Because She Complained about Customers via Face
Group Exercise: Practicing Different Styles of Communication
10 MANAGING CONFLICT AND NEGOTIATIONS How Can These Skills Give Me an Advantage?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
10.1 A CONTEMPORARY VIEW OF CONFLICT
A Modern View of Conflict and Escalation
PROBLEM-SOLVING APPLICATION: Seemingly Small Incidents Can Escalate
SELF-ASSESSMENT 10.1: Interpersonal Conflict Tendencies
Functional vs. Dysfunctional Conflict
EXAMPLE: How to Take a Positive Approach to Conflict
Metaphors and the Language of Conflict
Why People Avoid Conflict
Desired Outcomes of Conflict Management
10.2 CONVENTIONAL FORMS OF CONFLICT
Personality Conflicts
How to Deal with Personality Conflicts
EXAMPLE: A CEO Who Planned a “Food Fight”
Intergroup Conflict
How to Handle Intergroup Conflict
SELF-ASSESSMENT 10.2: Psychological Safety Climate
10.3 FORMS OF CONFLICT INTENSIFIED BY TECHNOLOGY
Work-Family Conflict
SELF-ASSESSMENT 10.3: School-Non-School Conflict
Incivility-Treating Others Poorly Has Real Costs
SELF-ASSESSMENT 10.4: Bullying Scale
10.4 EFFECTIVELY MANAGING CONFLICT
Programming Functional Conflict
Styles of Conflict Handling
SELF-ASSESSMENT 10.5: Preferred Conflict-Handling Style
Third-Party Interventions: Alternative Dispute Resolution
EXAMPLE: Implementing ADR at Your Company
Apply Your Conflict Management Knowledge
PROBLEM-SOLVING APPLICATION: Transforming Dysfunctional into Functional Conflict
10.5 NEGOTIATION
Two Basic Types of Negotiation
Added-Value Negotiation
Emotions and Negotiations
Ethics and Negotiations
What Did I Learn?
PSAC: Without George Zimmer, Does Men’s Wearhouse Like the Way It Looks?
Legal/Ethical Challenge: It’s Not My Problem . . . Or Is It?
Group Exercise: Bangkok Blowup-A Role-Playing Exercise
11 DECISION MAKING AND CREATIVITY How Critical Is It to Master These Skills?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
11.1 RATIONAL AND NONRATIONAL MODELS OF DECISION MAKING
Rational Decision Making: Managers Make Logical and Optimal Decisions
PROBLEM-SOLVING APPLICATION: J.P. Morgan Chase Is Trying to Resolve the London Whale Trading Fiasco
Nonrational Models of Decision Making: Decision Making Does Not Follow an Orderly Process
EXAMPLE: Bounded Rationality Dooms an Acquisition Decision
SELF-ASSESSMENT 11.1: Am I Intuitive?
11.2 DECISION-MAKING BIASES: RULES OF THUMB OR “HEURISTICS”
PROBLEM-SOLVING APPLICATION: Heuristics Partly to Blame for BP Oil Spill
11.3 EVIDENCE-BASED DECISION MAKING
A Model of Evidence-Based Decision Making (EBDM)
Big Data: The Next Frontier in EBDM
PROBLEM-SOLVING APPLICATION: Kroger Uses Big Data to Improve Customer Service and Profits
11.4 FOUR DECISION-MAKING STYLES
Value Orientation and Tolerance for Ambiguity
The Directive Style: Action-Oriented Decision Makers Who Focus on Facts
The Analytical Style: Careful and Slow Decision Makers Who Like Lots of Information
The Conceptual Style: Intuitive Decision Makers Who Involve Others in Long-Term Thinking
The Behavioral Style: Highly People-Oriented Decision Makers
Which Style Are You?
SELF-ASSESSMENT 11.2: What Is My Decision-Making Style?
11.5 A ROAD MAP TO ETHICAL DECISION MAKING
11.6 GROUP DECISION MAKING
Advantages and Disadvantages of Group Decision Making
Groupthink
SELF-ASSESSMENT 11.3: What Is the Level of Minority Dissent and Participation in Group Decision Maki
Practical Contingency Recommendations about Group Decision Making
Reaching Consensus: The Goal of Group Problem-Solving Techniques
Practical Problem-Solving Techniques
PROBLEM-SOLVING APPLICATION: Rosemont Center Addresses Employee-Related Issues
11.7 CREATIVITY
A Model of Creativity
SELF-ASSESSMENT 11.4: Assessing Climate for Creativity
Practical Recommendations for Increasing Creativity
What Did I Learn?
PSAC: Redeeming Groupon
Legal/Ethical Challenge: Hospitals Are Using Big Data to Evaluate Doctors at Work: Is It a Good Idea
Group Exercise: Ethical Decision Making
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increase My Effectiveness
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
12.1 POWER AND ITS BASIC FORMS
Five Bases of Power
SELF-ASSESSMENT 12.1: How Much Power Do I Have?
Position v. Personal Power
EXAMPLE: From Teammate to Manager: Taking Charge
Power, but for What Purpose?
PROBLEM-SOLVING APPLICATION: A Heavy Hand at J&J
12.2 POWER SHARING AND EMPOWERMENT
Structural Empowerment
Psychological Empowerment
How to Empower Individuals, Teams, and Organizations
12.3 EFFECTIVELY INFLUENCING OTHERS
Common Influence Tactics
SELF-ASSESSMENT 12.2: Which Influence Tactics Do I Use?
Match Tactics to Influence Outcomes
How Can I Increase My Own Influence?
Six Principles of Persuasion
Apply Your Knowledge
12.4 POLITICAL TACTICS AND HOW TO USE THEM
Organizational Politics-The Good and the Bad
SELF-ASSESSMENT 12.3: How Political Am I?
Frequently Used Political Tactics
Failure, Blame, and Politics
Three Levels of Political Action
Keeping Organizational Politics in Check
12.5 IMPRESSION MANAGEMENT
What Is Impression Management?
Good Impressions
EXAMPLE: Impression Management Venture Capital Style
SELF-ASSESSMENT 12.4: Your Impression Management-How and Who
Bad Impressions-The Common if Not Subtle Kind
Spinning Bad into Good, or Good into Better
What Did I Learn?
PSAC: Writing the Book (Review) on Conflict of Interest
Legal/Ethical Challenge: Secret Banking Elite Rules Trading in Derivatives
Group Exercise: You Make Me Feel So Good!
13 LEADERSHIP EFFECTIVENESS What Does It Take to Be Effective?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
13.1 MAKING SENSE OF LEADERSHIP THEORIES
An Integrated Model of Leadership
What Is Effective Leadership?
What Is the Difference between Leading and Managing?
SELF-ASSESSMENT 13.1: Am I Ready to Be a Leader?
13.2 TRAIT THEORIES: DO LEADERS POSSESS UNIQUE TRAITS AND PERSONAL CHARACTERISTICS?
What Are the Core Traits Possessed by Leaders?
What Is the Role of Emotional Intelligence in Leadership Effectiveness?
Do Women and Men Display the Same Leadership Traits?
How Important Are Knowledge and Skills?
Do Perceptions Matter?
What Are the Takeaways from Trait Theory?
EXAMPLE: MasterCard and InterContinental Hotels Group (IHG) Develop Employees’ “Global Mind-set”
13.3 BEHAVIORAL STYLE THEORIES: WHICH LEADER BEHAVIORS DRIVE EFFECTIVENESS?
Task-Oriented Leader Behavior
EXAMPLE: Nick Saban Uses Task-Oriented Leadership to Achieve National Championships in Football
Relationship-Oriented Leader Behavior
SELF-ASSESSMENT 13.2: My Task- and Relationship-Oriented Leadership Style
SELF-ASSESSMENT 13.3: Is My Boss a Servant-Leader?
Passive Leadership
What Are the Takeaways from Behavioral Styles Theory?
13.4 SITUATIONAL THEORIES: DOES EFFECTIVE LEADERSHIP DEPEND ON THE SITUATION?
Fiedler’s Contingency Model
PROBLEM-SOLVING APPLICATION: Bill Marriott Selects Arne Sorenson to Be CEO over His Son
House’s Path-Goal Theory
Applying Situational Theories
Caveat When Applying Situational Theories
13.5 TRANSFORMATIONAL LEADERSHIP: HOW DO LEADERS TRANSFORM EMPLOYEES’ MOTIVES?
A Model of Transformational Leadership
How Does Transformational Leadership Work?
SELF-ASSESSMENT 13.4: Is My Manager Transformational?
13.6 ADDITIONAL PERSPECTIVES ON LEADERSHIP
The Leader-Member Exchange (LMX) Model of Leadership
SELF-ASSESSMENT 13.5: Assessing My Leader-Member Exchange
The Role of Followers in the Leadership Process
What Did I Learn?
PSAC: Leadership Style and Substance at Dignity Health
Legal/Ethical Challenge: Is GlaxoSmithKline Effectively Responding to Allegations about Inappropriat
Group Exercise: Exhibiting Leadership within the Context of Running a Meeting
14 ORGANIZATIONAL CULTURE, SOCIALIZATION, AND MENTORING How Can I Use These Concepts for Competitive
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
14.1 THE FOUNDATION OF ORGANIZATIONAL CULTURE: UNDERSTANDING ITS DRIVERS AND FUNCTIONS
Defining Culture and Exploring Its Impact
The Three Levels of Organizational Culture
EXAMPLE: Unilever Strives to Promote a Sustainability Culture
The Four Functions of Organizational Culture
14.2 THE IMPACT OF ORGANIZATIONAL CULTURE TYPES ON OUTCOMES
Identifying Culture Types with the Competing Values Framework
PROBLEM-SOLVING APPLICATION: The Dabbawalas Rely on a Hierarchical Culture to Effectively Deliver Fo
SELF-ASSESSMENT 14.1: What Is the Organizational Culture at My Current Employer?
Outcomes Associated with Organizational Culture
14.3 THE PROCESS OF CULTURE CHANGE
Twelve Mechanisms for Creating Culture Change
EXAMPLE: Salo LLC Uses Rites and Rituals to Embed a Clan and Market Culture
EXAMPLE: Zappos Works Hard to Recruit and Select People Who Fit Its Culture
SELF-ASSESSMENT 14.2: What Type of Organizational Culture Do I Prefer?
14.4 THE ORGANIZATIONAL SOCIALIZATION PROCESS
A Three-Phase Model of Organizational Socialization
EXAMPLE: Companies Use Different Approaches to Onboard Employees
SELF-ASSESSMENT 14.3: Have You Been Adequately Socialized?
Practical Application of Socialization Research
14.5 EMBEDDING ORGANIZATIONAL CULTURE THROUGH MENTORING
Functions of Mentoring
Developmental Networks Underlying Mentoring
Personal and Organizational Implications
SELF-ASSESSMENT 14.4: Assessing My Level of Mentoring
What Did I Learn?
PSAC: Changing the Culture at Yahoo! Inc.
Legal/Ethical Challenge: Is an Apology Enough?
Group Exercise: Assessing the Organizational Culture at Your School
PART THREE Organizational Processes
15 ORGANIZATIONAL DESIGN, EFFECTIVENESS, AND INNOVATION How Can Understanding These Key Processes an
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
15.1 THE FOUNDATION OF AN ORGANIZATION
What Is an Organization?
Organization Charts
An Open-System Perspective of Organizations
Learning Organizations
SELF-ASSESSMENT 15.1: Am I Working for a Learning Organization?
15.2 ORGANIZATIONAL DESIGN
Three Categories
Seven Types of Organizational Structures
EXAMPLE: W.L. Gore & Associates Operates with a Horizontal Design
SELF-ASSESSMENT 15.2: What Is My Preference for Telecommuting?
PROBLEM-SOLVING APPLICATION: Freelancers Use the Internet to Obtain Work
15.3 THE CONTINGENCY APPROACH TO DESIGNING ORGANIZATIONS
Mechanistic versus Organic Organizations
EXAMPLE: Whole Foods Market Uses an Organic Structure
Getting the Right Fit
15.4 STRIVING FOR ORGANIZATIONAL EFFECTIVENESS
Generic Effectiveness Criteria
Mixing Effectiveness Criteria: Practical Guidelines
15.5 ORGANIZATIONAL INNOVATION
Types of Innovation: Product or Process, Core or Transformational
Myths about Innovation
The Seeds of Innovation: The Starting Point of Innovation
PROBLEM-SOLVING APPLICATION: Extended Stay America Tries to Increase Innovation
Learning from Failure
The Supporting Forces for Innovation
SELF-ASSESSMENT 15.3: Assessing the Innovation Climate of My Organization
EXAMPLE: Design Thinking Your Way to Innovative Solutions
What Did I Learn?
PSAC: Sears Holding and Organizational Structure
Legal/Ethical Challenge: One of the Fastest-Growing Businesses Involves Spying on Consumers: Is This
Group Exercise: Strategic Constituent Analysis
16 MANAGING CHANGE AND STRESS How Can You Apply OB and Show What You’ve Learned?
MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER
WINNING AT WORK
FOR YOU: WHAT’S AHEAD IN THIS CHAPTER
16.1 FORCES FOR CHANGE
SELF-ASSESSMENT 16.1: What Are My General Attitudes Toward Change?
External Forces
Internal Forces
16.2 TYPES AND MODELS OF CHANGE
Three General Types of Change
Lewin’s Change Model
EXAMPLE: Jump-Starting a Sluggish Company
A Systems Model of Change
EXAMPLE: How to Formulate a Meaningful Mission
SELF-ASSESSMENT 16.2: What Is Your Readiness for Change?
Kotter’s Eight Steps for Leading Organizational Change
Creating Change through Organization Development
EXAMPLE: OD and the Big Shift
16.3 UNDERSTANDING RESISTANCE TO CHANGE
A Dynamic View of Resistance
Causes of Resistance to Change
SELF-ASSESSMENT 16.3: How Resistant Are You to Change?
EXAMPLE: How to Be a Successful Change Agent
16.4 THE GOOD AND BAD OF STRESS
Stress-Good and Bad
A Model of Occupational Stress
EXAMPLE: Barrie D’Rozario DiLorenzo (BD’D) Takes Advertising, Marketing, and Employee Stress Very Se
16.5 EFFECTIVE CHANGE AND STRESS MANAGEMENT
Applying the Systems Model of Change-Strategic Planning and Diagnosis
PROBLEM-SOLVING APPLICATION: Systems Model of Change
How to Overcome Resistance to Change
How to Manage Stress
Pulling It All Together-Change Management Tips for Managers
EXAMPLE: Your Future: Five Tips for Successful Managers of Change
What Did I Learn?
PSAC: Audi Is Driving Change
Legal/Ethical Challenge: Job Cuts and Legal Settlements . . . Two Ways to Profit
Group Exercise: Creating Personal Change through Force-Field Analysis
ENDNOTES
PHOTO CREDITS
GLOSSARY/SUBJECT INDEX
NAMES INDEX
COMPANY INDEX

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